Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan i

2023-2027
STRATEGIC
PLAN
ii Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan iii

TRANSFORMING
URBAN MOBILITY
iv Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan v

VISION MISSION CORE VALUES

A leading provider Provide and Manage, Equity
of sustainable urban Quality, Safe, Adequate Integrity
mobility and Responsive Urban Teamwork
Mobility. Innovation
Professionalism
vi Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

FOREWORD

R
oad infrastructure plays a key role in the economic and social development
of any Country. Upon attaining independence, Kenya embarked on an
ambitious road development program to support the envisioned social-
economic growth. This program outstripped the rate of road maintenance resulting
in deterioration and ultimate loss of road asset and increased vehicle operating
cost. Reforms in the management of roads started in 1990s, through adoption of
World Bank’s Road Management Initiative (RMI) pillared on stable financing,
defined ownership, clear responsibility, and commercialized management.

This was followed by the Sessional Paper No.5 of 2006 on sustainable Management
and Development of the road sector which informed the enactment of the Roads
Act, 2007 that created road agencies to manage national roads.

Kenya Urban Roads Authority was established under the Roads Act, 2007 to
develop, rehabilitate, maintain and manage national urban roads. The Authority
prepared its first Strategic Plan for period 2008-2012, then the second for period
2013-2017 and the third covered 2018- 2022.

In this fourth Strategic Plan (2023-2027), the Authority intends to build on the
gains realized and lessons learnt from the previous plans. This Strategic Plan was
developed through wide consultative and participatory approach that entailed
close working and consultation with staff, management, Board of Directors and
key stakeholders.

The Authority’s Strategic Plan 2023-2027 has been developed in line with the
National Treasury guidelines on preparation of the Fifth-Generation Strategic
This Strategic Plan Plans to conform with Sustainable Development Goals (SDGs); the Constitution
was developed of Kenya 2010, initiatives outlined in the Kenya Vision 2030; Fourth Medium
through wide Term Plan (MTP IV); National Development Agenda; African Union Agenda
2063; East African Community (EAC) Vision 2050 and sector laws and policies.
consultative and The Strategic Plan 2023–2027 provides operational strategies, identifies expected
participatory operational challenges & risks and provides mitigation measures.
approach that
The Board of Directors of KURA commits to the development and
entailed close working operationalization of its institutional frameworks, structures, policies, operational
and consultation with procedures as well as providing linkage with key stakeholders that will enable it
staff, management, realize exemplary performance in targets set in this Plan.

Board of Directors
and key stakeholders. Eng. Charles M. Chiuri, PE, FIEK
Chairman, Board of Directors
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan vii

FOREWORD

K
enya Urban Roads Authority is a State Corporation established under
the Kenya Roads Act, 2007 with the mandate to develop, rehabilitate,
maintain and manage national urban roads. This is the fourth Strategic
Plan for the Authority and is aligned to the Medium Term Plan (MTP) IV.

Cities and Urban Areas are economic power houses of countries worldwide. They
are centres of production and consumption, transport hubs and the nodes of
international trade and commerce which constitute 80% of the world’s economic
output. In Kenya, approximately 70% of the GDP is contributed by urban areas.
According to the Kenya’s Integrated National Transport Policy 2009, over 93%
of the transport demand (freight and passenger travel needs) in Kenya is met
by road. The National Urban Development Policy identifies infrastructure as
crucial for urban areas, which are the major engines of commercial and industrial
production as well as main centers of innovations. In this regard urban areas
require appropriate quantities of quality infrastructure.

Kenya is experiencing rapid urbanization resulting in mushrooming of informal

settlements that lack basic infrastructure and this results in straining the
existing road infrastructure. To meet the sustainable development goal No. 9
and 11 on building resilient infrastructure, promoting inclusive and sustainable
industrialization and fostering innovation; the Authority aspires to contribute
towards achieving smart cities and making human settlements inclusive, safe,
resilient and sustainable.

This new Strategic Plan will shape the thematic focus, administrative and financial
direction and resource utilization of the Authority so that it fulfils and realizes its
mandate. The strategic direction and priority areas were identified after a detailed
end-term review of the previous Strategic Plans as well as situational analysis of
The Authority internal and external operating environment of the Authority. The Plan addresses
aspires to contribute emergent strategic issues which the Authority will focus on over the Plan period
as inspired by its vision and mission through tactical and operational strategies
towards achieving and interventions.
smart cities and
making human On behalf of the Management, I would like to thank the Board of Directors
for providing strategic direction and guidance during the preparation of this
settlements inclusive, Strategic Plan. May I also thank the Management and entire KURA staff for
safe, resilient and their contribution to the development of this Strategic Plan.
sustainable.
This Plan will be implemented in a participatory manner through collaboration,
consultation and continuous engagement of all stakeholders. The Authority
seeks collaborative support from all stakeholders and commitment by all staff to
achieve the intentions contained in the Strategic Plan 2023-2027.

Eng. Silas M. Kinoti, MBS, FIEK

Director General & Board Secretary
 viii Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

PREFACE AND ACKNOWLEDGEMENT

T
o facilitate the process of developing this Strategic Plan, the Authority constituted a steering committee composed of
strategic key members of staff drawn from all functions and directorates within the Authority. To ensure wide public
participation, all members of staff and key stakeholders were engaged through questionnaires, where they shared
their input and feedback which was considered during preparation of this Strategic Plan.

This Plan is organised into the following chapters: Introduction; Strategic Direction, Situational and Stakeholder Analysis;
Strategic Issues, Goals and Key Result Areas; Strategic Objectives and Strategies; Implementation and Coordination
Framework; Resource Requirements and Mobilization Strategies; Monitoring, Evaluation and Reporting Framework; and
Annexes.

This Strategic Plan was developed and formulated under the guidance of the Board of Directors and the Management Team
led by the Director General. The Secretariat and the Steering Committee was coordinated by the Director Policy, Strategy
and Compliance. Members of staff drawn from all sections and regions also contributed immensely by giving their invaluable
insights and inputs that shaped this Plan under the guidance of the Directorates, Regional Deputy Directors and Heads
of Departments. The contributions and inputs of external key stakeholders including sister agencies, the parent ministry,
strategic partners and donors, professional bodies and associations were valuable in the development of the Authority’s
strategic interventions and setting of targets for delivery of our mandate.

The Authority acknowledges Outlook Solutions Ltd for the tremendous input in undertaking the End Term Review report
of the previous Strategic Plan and collating information incorporated into this Plan.

Through this Strategic Plan, the Authority is expected to further expand its achievements in all county headquarters,
economic zones, cities and urban areas for transformation of urban mobility in Kenya for sustainable economic growth and
development.

Signature Signature

................................... ..........................................

Eng. Charles M. Chiuri Eng. Silas M Kinoti, MBS

Chairman, Board of Directors, KURA Director General & Board Secretary, KURA
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan ix

TABLE OF CONTENTS
List of tables�������������������������������������������������������������������������������������������������������������������������������������������������������������������� xi
List of figures������������������������������������������������������������������������������������������������������������������������������������������������������������������ xii
Definition of Concepts and Terminologies�������������������������������������������������������������������������������������������������������������������� xiii
Abbreviations and Acronyms����������������������������������������������������������������������������������������������������������������������������������������� xiv
Executive Summary��������������������������������������������������������������������������������������������������������������������������������������������������������xvi

INTRODUCTION���������������������������������������������������������������������������������������������������������������������������������������������������1

1.2 Context of Strategic Planning����������������������������������������������������������������������������������������������������������������������2

1.2.1 United Nations 2030 Agenda for Sustainable Development������������������������������������������������������������������ 2
1.2.2 African Union Agenda 2063����������������������������������������������������������������������������������������������������������������� 2
1.2.3 East Africa Community Vision 2050���������������������������������������������������������������������������������������������������� 3
1.2.4 Constitution of Kenya 2010����������������������������������������������������������������������������������������������������������������� 3
1.2.5 Kenya Vision 2030, Bottom-up Economic Transformation Agenda and Fourth Medium Term Plan���� 3
1.2.5.1 Vision 2030������������������������������������������������������������������������������������������������������������������������������������������ 3
1.2.5.2 BETA Priorities������������������������������������������������������������������������������������������������������������������������������������� 4
1.2.6 Sector Policies and Laws������������������������������������������������������������������������������������������������������������������������ 4
1.2.7 Summary of key players in the Sub Sector��������������������������������������������������������������������������������������������� 7
1.3 Background of the Organization�����������������������������������������������������������������������������������������������������������������8
1.4 Methodology of Developing the Strategic Plan��������������������������������������������������������������������������������������������8

Chapter Two: STRATEGIC DIRECTION����������������������������������������������������������������������������������������������������������������9

2.1 Mandate������������������������������������������������������������������������������������������������������������������������������������������������������9
2.2 Vision statement������������������������������������������������������������������������������������������������������������������������������������������9
2.3 Mission Statement���������������������������������������������������������������������������������������������������������������������������������������9
2.4 Strategic Goals���������������������������������������������������������������������������������������������������������������������������������������������9
2.5 Core Values������������������������������������������������������������������������������������������������������������������������������������������������10
2.6 Quality Policy Statement���������������������������������������������������������������������������������������������������������������������������10

Chapter Three: SITUATIONAL AND STAKEHOLDER ANALYSIS�����������������������������������������������������������������11

3.1 Situational Analysis�����������������������������������������������������������������������������������������������������������������������������������11

3.1.1 PESTEL Analysis�������������������������������������������������������������������������������������������������������������������������������� 11
3.1.1.1 Macro Environment��������������������������������������������������������������������������������������������������������������������������� 13
3.1.1.2 Micro Environment���������������������������������������������������������������������������������������������������������������������������� 13
3.1.2 Summary of Opportunities and Threats���������������������������������������������������������������������������������������������� 13
3.1.3 Internal Environment������������������������������������������������������������������������������������������������������������������������� 14
3.1.3.1 Government and administrative structure ������������������������������������������������������������������������������������������ 16
3.1.3.2 Internal business process��������������������������������������������������������������������������������������������������������������������� 16
3.1.3.3 Resources and capabilities������������������������������������������������������������������������������������������������������������������� 16
3.1.4 Summary of Strengths and Weaknesses����������������������������������������������������������������������������������������������� 16
3.1.5 Analysis of Past Performance��������������������������������������������������������������������������������������������������������������� 17
3.1.5.1 Key Achievements������������������������������������������������������������������������������������������������������������������������������� 20
3.1.5.2 Key Challenges����������������������������������������������������������������������������������������������������������������������������������� 20
3.2 Stakeholder Analysis����������������������������������������������������������������������������������������������������������������������������������21

Chapter Four: STRATEGIC ISSUES, GOALS AND KEY RESULT AREAS�����������������������������������������������������������25

4.1 Strategic Issues�������������������������������������������������������������������������������������������������������������������������������������������25

4.2 Strategic Goals�������������������������������������������������������������������������������������������������������������������������������������������26
4.3 Key Result Areas����������������������������������������������������������������������������������������������������������������������������������������26
 x Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Chapter Five: STRATEGIC OBJECTIVES AND STRATEGIES������������������������������������������������������������������������������ 27

5.1 Strategic Objectives������������������������������������������������������������������������������������������������������������������������������������ 27

5.2 Strategic Choices���������������������������������������������������������������������������������������������������������������������������������������� 38

Chapter Six: IMPLEMENTATION AND COORDINATION FRAMEWORK������������������������������������������������������� 43

6.1 Implementation Plan���������������������������������������������������������������������������������������������������������������������������������� 43

6.1.1 Action Plan�������������������������������������������������������������������������������������������������������������������������������������������43
6.1.2 Annual Work plans and Budget������������������������������������������������������������������������������������������������������������43
6.1.3 Performance Contracting����������������������������������������������������������������������������������������������������������������������43
6.2 Co-ordination Framework�������������������������������������������������������������������������������������������������������������������������� 43
6.2.1 Institutional Framework�����������������������������������������������������������������������������������������������������������������������44
6.2.2 Staff Establishment, Skills Set and Competence Development��������������������������������������������������������������44
6.2.2.1 Staff establishment��������������������������������������������������������������������������������������������������������������������������������45
6.2.2.2 Skills and competence development������������������������������������������������������������������������������������������������������46
6.2.3 Leadership��������������������������������������������������������������������������������������������������������������������������������������������46
6.2.3.1 The Board of Directors�������������������������������������������������������������������������������������������������������������������������46
6.2.3.2 The Management Team�������������������������������������������������������������������������������������������������������������������������46
6.2.4 Systems and Procedures������������������������������������������������������������������������������������������������������������������������47
6.3 Risk Management Framework�������������������������������������������������������������������������������������������������������������������� 47
6.3.1 Key Strategic Risks��������������������������������������������������������������������������������������������������������������������������������48

Chapter Seven: RESOURCE REQUIREMENTS AND MOBILIZATION STRATEGIES��������������������������������������� 51

7.1 Financial Requirements (2023/24 – 2027/28)�������������������������������������������������������������������������������������������� 52

7.1.1 Resource Gaps��������������������������������������������������������������������������������������������������������������������������������������53
7.2 Resource Mobilization Strategies���������������������������������������������������������������������������������������������������������������� 54
7.3 Resource Management�������������������������������������������������������������������������������������������������������������������������������� 54

Chapter Eight: MONITORING, EVALUATION AND REPORTING FRAMEWORK������������������������������������������� 55

8.1 Monitoring Framework������������������������������������������������������������������������������������������������������������������������������ 55

8.2 Performance Standards������������������������������������������������������������������������������������������������������������������������������� 55
8.3 Evaluation Framework�������������������������������������������������������������������������������������������������������������������������������� 56
8.3.1 Midterm Evaluation������������������������������������������������������������������������������������������������������������������������������61
8.3.2 End term evaluation�����������������������������������������������������������������������������������������������������������������������������61
8.4 Reporting framework and feedback mechanism����������������������������������������������������������������������������������������� 61

ANNEXES�����������������������������������������������������������������������������������������������������������������������������������������������������������������������63

Annex I: Implementation Matrix����������������������������������������������������������������������������������������������������������������������������� 63

Annex II: Consultation workshops & Stakeholder validation�������������������������������������������������������������������������������� 101
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan xi

LIST OF TABLES
Table 1. 1: Road Sector framework�������������������������������������������������������������������������������������������������������������������������������������9
Table 3. 1:PESTEL Analysis���������������������������������������������������������������������������������������������������������������������������������������������12
Table 3. 2: summary of opportunities and threats�������������������������������������������������������������������������������������������������������������14
Table 3. 3: SWOT analysis�����������������������������������������������������������������������������������������������������������������������������������������������15
Table 3. 4: Summary of Strengths and Weaknesses�����������������������������������������������������������������������������������������������������������16
Table 3. 5: KURA’s key achievements�������������������������������������������������������������������������������������������������������������������������������20
Table 3. 6: KURA’s Stakeholders Analysis�������������������������������������������������������������������������������������������������������������������������22
Table 4. 1: Strategic Issues, Goals and Key Result Areas����������������������������������������������������������������������������������������������������26
Table 5. 1: KRA I Outcomes Projections��������������������������������������������������������������������������������������������������������������������������28
Table 5. 2: KRA II Strategic Objectives and Strategies������������������������������������������������������������������������������������������������������32
Table 5. 3: KRA III Outcome Projections������������������������������������������������������������������������������������������������������������������������37
Table 5. 4: KRA I Strategic Objectives and Strategies�������������������������������������������������������������������������������������������������������39
Table 5. 5: KRA II Strategic Objectives and Strategies������������������������������������������������������������������������������������������������������40
Table 6. 1: Staff Establishment�����������������������������������������������������������������������������������������������������������������������������������������45
Table 6. 2: Skills Set and Competence Development��������������������������������������������������������������������������������������������������������46
Table 6. 3: Risk Management Framework������������������������������������������������������������������������������������������������������������������������49
Table 7. 1: Financial Requirements for Implementing the Strategic Plan (million Kshs)���������������������������������������������������52
Table 7. 2: Resource Gaps (Million Kshs)�������������������������������������������������������������������������������������������������������������������������53
Table 7. 3: Resource Mobilization Strategies (Million Kshs)���������������������������������������������������������������������������������������������54
Table 7. 4: Resource Management������������������������������������������������������������������������������������������������������������������������������������54
Table 8. 1: KRA I Outcome Performance Matrix ............................................................................................................56
Table 8. 2. KRA II Outcome Performance Matrix������������������������������������������������������������������������������������������������������������57
Table 8. 3 KRA II Outcome Performance Matrix�������������������������������������������������������������������������������������������������������������59
Table 8. 4: Quarterly Progress Reporting Template�����������������������������������������������������������������������������������������������������������62
Table 8. 5: Yearly Progress Reporting Template�����������������������������������������������������������������������������������������������������������������62
Table 8. 6: Evaluation Reporting Template�����������������������������������������������������������������������������������������������������������������������62
 xii Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

LIST OF FIGURES
Figure 3. 1: Overall implementation status�����������������������������������������������������������������������������������������������������������������������17
Figure 3. 2: Pillar I Implementation Status�����������������������������������������������������������������������������������������������������������������������18
Figure 3. 3: Pillar II Implementation Status����������������������������������������������������������������������������������������������������������������������18
Figure 3. 4: Pillar III Implementation Status��������������������������������������������������������������������������������������������������������������������19
Figure 6. 1: Organizational Structure�������������������������������������������������������������������������������������������������������������������������������44
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan xiii

DEFINITION OF CONCEPTS AND TERMINOLOGIES

Observable Verifiable Indicators;This is the quantitative and qualitative means used to measure and show changes or
progress that an intervention or activity is making towards achieving desired results through evidence-based outcome that
can be observed and verified.

Outcomes; These are the key activities that the Authority has identified as critical for the realization of key strategies
identified in the Plan.

Non-Motorized Transport; Refers to modes of transportation that do not rely on external sources of energy while using
roads such as walking, bicycling, small-wheeled transport, wheelchair travel, rickshaws, animal-drawn carts, and other
human-powered vehicles.

Bus Rapid Transit; This is a high-quality bus-based transit system that delivers fast and efficient service that may include
dedicated lanes, busways, traffic signal priority, off-board fare collection, elevated platforms, and enhanced stations.

Intelligent Transportation System; Refers to advanced traffic management system that provides integrated traffic flow
management solutions enabling users to make better informed decisions for safe and seamless flow of traffic.

Project Affected Persons; Refers to people who are directly affected by land acquisition for a project through loss of part or
all of their assets. This includes land, houses, other structures, businesses, crops/trees, or other types of assets.

Strategic issues; Refers to problems and opportunities emanating from situational analysis that KURA has to manage in
order to fulfil its mandate and mission.

Key Result Areas; Refers to the broad areas in which KURA will deliver key outcomes and results to achieve its vision and
fulfil its mandate and mission.

Strategic goals; Refers to general qualitative statements on what KURA is hoping to achieve in the long-term and linked
to strategic issues.

Strategic objectives; KURA commits to accomplish in order to achieve strategic goals.

The Plan; Refers to Strategic Plan 2023-2027

 xiv Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

ABBREVIATIONS AND ACRONYMS

ARWP Annual Roads Work Programme
BOD Board of Directors
BETA Bottom up Economic Transformation Agenda
COK 2010 Constitution of Kenya 2010
CSR Corporate Social Responsibility
DG Director General
EA Environmental Audit
EAC East African Community
EDMs Electronic Data Management Systems
EIA Environmental Impact Assessment
ERM Enterprise Risk Management
ERP Enterprise Resource Planning
ESIA Environmental and Social Impact Assessment
ESS Employee Self Service
EU European Union
FY Financial Year
FIDIC International Federation of Consulting Engineers
GDP Gross Domestic Product
GoK Government of Kenya
GVW Gross Vehicle Weight
HDMs Highway Development and Management System
HQ Head Quarter
HRM & A Human Resources Management and Administration
ICT Information and Communication Technology
ISO International Organization for Standardization
ITS Intelligent Transport System
JDEs Joint Development Employment Sustainment
JICA Japan International Cooperation Agency
KAM Kenya Association of Manufacturers
KEBS Kenya National Bureau of Standards
KeNHA Kenya National Highways Authority
KeRRA Kenya Rural Roads Authority
KIHBT Kenya Institute of Highway Building Technology
KOTDA Konza Technopolis Development Authority
KRA Key Result Areas
KRB Kenya Roads Board
Kshs Kenya Shilling
KTSSP Kenya Transport Sector Support Project
KURA Kenya Urban Roads Authority
KWS Kenya Wildlife Service
M&E Monitoring and Evaluation
MDA Ministries Departments and Agencies
MoRT Ministry of Roads and Transport
MTP Medium Term Plan
NAMATA Nairobi Metropolitan Area Transport Authority
NCTIP Northern Corridor Transport Improvement Project
NEMA National Environment Management Authority
NMT Non-Motorized Transport
NSSF National Social Security Fund
NTSA National Transport and Safety Authority
NUDP National Urban Development Plan
OAG Office of the Auditor General
OSH Occupational Safety and Health
PAPs Project Affected Persons
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan xv

PAYE Pay As You Earn

PPADA Public Procurement and Assets Disposal PPP Public Private Partnership
PWDs Persons with Disabilities
R&D Research and Development
RSIP Roads Sector Investment Programme RAP Resettlement Action Plan
RMLF Road Maintenance Levy Fund
RMS Road Management System
RSIP Road Sector Investment Program
SACCO Savings and Credit Cooperatives
SCAC State Corporation Advisory Committee SPR Special Purpose Roads
TNA Training Needs Assessment
TOR Terms of Reference
UN United Nations
VIMS Vehicle Information Management System WB World Bank
 xvi Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

EXECUTIVE SUMMARY

T
his Strategic Plan is to be implemented for the period;- FY 2023/2024 to FY 2027/2028. The Plan takes into
consideration the mandate of the Authority, National Development Agenda, Fourth Medium Term Plan (MTP IV),
UN 2030 Agenda, Kenya Vision 2030, Bottom-up Economic Transformation Agenda, East African Community
Vision 2050, African Union Agenda 2063 and Sustainable Development Goals (SDGs). It complies to the Constitution of
Kenya 2010 and other legal and policy documents such as the Kenya Roads Act 2007, The Kenya Roads Board Act 1999
(Amendment 2019), Urban Areas and Cities Act 2011 (Amendment, 2019), Traffic Act 2013, Land Value Act, 2010. The
development of the Plan also considered the following key documents; Road Sector Investment Plan (RSIP), National
Integrated Transport Policy (NITP), National Urban Development Policy (NUDP), Environmental Management and
Sustainability (EMS), National Spatial Plan (2015-2045) and County Integrated Development Plans (CIDP).

The development of this Strategic Plan has been undertaken through a participatory and consultative process involving
brainstorming sessions and workshops with the Steering Committee Members, Management and members of the Board,
administration of questionnaires to both the internal and external stakeholders to seek their input and feedback and
several validation forums. Information obtained has been considered in the development of this Strategic Plan to shape the
Authority’s strategic focus including various strategies and key programs.

The Authority’s strategic focus will be guided by the following;

Vision Mission Core Values

A leading provider To Provide and Professionalism,

of sustainable urban Manage, Quality, Teamwork, Integrity,
mobility Safe, Adequate and Equity and
Responsive Urban Innovation
Mobility

To achieve its mandate over the next five years, KURA has established three Key Result Areas to guide its activities:

Plan, Design, Resource

Develop, Maintain, Corporate
Governance and Mobilization and
and Manage the Financial
National Urban Institutional
Capacity Sustainability.
Road Network.

These Key Result Areas will be supported by the allocation of various resources across the Authority.
To successfully implement this Plan, the Authority requires a total budget of Kshs 359,929,683,992 /=
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan xvii

To ensure successful implementation, the Plan captures a detailed implementation and coordination framework with
a comprehensive Monitoring, Evaluation and Reporting Framework with appropriate implementation indicators to
track performance including reporting and evaluation mechanism has been developed. The Plan also identifies resource
requirements and key mobilization strategies that will guide the Authority to ensure financial sustainability and successful
implementation of key projects and programs.

Ngong Road
xviii Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Through this Strategic Plan,

the Authority is expected to
grow its paved road network
by 920 KMs of new roads and
1840KMs of NMTs.

Waiyaki Way - Redhill, Link Road

 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 1

01
INTRODUCTION

T
his chapter highlights the importance of strategic
planning in achieving the corporate goals as well
as the context within which the Strategic Plan was
developed, the history of KURA and methodology adopted
in developing the Plan.

1.1 Strategy an Imperative for Organizational Success

KURA is a statutory body established by the Kenya Roads
Acts, 2007. The Authority started its operations in the FY
2009/2010, Its head office is in Nairobi and has ten (10)
regional offices serving Nairobi, Coast, Central, Lower
Eastern, Upper Eastern, North Rift, North Eastern, Nyanza,
South Rift and Western regions. The Authority’s mandate is
management, development, rehabilitation and maintenance
of national trunk roads in the urban areas of the Republic of
Kenya. To realize this mandate, the Authority is committed
to development of clear, proactive and well thought out
strategies to steer the Authority towards achieving its
objectives, attaining high levels of performance and realizing
its vision. This underscores the importance of strategic
planning in achieving KURA’s success.

This Strategic Plan will provide KURA with a renewed

and revitalized pathway aimed at consolidating its gains
since establishment and setting a new path that expands
its horizons as per its mandate and functions as outlined in
the establishing Act. This guides in the implementation of
KURA activities through;

• Providing a strategic direction and focus for the

Authority in implementation of its mandate and core
functions,

• Positioning the Authority strategically in relation to

the dynamics of its internal and external environment,

• Providing a rational framework for effective governance

and management of the Authority,

• Charting a rational course for growth, sustainability

and development

KURA’s road network has increased to 3,969.27 KM with

total paved roads estimated at 465.92 kilometers and unpaved
roads at 3,503.35 KM. Through this Strategic Plan the
Authority is expected to grow its paved road network by 920
KMs of new roads and 1840KMs of NMTs. To realize this
growth, the Authority is committed to achieving corporate
objectives and strategies that are anchored on the Key Result
Areas identified in this Plan.
 2 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

infrastructure (Target 9.1), urban access (Target 11.2), and

fossil fuel subsidies (Target 12.c).

The Authority recognizes the critical role that road

infrastructure development plays in facilitating economic
growth by enabling efficient mobility of people, goods
and services. This indicates the need for efficient transport
The Authority recognizes infrastructure and logistics networks for reducing
the critical role that road production costs, improving supply chain efficiency,
fostering industrial growth, and the facilitation of trade
infrastructure development plays and commerce for sustainable development and improved
in facilitating economic growth livelihoods.
by enabling efficient mobility of
Through this plan, the Authority will pursue key projects
people, goods and services. This and programs that are focused on realization of UN 2030
indicates the need for efficient Agenda on sustainable transport systems and inherent UN
transport infrastructure and SDGs.
logistics networks for reducing 1.2.2. African Union Agenda 2063
production costs, improving Agenda 2063 is Africa’s development blueprint to achieve
supply chain efficiency, inclusive and sustainable socio-economic development over
a 50-year period. It is the strategic framework for delivering
fostering industrial growth, on Africa’s goal for inclusive and sustainable development
and the facilitation of trade and is a concrete manifestation of the Pan-African drive
and commerce for sustainable for unity, self-determination, freedom, progress and
collective prosperity pursued under Pan-Africanism
development and improved and African Renaissance Historical trends indicate that
livelihoods. countries with better road infrastructure tend to be more
affluent, as improved infrastructure promotes agriculture,
trade, industry, and commerce, thereby sustaining higher
economic growth. In Africa, the African Union (AU) has
identified the development of world-class infrastructure as
one of the key goals in its Agenda 2063, aiming to achieve
an integrated continent with improved communication
and connectivity.
1.2. Context of Strategic Planning
This Agenda has provided a shared strategic framework for
This Strategic Plan has been developed with consideration
inclusive growth and sustainable development by African
of national development priorities, regional priorities,
States and is anchored on the AU vision and is based on the
regional and international frameworks as detailed in the
seven aspirations namely:
sections below.
a. A prosperous Africa based on inclusive growth
1.2.1. United Nations 2030 Agenda for Sustainable
and sustainable development;
Development
b. An integrated continent, politically united, based
The UN Vision 2030 requires member States to pursue
on the ideals of Pan Africanism and the vision of
and implement Sustainable Development Goals (SGDs)
Africa’s Renaissance;
which encompasses three core dimensions of sustainable
c. An Africa of good governance, respect for human
development; - economic, social, and environmental. In
rights, justice and the rule of law;
recognition of the importance of transport and mobility,
d. A peaceful and secure Africa;
the UN 2030 Agenda states that “sustainable transport
e. An Africa with a strong cultural identity, common
systems, along with universal access to affordable, reliable,
heritage, values and ethics;
sustainable and modern energy services, quality and resilient
f. An Africa whose development is people-driven,
infrastructure, and other policies that increase productive
relying on the potential of African people,
capacities, would build strong economic foundations for
especially its women and youth, and caring for
all countries” (para 27). Transport accounts for five targets
children; and
in the achievement of UN SDGs namely; road safety
g. Africa as a strong, united, resilient and influential
(Target 3.6); energy efficiency (Target 7.3); sustainable
global player and partner.
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 3

Total National Road Network (2008) Condition of Future Goals (2030 and 2050)

183,178 km 35,250 km
paved roads: Paved roads

70% in
by 2030

9% Paved
91% Unpaved good condition
65,700 km Paved roads
by 2050

AU member states and Regional Economic Blocks (RECs) County Governments. As such, the national government is
are required to realign their priorities to include Agenda to manage national trunk roads while county governments
2063 in the following areas; Sustainable and Inclusive manage county roads. The national government implements
Economic Growth; Human Capital Development; its road function through established state corporations
Agriculture/ value addition Agro-business; Industrialization namely; Kenya Urban Roads Authority(KURA), Kenya
/ Manufacturing and value additions to natural resources; National Highways Authority (KeNHA) and Kenya Rural
Employment Generation; Social Protection; Gender / Roads Authority (KeRRA).
Women’s Development and Youth Empowerment; Good
Governance, including capable institutions; Infrastructural This plan has mainstreamed national values and principles
development; Science, Technology and Innovation; Peace of governance that include equity, equality, social justice,
and Security; and Culture, Arts and Sports. inclusiveness etc.

In line with this, the Authority seeks to provide employment 1.2.5. Kenya Vision 2030, Bottom-up Economic
to qualified personnel, be innovative in its activities and Transformation Agenda and Fourth Medium Term Plan
procedures, generate income for locals through youth and
women empowerment programs, increase its road network 1.2.5.1 Vision 2030
through construction of new roads and adopt emerging and Kenya’s Vision 2030 represents the government’s ambitious
modern technologies in all its operations and activities. goal to transform the country into a newly industrializing,
middle-income nation that offers a high quality of life to
1.2.3. East Africa Community Vision 2050 all its citizens by the year 2030. Vision 2030 identifies the
The East African Community (EAC) Vision 2050 is a infrastructure sector as a foundation for economic, social
regional vision for socio-economic transformation and and political pillars and aims to establish cost-effective,
development. It articulates the dreams and aspirations of world-class infrastructure facilities and services. This is
the East African peoples and makes a commitment to what emphasized in various strategic planning frameworks,
they will do to achieve these dreams. The EAC Vision 2050 including the first, second, third, and fourth Medium-Term
lays out a broad perspective in which the region optimizes Plans (MTP), as well as the strategic plans of the Ministry
the utilization of its resources to accelerate productivity and overseeing infrastructure development. To realize these
the social wellbeing of its people. goals, the responsibility for infrastructure development in
the country lies with several state agencies, including the
The East African Community (EAC) also recognizes Kenya Urban Roads Authority (KURA).
infrastructure development as a key stimulus for growth
through the Programme for Infrastructure Development Through strategic investments and effective implementation,
in Africa (PIDA). As part of this initiative, the EAC has the government seeks to create an enabling environment
launched a program to prioritize infrastructure projects that supports the aspirations of Vision 2030 and facilitates
across all sectors, including road networks. In 2008, the the realization of Kenya’s developmental objectives.
region had a total road network of 183,178 km, with High population growth and rapid urbanization requires
91% being unpaved. Additionally, only 70% of its paved KURA to provide adequate and sustainable urban road
roads were classified as being in good condition. By 2030, infrastructure to cater for emerging metropolis, smart cities,
the aim is to have a paved road network of 35,250 km, economic zones etc.
which is projected to increase to 65,700 km by 2050. These
developments are driven by the establishment of transport The Fourth Medium Term Plan (MTP IV) which will
corridors and urban expansion in the region. In line with run for the period 2024-2027 will implement the fourth
this, the Authority in this strategic plan seeks to increase its and second-last phase of Kenya Vision 2030 and will
road network by constructing 1840 KMs of non-motorised set the momentum for transition to the next long term
transport and 920 KMs of motorised transport facilities. development agenda for the country. The Plan will
prioritize implementation of economic recovery strategies
1.2.4. Constitution of Kenya 2010 to re-position the economy on a steady and sustainable
According to the 2010 Constitution, the roads’ function is a growth trajectory. It aims at revitalizing performance in all
shared responsibility between the National Government and economic sectors in order to foster growth, employment
 4 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

creation, poverty reduction and ultimately improve In line with BETA principle on management of scarce
livelihood of the economically disadvantaged group. This resources, the Authority will give emphasis to prioritization,
is to be achieved through completion of infrastructure sequencing and seeking alternative financing of road
projects, strengthening policy and institutional framework, projects. These road projects would be implemented as
and enhancing access to quality infrastructure services. quick wins, short term, medium term and long-term
interventions that will ensure sustainable development of
1.2.5.2 BETA Priorities the road network.
The government’s bottom-up economic transformation
agenda recognizes the roads as critical infrastructure in the 1.2.6. Sector Policies and Laws
country. In line with the agenda therefore, the government The Institutional framework in the road sub-sector has
continues to prioritize road construction, upgrading and been designed to ensure that capacities and synergies are
their maintenance. This includes critical national and harnessed and utilized to accelerate the development of
regional trunk roads that have high economic impact. road infrastructure in the country. The road sector in Kenya
is regulated through the following legal framework;
In line with BETA priorities, this plan will address several
issues and challenges as outlined below; a) The Kenya Roads Act, 2007
The Kenya Roads Act, 2007 establishes KURA as a State
• Employment Creation; the Authority shall focus on Corporation under the Ministry of Roads and Transport
implementing key road projects in informal settlement, state department of roads Section 10(1) of the Act confers
employment creation to women and the youth through on KURA the responsibility for management, development,
empowerment programs. rehabilitation and maintenance of all National Urban
Roads. Further, the Roads Act, 2007 defines “urban roads”
• Green Agenda and Climate Change; climate change according to the classification in the First Schedule.
mitigation and resilience through tree planting and Specifically, KURA has responsibility over the following
adoption of environmentally friendly technologies in road classes:
project implementation. The Government seeks to
promote electric mobility (e-mobility) to reduce reliance i) Urban Arterials - Class UA
on fossil fuels in the transport sector, reduce pollution ii) Urban collectors including primary distributors,
and address issues of climate change among others. district distributors – Class UC
The Government seeks to roll out electric vehicle (EV) iii) Urban local roads including minor distributors, local
charging infrastructure in all urban areas and along the streets, residential stand accesses, commercial and
highways. industrial stand accesses, shopping streets – Class
UL.
• Affordable Housing; The Authority will focus on iv) Roads that may be reclassified as urban roads and or
implementing key urban road projects in the designated assigned to the Authority by the Cabinet Secretary in
areas earmarked for affordable housing. charge of roads from time to time.
• Informal Settlements; in response to the ever growing
informal settlements in urban areas, the Authority b) The Kenya Roads Board Act, 1999
will continue to pursue and implement key urban The Act establishes Kenya Roads Board whose mandate is to
roads projects in line with various County Integrated oversee the road network in Kenya and thereby coordinate
Development Plans and County Spatial Plans. its development, rehabilitation and maintenance and to
be the principal adviser to the government on the matters
• Agriculture: In this Strategic Plan, the Authority seeks related thereto. The Roads Board manages the Road
to design integrated urban master plans and construct Maintenance Levy Fund (RMLF). The Act was amended
urban roads that will support key infrastructures such in 2019 to provide for utilisation of 10% of the RMLF for
designated markets and facilities for agricultural produce development of roads. The amendments further give the
and products. Kenya Roads Board power to borrow and leverage on the
Kenya Roads Fund.
• Technology and Innovation; Through adoption of
modern technological advancements, the Authority c) Urban Areas and Cities Act, 2011
will seek to transform urban mobility through use The Act establishes a legislative framework for classification
of Artificial Intelligence and Machine Learning to of areas as urban areas or cities; governance and management
implement Integrated Transport System (ITS) and Traffic of urban areas and cities; participation by the residents in
Management Centre (TMC). The Authority seeks to the governance of urban areas and cities; and for related
establish an Innovation Hub at the HQ that will support purposes. Under section 6 of the Act, the capital city,
implementation of key projects and drive creativity for Nairobi is required to provide infrastructure necessary to
sustainability and growth. sustain efficient transport network connecting to rural areas,
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 5

towns and other local, regional and international cities. g) National Integrated Transport Policy
Moreover, under section 6(5) the two levels of government Kenya’s Transport Policy is elaborated in the Sessional
are required to enter into an agreement regarding the Paper of November, 2020 whose theme is ‘Transport
performance of functions and delivery of services by the for prosperity’. The INTP seeks to enhance Kenya’s
capital city. Additionally, the Act vests the management of development in terms of integrating production, marketing
cities, towns and municipalities in boards created under the and population centres, hence facilitating mobility in rural
Act. and urban areas; national and regional integration; trade
promotions, improving the overall welfare of the people
KURA has been instrumental in establishment of metropolis and Kenya’s competitiveness. The Paper also advocates for
in Kenya with upgrading of Nakuru and Eldoret into enhancing the role of private sector, transport infrastructure
City status through construction of major road networks development and management. The policy recognises the
necessary for city status. The Authority shall continue to importance of Non-Motorised and Intermediate Means of
transform urban mobility in emerging metropolis and Transport (NMIMT) in addressing road safety, the needs
other urban areas through pursuing deliberate strategies in of the poor and improvement of health of the population.
development of critical urban road networks. In this regard, it recommends integration of NMIMT
in the design, development and operation of all modes
d) Traffic Act, 2013 of transport. This Strategic Plan has been designed to
Traffic Act, Cap 403 Laws of Kenya, provides for safety include projects and programs that are aimed at enhancing
measures and enforcement mechanisms such as ensuring NMIMT and Bus Rapid Transport (BRT) the major towns.
that traffic routes in the vicinity of the designated zones are
maintained with safety features. These features include, but h) National Urban Development Policy
are not limited to, wide pavements, footpaths, cycle-tracks, The level of urbanization is projected to be at least 50%
roadside barriers, pedestrian crossings, underpasses, and by 2030. This rapid urban transition is likely to present
footbridges with appropriate signs and markings. potential social and economic opportunities as well as
significant challenges to the country. To address the related
e) Land Value Act, 2010 challenges the Government of Kenya (GoK) prepared the
The act establishes a legislative framework for compulsory National Urban Development Policy (NUDP) in 2016.
land acquisition for use to promote public benefit which Its objectives are to strengthen urban governance and
is considered necessary in the interest of defence, public management, development planning, urban investment
safety, public order, public morality, public health, town and the delivery of social and physical infrastructure in
and country planning or the development or utilization of urban areas throughout the country. NUDP identifies
any property. The Act provides for the assessment of land infrastructure to be crucial for urban areas, which are the
value index in respect of compulsory acquisition of land; major engines of commercial and industrial production
and for connected purposes. It enhances efficiency and as well as main centers of innovations. In this regard
expedites the process of compulsory land acquisition. urban areas require appropriate quantities of quality
infrastructure. The integrated Intelligent Transport System
f ) Road Sector Investment Plan (ITS) program proposed in this strategic plan will be one
The Government has developed the Roads Sector Investment of the key interventions to address the challenges associated
Plan (RSIP) that seeks to guide road development in the with traffic congestion, road safety and management of
country up to the year 2024. The RSIP aims to achieve the mass rapid transportation.
following goals among others:
i) Environmental Management and Sustainability
i) Timely maintenance of roads Part II of the Environmental Management and
Coordination Act (EMCA), 1999, states that every person
ii) Elimination of maintenance backlog through in Kenya is entitled to a clean and healthy and every person
rehabilitation and reconstruction has a duty to safeguard and enhance the environment.
Enabling regulations contain rules relating to the conduct
iii) Increasing length of paved roads to 50% of the of Environmental and Social Impact Assessments. It also
roads network contains rules on environmental impact audits, monitoring,
strategic environmental assessments among others. The
iv) Connecting county headquarters, commercial Authority is cognizant of the positive and negative impacts
centres and special economic zones with paved that road works interventions may have on people and the
roads environment. The Authority will always comply with the
requirements in the relevant statutes.
v) Eliminate urban traffic congestion.
j) National Spatial Plan (2015-2045)
vi) Effective axle load management The National Spatial Policy guides spatial development
 6 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

To address the related challenges, the Government

of Kenya (GoK) prepared the National Urban
Development Policy (NUDP) in 2016. Its objectives
are to strengthen urban governance and management,
development planning, urban investment and the
delivery of social and physical infrastructure in
urban areas throughout the country.

of the country aimed at achieving organized, integrated, k) County Integrated Development Plans (CIDP)
sustainable and balanced development of the country. According to section 108 of the County Governments Act,
The National Spatial Plan (NSP) the long- derived from each county is required to outline its development goals in
the policy term support the implementation of the the form of a CIDP. The CIDP provides overall framework
strategic national projects, specifically the flagship projects for development and is geared towards coordinating
spelt out in Kenya Vision 2030. It is expected that with development between the two levels of government.
rationalization of the NSP and the RSIP, there will be
enhanced integration of land use and transport planning as
well as development of urban areas.
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 7

Summary
1.27: of key
Summary of keyplayers inthe
players in the -Sub
Sub Sector
Sector
Below is the Kenyan Road sector framework:
Table 1.1: Road Sector framework
S/No Institution Nature of Function
Institution
1. The Ministry of Government Provide policy direction for the development and maintenance of sustainable
Roads and Ministry transport and infrastructure to facilitate efficient movement of goods and people.
Transport Develop and enforce regulations and standards to ensure safe, secure and
efficient transport and infrastructure systems in Kenya.

2. State State Provide policy direction for the development and maintenance of sustainable
Department Department road infrastructure to develop and enforce regulations and standards to ensure
for Roads safe, secure and efficient road infrastructure systems in Kenya.

3. Kenya Roads State Oversee the road network in Kenya Coordinate the development, rehabilitation
Board Corporation and maintenance of roads funded by the Road Maintenance Levy Fund (RMLF).
Advice the Cabinet Secretary for Roads on all matters related thereto.

4. Kenya Urban State Manage, develop, rehabilitate and maintain urban national trunk roads of the
Roads Authority Corporation Republic of Kenya.

5. Kenya National State Develop, rehabilitate, manage and maintain all national trunk roads comprising of
Highways Corporation Class S, A, and B roads.
Authority
6. Kenya Rural State Manage, develop, rehabilitate and maintain national rural roads classified as C, D,
Roads Authority Corporation E and others.

7. Engineers Board State Registration of engineers and engineering consulting firms;

of Kenya Corporation Regulation of engineering professional services; Setting of engineering
standards.
Development of the general practice of engineering; and Training and capacity
development
8 Nairobi State To oversee the establishment of an integrated, efficient, effective and sustainable
Metropolitan Area Corporation public transport system within the Nairobi Metropolitan Area (NMA).
Transport Authority The NMA is made up of Kajiado, Kiambu, Machakos, Murang’a and Nairobi City
(NaMATA) counties.
9 National Transport State To harmonize the operations of the key road transport departments and help in
and safety Authority Corporation effectively managing the road transport sub-sector and minimizing loss of lives
(NTSA) through road crashes.
10 The Kenya State Setting standards for engineering technologists and technicians, register and issue
Engineering Corporation licenses to qualified persons as per the provision of the Act.
Technology
Registration Board
(KETRB)
11 Institute of State To register engineers in Kenya and work in conjunction with other institutions
Engineers of Corporate and organizations that seeks to promote and develop the engineering professions.
Kenya (IEK)
 8 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

1.3. Background of the Organization the use of urban roads as may be necessary for
Kenya has a road network of 162,055 Kms. Approximately efficient forward planning under this Act Roads
44,000km of the network is classified as national trunk Act, 2007.
roads which are maintained, rehabilitated and developed viii) Preparing the road works programs for all urban
by the national Road Agencies established by the National roads.
Government while the remainder of the network is ix) Liaising and coordinating with other road
classified as county roads that are maintained, rehabilitated authorities in planning and on operations in
and developed by respective County Governments. respect of roads.
x) Advising the Minister on all issues relating to
Kenya Urban Roads Authority (KURA) is a State urban roads.
Corporation, established under the Kenya Roads Act, 2007
with the responsibility for the Management, Development, 1.4. Methodology of Developing the Strategic Plan
Rehabilitation and Maintenance of all national urban roads. Strategic plan is an organisational development tool that
produces fundamental decisions and actions that shape and
When a new road classification was gazetted in 2016, guide an organization, what it does, and why it does it. It
KURA roads network was 12,598KMs, the road network requires broad- scale information gathering, an exploration
reduced to 3,923.21KMs of roads. The reclassification was of alternatives, and an emphasis on the future implications
in line with the provision of the constitution that provides of present decisions.
for national and county roads. After reclassification,
KURA’s mandate was expanded to cover all counties in line This Strategic Plan was developed through wide consultative
with Article 6 (3) of the Constitution of Kenya. Currently, and participatory approach that entailed close working and
the Authority has 3,969.27 KM of roads with total paved consultation with staff, management, Board of Directors
roads estimated at 465.92 kilometers and unpaved roads at and key stakeholders. To facilitate the process, the Authority
3,503.35 KM. constituted a Steering Committee composed of strategic key
members of staff drawn from all functions and directorates
The functions and duties of KURA are: within the Authority. To ensure wide public participation,
i) Constructing, upgrading, rehabilitating and all members of staff and key stakeholders were engaged
maintaining roads under its jurisdiction. through questionnaires where they shared their input and
ii) Controlling urban road reserves and access to feedback that was considered during preparation of this
roadside developments. Strategic Plan.
iii) Implementing roads policies in relation to urban
roads. The Authority held several consultation and brainstorming
iv) Ensuring adherence by motorists to the rules and workshops facilitated by the consultant to aid in the
guidelines on axle load control prescribed under development of this new strategic plan by reviewing where
the Traffic Act and under any regulations under the Authority was coming from, the operating environment
this Act Roads Act, 2007. and where it wants to go and how the new Plan will be
v) Ensuring that the quality of road works is in monitored, evaluated and resourced.
accordance with such standards as may be
defined by the Minister in collaboration with the To ensure relevance and enhance impact, this Strategic
Ministry responsible for transport and the Police Plan was validated by Authority’s management in a joint
Department overseeing the management of traffic validation workshop with the steering committee and key
and road safety on urban roads. members of staff, key stakeholders through a stakeholder
vi) Monitoring and evaluating the use of urban roads; validation forum and final Board validation. All comments
planning the development and maintenance of and inputs gathered from the various forums were
urban roads. incorporated in the preparation of the final Strategic Plan.
vii)Collecting and collating all such data related to
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 9

02
STRATEGIC DIRECTION

T
his chapter outlines KURA’s mandate, Vision
Statement, Mission Statement, Strategic Goals,
Core Values and Quality Statement.

2.1. Mandate
Kenya Urban Roads Authority (KURA) is a State
Corporation, established under the Kenya Roads Act, 2007
with the responsibility for the Management, Development,
Rehabilitation and Maintenance of all national urban roads.

2.2. Vision Statement

The Authority aspires to be “A leading provider of
sustainable urban mobility”.

2.3. Mission Statement

To realize its vision, the Authority will “Provide and
Manage, Quality, Safe, Adequate and Responsive Urban
Mobility”.

2.4. Strategic Goals

To realize its vision, the Authority identified the following
strategic goals that will guide the organization for the
period 2023/2024 to 2027/2028.

Plan, Design, Develop,

Maintain and Manage Goal
National Urban Road
Network for responsive i
urban mobility.

Enhance corporate
governance and Goal
institutional capacity. ii

Prudent financial
management and resource
mobilization for financial Goal
sustainability. iii

Kapenguria Town Roads

 10 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

2.5. Core Values

KURA’s operations during the plan period will be guided by the following core values;

Professionalism:
We commit to professionally discharge our mandate
and duties to all our stakeholders.

Teamwork: Integrity:
To always maintain a To uphold and promote
culture of teamwork and transparency, accountability,
commitment to duty honesty and ethical
through team synergy. practices in
all our endeavors

Equity: Innovation:
To embrace fairness, diversity Promote and encourage
and inclusiveness for all. creativity for continuous
improvement through use of
modern technologies.

To ensure unity of purpose and to engrain KURA’s vision and aspiration, the Authority will adopt the tag line; “Transforming
urban mobility” as part of its corporate culture.

2.6. Quality Policy Statement

KURA is committed to continuously improve its internal business processes and procedures to enhance the quality of its
products and services. The Authority will be guided by the following Quality policy Statement:

Providing Safe, Adequate

and Quality National Urban Road
Network that satisfies
customer needs.
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 11

03
SITUATIONAL AND
STAKEHOLDER ANALYSIS.

T
he chapter details KURA’S operating environment
analysis, end term review of KURA 2018-2022
Strategic Plan, key achievements, implementation
challenges, emerging strategic issues and stakeholder
analysis.

3.1. Situational Analysis

KURA undertook an extensive review of its institutional
requirements aimed at assessing its capacity to deliver
effectively on its mandate and core functions as impacted by
its operating environment. To facilitate the process, KURA
internal and external operating environment detailed
analysis was undertaken and results obtained summarised
in the sections below.

3.1.1. PESTEL Analysis

The analysis of KURA’s Political, Economic, Social,
Technological, Legal and Ecological Environmental
(PESTLE) factors was undertaken to determine and
review the major parameters that will impact on KURA’s
performance and draw emergent strategies for optimising
the realisation of KURA’s objectives over the envisaged
plan period.

Resulting from analysis the following PESTLE issues and

strategic response from KURA were identified as outlined
in the table; {See next page}
12 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Table 3. 1: PESTEL Analysis

FACTOR ISSUES IMPLICATION RESPONSE/INTERVENTION

Change of government Changing government policies and Align Authority with the manifesto of the
priorities guidelines affecting project current Administration.
implementation
Political
Issues

Enabling Legislative Risk of duplication and overlapping Amend the Roads Act to capture National
framework of functions with the county Trunk Roads instead of municipalities and
governments urban roads.

Inadequate funding Incomplete projects and programs Seek alternative sources of funding e.g.
affecting full achievement of commercialization of KURA assets and
KURA’s mandate corridors, offer consultancy services etc.
Economic
Issues

Rapid urbanization Strained and overuse of urban roads Responsive urban roads master plans
infrastructure and assets leading to
fast dilapidation.

Rapid population growth Overuse of facilities and urban roads Responsive urban roads master plans to
infrastructure accommodate population growth.
Encroachment of road Compromised mobility for road Engage stakeholders and install boundary
corridors users and increased accidents and marker posts.
incidents Enhance enforcement

Ethical conduct by public Biasness in service delivery and Digitization of key processes to enhance
Socio Cultural

officials. tarnishing of KURA’s reputation. integrity in service delivery and

Issues

management of Authority resources and

advocacy on corruption prevention
measures and Sensitization of KURA
policy
Vandalism of road furniture High replacement costs. Installation of security systems to monitor
and grabbing of road reserves assets
Resettlement and Negative public perception of Early resettlement and compensation to
compensation of people KURA’s image. avoid suits
affected by KURA projects Legal cases
Changing and Emerging Risk of obsolescence of key ICT Continuous upgrade and acquisition of
technology infrastructure, systems and modern and emerging technologies to
Technological

processes. facilitate service delivery and effective

Issues

project implementation.
Digital and modern machinery Risk of having outdated machines Acquire modern digital machines e.g. the
BIV, tree spade for tree relocation, RICS
vehicle and pavement evaluation machine.
Legal Suits from citizens Negative public image and Efficient and timely handling of
tarnishing of KURA’s reputation. grievances and complaints, quick
resettlement and compensation of PAPs
and use of Alternative Dispute Resolution
Mechanisms.
Legal Issues

Emerging legislations and Non compliance with emerging Undertake regular legal audits to identify
government policies regulations and policy guidelines legals gaps and mitigations strategies (eg
Implementation & Institutionalization of
Data Protection Act 2019)
Conflict on KURA’s Duplication and overlapping of Amend the Roads Act to capture National
jurisdiction in the Constitution functions with the county Trunk Roads instead of municipalities and
& the Roads Act. government. urban roads.
Fossil fuel emissions Global warming, air pollution and Tree planting along roads and encourage
adverse climate conditions use of e-vehicles to reduce emissions.
Integration climate change and resilience
Ecological and Environmental

adoption in project management and

implementation.
Solid waste management Environmental pollution and Collaboration with County Government
clogged road drainage system and other MDAs to implement
Issues

causing poor storm water drainage sustainable waste management system and
solution in urban areas.
Green Agenda Reduction of use fossil fuel vehicles Lobby for enactment of law to shift from
and increase of electric and hybrid Fuel Levy to Road User Levy and review
vehicles limiting reliance on fuel levy of RMLF formula to capture changing
as main source of funding. urban demographics.
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 13

3.1.1.1. Macro environment 3.1.1.2. Micro Environment

From analysis of the external environment, the Authority From analysis of the environment, the Authority identified
identified several factors are likely to affect its business several factors that are likely to influence its operations.
operations. Some of the political factors identified include: Legal litigations by PAPs, changing/ emerging technology
change of government priorities resulting to slow uptake and in adequate staffing were identified as some of the
and stalling of key projects; mandate conflict with county key factors likely to influence the Authority’s business
governments on management of roads and associated operations and service delivery.
infrastructure such as street lights.
3.1.2. Summary of Opportunities and Threats
Inadequate funding and rapid urbanization were identified After analysis of KURA’s Political, Economic, Social,
as the major economic factors likely to affect implementation Technological, Legal and Ecological Environmental
of KURA projects and programs. Vandalism of road (PESTLE) factors the following opportunities and threats
furniture, encroachment of road corridors and grabbing of were identified as outlined in the table (see next page)
road reserves were identified as the major social- cultural
issues likely to affect the Authority. Emission of fossil fuel,
solid waste management and climate change were identified
also as some of the ecological factors likely to impact KURA
operations.

TARTAR - Kamoino Road

 14 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Table 3. 2: summary of opportunities and threats

Environmental Factor Opportunities Threats
Political • Regime change. • Possible change in KURA plans that affects projects
delivery time
• Conflict between KURA and county governments on
urban roads.
Economic • Rapid urbanization. • Inadequate funding

Social • Rapid urbanization due to • Rapid population growth.

population growth. • Encroachment of road corridors
• Vandalism of road furniture and grabbing of road
reserves
Technological • Changing and Emerging • Resistance to change; lack of skilled man-power to
technology operate latest digital modern machinery hence calls for
• Digital and modern enhanced capacity development
machinery
Ecological • Green Agenda • Reliance on fossil fuel and RMLF
• Solid waste management
Legal • Review of legislation • Conflict on KURA’s jurisdiction in the Constitution &
the Roads Act
framework.
• Legal Suits from citizens.

Ngong Road

SWOT ANALYSIS

3.1.3. Internal Environment

The analysis of KURA’s internal and external environment was undertaken to determine and review the major parameters
that impact on KURA’s performance and draw emergent strategies for optimising the realisation of KURA’s objectives over
the envisaged strategic plan period. The review of KURA’s internal environment was undertaken using SWOT analysis
(Strengths, Weaknesses, Opportunities and Threat) analysis. Results from the SWOT analysis were identified as outlined in
the tables on the next page.
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 15

Table 3. 3: SWOT analysis

FACTOR ISSUES IMPLICATION RESPONSE/ INTERVENTION
Good corporate A good reputation makes KURA a Improved corporate visibility and stakeholder
image trust worthy and relatable brand. engagement for growth of KURA brand equity.
Professional and Efficiency in operations and Continuous capacity building and recruitment of
competent staff consistency of performance; leads professional staff who are a good fit for the
to a happy customer. organization.
Teamwork Creates a positive work culture and Continuous team building and staff capacity
Strength

helps with employee engagement enhancement to nurture the team spirit and a strong
and retention. corporate culture.
Goodwill from Continued support for Continuous engagement and collaboration for
Development implementation of key projects and fulfilment of KURA’s mandate
Partners & fulfilment of mandate
Government
Good Leadership Enhanced accountability and Enhanced reputation and brand image in the sector
& Management prudent management of resources through good corporate governance.
Understaffing Inadequate Human resource for Undertake recruitment to fill vacant positions for
effective implementation of key optimal performance and productivity.
projects and programs.
Inadequate funding Limited financial resources to Seek alternative sources of funding e.g.
Weakness

implement key projects and commercialization of Authority Assets and

programs resulting to failure of Corridors eg ITS data, leasing of road reserves etc.
fully realize Authority’s mandate.
Inadequate Failure to incorporate emerging Enhance stakeholder engagements through public
stakeholder needs of stakeholders in Authority’s participation and other initiatives to incorporate
engagement programs and projects. their views in Authority’s programs and projects.

Alternative sources Possibility to mobilize extra Create legal enabling framework for pursuing
of funding resource to address funding gaps to alternative sources of funding eg Commercialization
achieve KURA’s mandate. of KURA assets and corridors.

Changing and Opportunity to adopt better and Continuous upgrade and acquisition of modern and
Emerging advanced technological solutions in emerging technologies to facilitate service delivery
Opportunities

technology service delivery through improved and effective project implementation.

key ICT infrastructure, systems and
processes.
Public Private Prospects to undertake more Enhance PPP framework and internal capacity for
Partnership programs and projects to address engagement through collaboration and partnership
funding gaps and achieve mandate. in implementation of key programs and projects.
Resource Centre One-stop-shop for planners, Establish a resource centre for creative and
developers and other stakeholders. innovative solutions for the Sector nationally and in
the region.
Change of Change of government priorities, Align Authority with the manifesto of the current
government policies and guidelines. administration.
Administration.

Conflict on Duplication and overlapping of Lobby for the amendment of Roads Act to capture
Threats

KURA’s functions with the county National Trunk Roads instead of municipalities and
jurisdiction in the government. urban roads.
Constitution & the
Roads Act
Inadequate funding Inadequate capacity to fulfil and Explore alternative funding to close the funding
realize Authority’s mandate. gaps.
 16 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

3.1.3.1. Governance and Administrative Structure stakeholder education and engagement was identified as the
During analysis of its internal environment, the Authority Authority’s area of weakness.
examined its governance structures, mechanisms such as
policies, regulations, Board composition and administrative 3.1.3.3. Resources and Capabilities
structures which define the decision making process and For effective realization of this plan, the Authority assessed
reporting mechanisms. The Authority identified good its assets, skills, capabilities and intangibles. Goodwill from
leadership and management as well as having professional development partners, having alternative sources of funds
and competent staff as some of their strengths in the and good leadership and management were identified as
implementation of the strategic plan. Adopting changing some of their major strengths in the implementation of this
and emerging technologies and understaffing were identified plan. Inadequate funding and overreliance on the exchequer
as the weaknesses that face the Authority. for funding of the Authority’s projects were noted as the
major weaknesses. A review of the staffing showed that the
3.1.3.2. Internal Business Processes Authority is understaffed which hinders timely and effective
The Authority conducted an incisive evaluation of its service delivery. Also identified was the rate at which the
systems, processes and standard operating procedures in Authority adopts new and emerging technology in all its
order to identify areas of cost and time efficiencies and activities.
inefficiencies to its strengths and areas of weakness. Team
work among all staff members, having a good corporate 3.1.4. Summary of Strengths and Weaknesses
image and good leadership and management were After analysis of KURA’s internal environment, the
identified as some of the areas of strength while inadequate following strengths and weaknesses were identified;

Table 3. 4: Summary of Strengths and Weaknesses

Factor Strengths Weaknesses
Governance and • Good Leadership & Management • Understaffing
administrative structures • Professional and competent staff • Changing and Emerging
technology
Internal business processes • Teamwork • Inadequate stakeholder
• Good corporate image engagement
• Good leadership and Management
Resources and capabilities • Goodwill from Development • Inadequate funding
• Partners & Government • Overreliance on exchequer for
• Alternative sources of funding
• Funding • Understaffing
• Good leadership and Management • Changing and emerging
technology
• Understaffing.
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 17

3.1.5. Analysis of Past Performance ii) Pillar II: Develop and deploy latest technological
An end term evaluation of the just concluded KURA solutions in the planning and design,
Strategic Plan for the period 2018 – 2022 was conducted to construction and management of roads
establish implementation achievements, key challenges and iii) Pillar III: Implement Institutional capacity and
lessons learnt that the new Strategic Plan should take into corporate governance principles that support
consideration. From the assessment done, the Authority execution of KURA strategy.
achieved an overall implementation score of 80% of the
strategic objectives that had been set out in the Plan. The The implementation status for the Key Result Areas and
Authority had identified the following Key Result Areas; inherent strategic goals are as shown below;

i) Pillar I; Planning Development and management

of world class urban roads and attendant
infrastructure.

Figure 3. 1: Overall Implementation Status

89%
79% 80%
70%

Strategic Pillar 1: Planning, Strategic Pillar 2: Develop and Strategic Pillar 3: Implement Overal Implementation
Development and Management deploy latest technological institutional capacity and
of world-class urban roads solutions in the planning, corporate governance principles
and attendance infrastructure design, construction and that support execution of
management of roads KURA’s Strategy

A detailed assessment on the implementation of the pillars Road Register and Enforcement of Axle Load Control.
is as highlighted below. However, the implementation of the following objectives
was not fully realized achieved; Provision and improvement
Strategic Pillar I: Planning, development and of adequate urban road storm water drainage system,
management of world-class urban roads and attendant Harmonization of the PPADA provisions with the Civil
infrastructure Engineering Project Management Standard (FIDIC),
increasing of urban road network coverage and Improving
The overall implementation was assessed at 70%. The aesthetics of existing network due to budget constraints and
Authority achieved 100% implementation on the inadequate internal capacity. The results are as illustrated
following strategic objectives; improving implementation below.
and monitoring of social and environmental safeguards;
Creation of legal certainty for KURA, updating of Urban
 18 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Figure 3. 2: Pillar I Implementation Status

Pillar I: Implemetation Status

Overall Implementation 70%

To seek harmonization of the PPADA provisions with
the Civil Engineering Project Management Standard (FIDIC) 10%

Provide and improve adequate urban road storm, 20%

water drainage system
Improve aesthetics of existing network 52%

Increase urban road network coverage 52%

To ensure full control of the road corridor 81%

Maintained urban road network 90%

To effectively enforce Axle load control 100%

Propose updating of urban roads register 100%

To create legal certainity for KURA 100%

Improve implementation and monitoring of social and
environmrntal safeguards 100%

Strategic Pillar II: Develop and deploy latest technological solutions in the planning, design, construction and
management of roads.

The overall implementation of Pillar II was assessed at 79%. Adoption of sustainable technology for development and
maintenance of urban roads was achieved at 93%, and enhancement of efficiency and cost optimization in design,
construction and maintenance of urban roads was at 84%. However, review of manuals and specifications for Roads and
Bridges was not fully achieved (20%) due to limitation of KURA’s jurisdiction during implementation since it was noted to
be beyond the scope of the Authority’s mandate.

Figure 3. 3: Pillar II Implementation Status

Pillar II: Implemetation Status

Overall Implementation 79%

Propose review of manuals and

20%
specifications for Roads and bridges

Enhance efficiency and cost optimization in design,

84%
construction and maintenance of urban roads

Adopt sustainable technology for development and

maintenance of urban roads 93%
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 19

Strategic pillar III: Implement institutional capacity and corporate governance principles that support execution of
KURA’s Strategy.

The Authority achieved an overall implementation of 89%. The Authority implement fully the following strategic objectives;
Improvement of Accountability and Ethics; Improvement of procurement functions, and Integration of Risk Management
in KURA Projects at 100%. The rest of the strategic objectives under the pillar were largely fulfilled as illustrated below.

Figure 3. 4: Pillar III Implementation Status

Pillar III: Implemetation Status

Overall Implementation 89%

Integrate Risk Management In KURA Projects 100%
Improve on Procurement Functions 100%
Improve on Accountability and Ethics 100%
Set Up Functional Departmental Structures 97%
Improve Internal and External Communication 94%
Enhance HR Capacity 91%
Enhance Governance In KURA 88%
Prioritize High Impact Projects 87%
Diversify Revenue Sources 83%

Ngong Road
 20 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

3.1.5.1. Key Achievements

Based on the assessment done for the previous plan, the Authority has been steady and consistent in execution of its mandate
as highlighted in the table below.

Table 3. 5: KURA's key achievements

Bridges (No.)
Financial Year

(Lane KM)

Upgrading and
Rehabilitation
Designs

Construction

Footpaths

Maintenance

Maintenance
(KM)

(Lane KM)
(Lane KM)

(Lane KM)
(KM)

Periodic

Routine
New

2013/14 71.3 4 44.3 54.9 33.4 63.3 1,088.4

2014/15 23.2 5 53.76 24.02 36.11 53.39 3,445.24

2015/16 49.5 2 25.97 35.02 28.77 75.28 2,928.5

2016/17 76 25 108.17 33.4 29.93 180.7 3,119.56

2017/18 40.9 12 81.3 109 335.47 2,342.91

2018/19 291 12 297.8 118.45 611.64 1,955.51

2019/20 69 9 186.5 174.03 488.33 2544.64

2020/2021 71.09 16 271.44 242.74 734.5 3343.96

2021/2022 479.20 17 859.02 398.09 705.57 4,132.51

Total 1171.19 102 1928.26 147.34 1170.52 3248.18 24,973.23

3.1.5.2. Key challenges income generating projects and initiatives.

During the implementation of KURA Strategic Plan for
2018 – 2022, the Authority experienced a number of • Adequate Project Implementation - The Authority
challenges that affected full achievement of the various should embrace a need-based approach in project
strategic goals identified in the Plan. Some of the main planning and implementation to ensure alignment
challenges that were experienced included the following; with stakeholders’ expectations and prioritization
• Funding gaps and budget constraints based on Urban Master Plans.
• Overlap of some strategic objectives identified in the
Plan with functions with other state agencies. • Innovation and Technology - To ensure the proper
• Occurrence of COVID-19 Pandemic which delayed alignment with emerging global dynamics and shifts,
implementation of some projects. the Authority should continuously embrace modern
• Inadequate capacity for project implementation. technologies in all its key operations.

3.1.5.3. Lessons learnt • Stakeholder Engagement and Collaborations.

To address the key challenges faced in the realization of the
previous Strategic Plan, the Authority should consider the • Strong partnerships, collaborations and stakeholder
following strategic interventions; engagement is critical for Authority’s relevance and
• Funding Gaps & Budget constraints – The Authority impact in the sector. The Authority should be proactive
should seek alternative source of funding to mitigate in building strong stakeholder engagement frameworks
against shrinking funding from exchequer by pursuing focused on creating opportunities for sustainability
strategic partnerships with development partners and through; advocacy for enabling legislation, PPP
PPP engagements, commercializing some of its assets, to commercialize KURA Assets and Corridors,
and initiating policy and legal changes to unlock self- empowerment of youth and women through labour-
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 21

based projects to address unemployment and protect

KURA assets and furniture from vandalism and
encroachment.

Ngong Road

3.2. Stakeholder Analysis

Stakeholders are an important part in the implementation of KURA’s programmes and activities. Consequently, KURA
is conscious of the stakes, interests and concerns of its stakeholders to facilitate development of harmonious relations and
partnerships that will enhance Authority’s ability to meet its objectives and mandate.
KURA has analysed its stakeholders’ concerns and interests in relation to its programmes and operations. KURA will
endeavour to meet the expectations of its stakeholders by taking into consideration their concerns and interests in all its
programmes and activities.

The following is the resultant stakeholder’s analysis outlining key stakeholder groups and their respective expectations:
 22 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Table 3. 6: KURA's Stakeholders Analysis

Stakeholder Stakeholder Roles Stakeholder expectations KURA expectations
No.
1 Board of Directors • Leadership, • Good governance and a • Good governance and
Policy and sustainable institution leadership for sustainability
oversight and • Realization of Authority’s and growth
resource Mandate. • Resource mobilization for
mobilization for effective realization of its
the Authority mandate
12 Staff • Implement • Conducive working • Performance
KURA projects environment • Compliance
and programs. • Competitive Remuneration • Brand ambassadors
• Inclusivity
3 Road users • Use KURA • Suitable, safe paved road • Proper road
(Pedestrians, roads network and walkways. user/compliance of traffic
motorists, cyclists, • Well maintained road and rules
PLWD s) walkways • Care of road furniture
• Participation in stakeholder’s
engagement.
4 Project Affected • Grant access for • Fair, timely and adequate • Non encroachment on road
Persons (PAPs) KURA projects compensation reserves and corridors.
• Elaborate resettlement
action plans
• Adequate, timely
consultation and
communication from
KURA
5 Contractors, • Implement • Quality services • Prompt payments
suppliers and assigned projects • Compliance • Supervision
consultants and programs.
6 Public Transporters • Represent • Suitable roads and signage • Compliance with road traffic
(Matatu welfare interest of • Proper road designs (safe, rules
association) matatu motor able, bus bays,
operators. NMTS, etc.)
• Installation of adequate road
furniture
7 Kenya Association • Represent • Well maintained and • Participation in stakeholder’s
of Manufacturer & interest of their adequate road infrastructure. engagement
Strategic Investors members. • Proper use of the roads

8 Resident • Represent • Suitable safe roads • Proper use of road reserves

Associations interest of their • Input in road reserve • Protection of road furniture
members management (aesthetics and
design)
9 Street Vendors & • Use of KURA • Adequate notices for road • Non- encroachment of road
Street Kiosks road networks reserves clearances reserves and corridors
and facilities
10 Learning • Use of KURA • Suitable safe roads • Engagement (research,
institutions road networks • Engagement (research, attachments, internships)
(Primary, and facilities attachments, internships
secondary, tertiary)
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 23

11 Public institutions • Use of KURA • Suitable and safe roads • Input in road safety designs
road networks • Participation in stakeholder’s
and facilities engagement.
12 Police • Enforcement of • Road furniture for safety and • Enforce road and traffic
road user laws. enforcement rules
• Input in road safety designs
• Participation in stakeholder’s
engagement.
13 Development • Funding of • Proposals for funding • Timely feedback on
Partners Donors KURA key • Proper design and concepts and proposals
projects and implementation of funded shared
programs. roads • Funding support
• Proper utilization of funds
• Continuous Engagements
14 Legislatures • Legislation and • Pass relevant law • Proper utilization of funds
(National Assembly approval of • Appropriate funds • Construct and maintenance
and Senators) budgets. Roads in all urban area
• Participation in stakeholder’s
engagement.
15 Media Practitioners, • Report and • Adequate information from • Balanced coverage and
Journalists, content publicize KURA. positive publicity.
creators and KURA. • Sensitization on Authority’s
influencers. mandate and key projects
and programs.
16 Ministry • Collaboration • Consultation during road • Consultation during road
Departments and with KURA work plan and work plan and
Agencies (MDA)- on key projects implementation. implementation.
KeRRA, KeNHA, and programs. • Relevant approvals
KRB, NEMA, • Provision of relevant data
NAMATA, and information
NTSA, NCA)
• Provision of timely
Exchequer (treasury)
17 County • Collaboration • Engagement in ARWP • Participation in preparation
Government, with KURA (Annual Road Work Plan) of Road work programs
County Assembly on key projects • Ensure road network • Ensure provision of
and programs. under KURA jurisdiction adequate road corridor in the
are done and maintained. CIDP (County Integrated
Development Plan)
18 Utility Service • Use of KURA • Engagements/consultation • Compliance with road
providers (KPLC, road networks • Approvals corridor requirements in
water services , fibre and facilities • Provide space installation ofservices .
optic services etc) • Care of infrastructure
19 Regulatory Bodies • Engineer’s • Application and upholding • Streamlining of industry
(EBK, IEK) registration and of industry code of ethics standards and guidelines to
professional and professional standards address emerging needs.
development
 24 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Adoption of sustainable
technology for
development and maintenance
of urban roads was achieved
at 93%, and enhancement of
efficiency and cost optimization
in design, construction and
maintenance of urban
roads was at 84%.

Limuru Road
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 25

04
STRATEGIC ISSUES,
GOALS AND KEY RESULT
AREAS

T
his chapter details the strategic issues that the
Authority will focus on in the implementation
of this Strategic Plan, the strategic goals and Key
Result Areas.

4.1. Strategic Issues

Based on the detailed situational analysis, challenges
facing the Authority and to take advantage of emerging
opportunities given its operating environment, the
Authority will focus on the following strategic issues to
fulfil its mandate and address challenges identified;

a) Need for efficient urban mobility; Align the Authority’s

projects and programs to capture changing land scape in
urban roads infrastructure to cater for emerging needs
for safe, secure and efficient urban mobility to address
globalization and high urban-rural migration. The
Authority is cognisant of the need for an all-inclusive and
sustainable urban mobility.

b) Budget cuts and reduced budgetary allocation; Given

the prevailing economic hardships that has resulted to
budget cuts and reducing budgetary allocation by Treasury,
the Authority should consider pursuing sustainable
alternative funding through reviewing its legal framework to
facilitate commercialization of KURA assets and corridors
and income generating initiatives.

c) Climate change and global warming; Climate change

and global warming has seen an emerging trend of shift
from fossil fuels to green energy. This has resulted into
an increase of electric vehicles and other locomotives in
Kenyan roads that are not dependent on fuel, which is
the main source of Fuel Levy. The Authority should focus
on developing programs and initiatives that will tap into
green energy technology through strategic partnership to
set up innovative sustainable solutions such as construction
of electric charging stations on its corridors and assets and
lobbying for introduction of Road Use Levy.

d) High rate of urbanization; Emergence of smart cities

and high rate of urbanization witnessed in Kenya as a result
of devolution demands for enhanced technical capacity
within KURA to increase its presence in all metropolis and
emerging towns spread across the country. This requires for
deliberate decentralization of KURA operations from the
Regional Offices to other counties for better service delivery
and fulfilment of its Mandate.

Kapenguria Town Roads

 26 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

e) Customer excellence in service delivery; Given the 4.2. Strategic Goals

unique mandate and in-house expertise that the Authority To realize its vision, the Authority identified
has built overtime, KURA should establish a one-stop shop the following strategic goals that will guide the
innovative hub that will drive customer excellence in service
entire organization for the period 2023/2024 to
delivery, innovation and creativity, and a pool of highly
qualified technical personnel to develop products and offer
2027/2028.
services in the region and beyond.
Goal 1: Plan, design, develop, maintain and
The Authority should increase branding of their projects Manage National Urban Road Network for
through increased advertising via online platforms, radio responsive urban mobility.
and TV infomercials etc.
Goal II: Enhance corporate governance and
f ) Road Safety; The Authority will adopt an all-inclusive
concept of “whole street design” to enhance road safety for
institutional capacity.
all road users including PLWDs.
Goal III: Prudent financial management and
g) Changing technology; The Authority should consider Resource mobilization for financial sustainability
embracing modern technologies and ICT advancement
in key operations and services to drive efficiency and 4.3 Key Result Areas
effectiveness in implementation of its projects and programs. The Authority identified three Key Result Areas
for this Strategic Plan supported by strategic goals,
h) Stakeholders engagement and collaborations. -The
Authority should increase its stakeholder engagement
objectives and support activities that will guide
forums and education to bring them up to date with KURA operations for the plan period.
its projects and activities. Collaboration should also be
enhanced so as to facilitate seamless project execution.

Table 4. 1: Strategic Issues, Goals and Key Result Areas

Strategic Issue Goal KRA
• Need for efficient urban mobility Goal 1: Plan, Design, Develop, Maintain KRA 1: Plan, Design, Develop,
• High rate of urbanization and Manage National Urban Road Maintain and Manage National
• Climate change and global warming
Network for responsive urban mobility Urban Road Network
• Customer Focus and Corporate Image Goal II: Enhance corporate governance KRA II: Corporate Governance
• Stakeholder engagement and institutional capacity. and Institutional Capacity
• Changing technology
• Customer excellence in service
delivery
• Budget cuts and reduced budgetary Goal III: Prudent financial management KRA III: Resource mobilization
allocation and Resource mobilization for financial and financial sustainability
sustainability.
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 27

05
STRATEGIC OBJECTIVES
AND STRATEGIES

T
his chapter outlines KURA’s strategic objectives and
strategies that will guide the Authority for the Plan
period.
.
5.1. Strategic Objectives
For effective realization of this SP, the Authority
adopted the Sustainable Balance Scorecard
Perspectives which are: financial performance,
customer focus, internal business process, learning
and growth, social justice and environmental
performance. The outcomes, their indicators and
projections for the plan period are shown below.
(The full projections per year have been annexed.)

Traffic Management Center (TMC)

 28 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

5. 1 KRA I Outcomes Projections

KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network

Objectives Outcomes / Support Activities O bservable Verifiable I ndicators (OVI ) Total

target
Increase Paved Conduct Feasibility studies and preliminary Number of Prefeasibility Studies undertaken 20
Urban Road engineering designs per county
Network for Number of Feasibility Studies undertaken 63
universal access
to all users Number of preliminary/detailed engineering 33
designs
Plan and Design Motorised and Non- Number of Urban Roads Infrastructure 10
Motorised Urban roads infrastructure master Master Plans for Motorised road networks
KRA I: Plan, Design, Develop,
plans Maintain
for Road andfor
Networks Manage National
all urban areas Urban Road Network
including cities, county headquarters and all Number of Urban Roads Infrastructure 19
Objectives Outcomes
major towns/ Support Activities O bservable
Master Plans Verifiable I ndicators
for Non- Motorised (OVI )
road Total
networks target
Develop detailed designs for NMTs and KMs new NMTs Designed 3900
Motorised Road Networks
KMs of new Road Network Designed 1950
KMs of bypasses identified and designed 150
KMs of missing links identified and designed 25
Number of interchanges designed 10
Design of Structures (Bridges, Box Culverts, Number of Structures Designed 95
Footbridges, Retaining Walls, Grade
Separated Intersections & Viaducts)
Traffic flow management Traffic flow count surveys 183
Number of Junction signals Installed/ 195
Maintained
Construction of new roads and NMTs KMs of new Roads Constructed under GOK/ 920
networks for all urban areas including citie
s, development partners
county headquarters and all major towns KMs of new NMTs Constructed 1840
KMs of new bypasses constructed (PPP, 90
GOK, EPC)
KMs of Roads in Urban Informal Settlements 410
and Densely Populated Areas
constructed/upgraded
Number of missing links constructed 10
Number of Structures Constructed (Bridges 64
and Box Culverts)
No. of grade separated 10
facilities(overpasses/underpasses/interchanges
)/intersections constructed
Stage Construction of Roads KMs of roads upgraded using stage 100
construction
Construction of Roads under PPP KMs of Roads Constructed under PPP 80
Routine Maintenance for NMTs and KMS of Motorised Road Networks Under 9500
Motorised Road Networks routine Maintenance
KMS of NMTs Road Networks Under routine 2375
Maintenance
Periodic Maintenance for NMTs and KMS of Motorised Road Networks Under 3368
Motorised Road Networks periodic Maintenance
KMS of NMTs Road Networks Under 2694.4
periodic Maintenance
PBC maintenance of NMTs and Motorised KMS of Motorised Road Networks Under 7501
Road Networks PBC Maintenance
KMS of NMTs Road Networks Under PBC 4500.6
Maintenance
PBC and Periodic Maintenance of Structures Number of structures maintained at PBC and 200
(Bridges, Box Culverts, Footbridges & periodic level
Retaining Walls)
Community Empowerment program/ No of jobs created through road maintenance 58010
employment creation (youth, women works projects contributing to community
 Motorised Road Networks routine Maintenance
KMS of NMTs Road Networks Under routine 2375
Maintenance
Kenya Urban
Periodic Maintenance Authority | KMS
Roadsand
for NMTs 2023 -of2027 StrategicRoad
Motorised Plan Networks Under 336829
Motorised Road Networks periodic Maintenance
KMS of NMTs Road Networks Under 2694.4
periodic Maintenance
5. 1 KRA I Outcomes Projections
PBC maintenance of NMTs and Motorised KMS of Motorised Road Networks Under 7501
KRA I: Plan, Design,Road
Develop, Maintain and Manage National Urban
Networks Road Network
PBC Maintenance
Objectives Outcomes / Support Activities O bservable
KMS of NMTsVerifiable I ndicators
Road Networks (OVIPBC
Under ) Total
4500.6
Maintenance target
Increase Paved PBC and Feasibility
Conduct Periodic Maintenance of Structures Number
studies and preliminary Number of of Prefeasibility
structures maintained at PBC and
Studies undertaken 200
20
Urban Road (Bridges, Boxdesigns
engineering Culverts, Footbridges &
per county periodic level
Network for Retaining Walls) Number of Feasibility Studies undertaken 63
universal access Community Empowerment program/ No of jobs created through road maintenance 58010
to all users employment creation (youth, women Number of preliminary/detailed
works projects engineering
contributing to community 33
associations for labour based maintenance) designs
empowerment
Plan and Design Motorised and Non- Number of Urban Roads Infrastructure 10
Conduct Annual Road& Bridge Inventory, Reviewed and updated roads & bridges 1
Motorised Urban roads infrastructure master Master Plans for Motorised road networks
Condition survey & Update register register
plans for Road Networks for all urban areas
including cities, county headquarters and all Number of Urban Roads Infrastructure 19
major towns Master Plans for Non- Motorised road
networks
30 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network

Objectives Outcomes / Support Activities O bservable Verifiable I ndicators (OVI ) Total

target
Number of Bridge Inspection Vehicle 1
KMs of urban roads assessed and monitored 770
in major towns
Continuously Monitor Urban Roads Number of bridges inspected and monitored 180
structures performance using latest
technology Number of bridges with monitoring 54
equipment installed
Setting up of KURA Regional Laboratories Number of material testing laboratories setup 10
and equipped
Eradicate Separation of walkways and cycle- track KMs of NMT facilities separated from MT 500
accidents and facilities from motorised lanes facilities
incidents on
urban road Construct NMT grade separation facilities ( Number of pedestrian grade separation 20
networks Footbridges and underpasses) completed
Improve and modernize pedestrian crossing Number of pedestrian crossing zones 15
zones for universal access ( pedestrian push improved and modernized
buttons, zebra crossing, rumble strips,
pedestrian tables etc.)
Conduct and implement findings from road Number of pre- construction safety audits 150
safety audits for all urban roads conducted
Number of safety audits conducted during 140
construction (live project)
Number of post construction safety audits 200
conducted
Number of kms of urban roads monitored for 800
quality of road marking and Signage- after
construction.
Number of KMs of urban roads marked for 500
safety enhancement for existing roads
(Including zero scrap environmental friendly
road infrastructure)
Install street lighting inliaison with county KMs of urban roads fitted with functional 100
governments street lights
Maintain and enhance operation of traffic Number of Traffic Safety Parks constructed 5
safety parks (Machakos, Meru, Garissa, Kericho, Mombasa)

Number of Traffic Safety Parks maintained 160

( Nairobi, Nakuru, Nyeri, Embu, Kakame
ga,
Kisumu, Kisii, Eldoret)
Conduct road safety awareness Number of outreach programmes (In Safety 10
Traffic Parks and Media)
Develop and implement an emergency Emergency response/incident plan 1
response/ incident management plan
Establish an emergency response/incident operationalize an emergency response unit 1
response unit
Reduce adverse Conduct Baseline survey on climate Baseline report 5
impact of urban vulnerability, resilience and adaptation in
roads on climate urban roads
Plant and maintain trees Number of trees planted along urban roads 100,000
and other identified areas
Relocation of trees Prepare specifications and acquire a tree spade 1
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 31
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network

Objectives Outcomes / Support Activities O bservable Verifiable I ndicators (OVI ) Total

target
Conduct Technical Quality Audits Number of Quality Assurance Reports for 130
Motorised Road Networks and NMTs
assessed
Conduct regular countrywide Axle Load Increased Level of compliance 100%
Control & Surveillance Digitalization and Integration of Axle Load 1 Report
Monitoring Data with KURA HQ central
Road Asset Management system
Outsourcing of Axle Load Monitoring 1 Report
Install static/virtual weigh bridges Number of new static/virtual weigh bridges 14
installed
Undertake continuous Corridor Control and Access approvals and certification of works 100%
Management (including TIA approvals)
Utility approvals and certification of works 100%
KMs of cleared and protected NMTs lanes 183

KMs of cleared and protected Motorised Road 307

Networks
Mapping and marking of corridor extent, KMs of roads mapped (Including utilities 500
road infrastructure and services within the within the road corridor, Beacons/ boundary
corridor pillars))
Undertake regular environmental audits for Number of Environmental Audits conducted 38
NMTs and Motorised Road Networks
Undertake regular environmental and social Number of ESIA conducted 239
impact assessment for motorised road
networks and NMTs
Undertake regular social impactassessment Number of SIAs undertaken 32
for motorised road networks and NMTs

undertake resettlement action plans for Number of RAPs undertaken 25

motorised road networks and NMTs
Establish Conduct BRT feasibility studies and design Number of feasibility studies conducted 2
efficient BRT in urban areas ( 2 BRT Routes in Nairobi)
Infrastructure
Implement BRT in urbanareas (Mombasa) Operational BRT line 1
Optimised traffic Carry out feasibility studies and detailed Number of ITS feasibility studies 5
flow in urban designs for major towns( Konza city,
road networks Kisumu, Mombasa, Thika, Nakuru, Eldoret) Number of ITS detailed designs 5

Expand ITS in Nairobi by installing ITS Number of intersections installed with ITS 221
infrastructure at 206 intersections
Install and operate Traffic Management Fully operationalTMC in Nairobi 1 TMC
Centre in Nairobi metropolitan area
Implementation of ITS in other major towns Number of automated intersections 75
and metropolis (Mombasa, Kisumu, Nakuru, ( Mombasa, Thika, Kisumu, etc including- e
Eldoret, Naivasha, Thika, etc) Police Camera )

Improve Urban Monitor Urban Roads conditions through Number of RICS vehicles procured 3
Road Networks use of technology
operations Number of Ground penetration Radar Survey 10
through Equipment procured
technology Number of Pavement Evaluation Machines 3
procured
 32 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network

Objectives Outcomes / Support Activities O bservable Verifiable I ndicators (OVI ) Total

target
Procure tree spade 1
Undertake tree inventory and impact 1
assessment
Undertake pilot tree relocation 100
Undertake upscale tree relocation 3,000
Research and innovation on climate resilient No of projects 15
materials and technology
Monitor implementation of environmental No. of major projects (project reports) 120
management plans
Upgrading and rehabilitation of road Kms of urban roads with improved and 800
drainage systems in urban areas including functional drainage systems
cities, county headquarters and major towns

Enhance Undertake regular project implementation Project implementation monitoring and 20

compliance to assessment for compliance with project evaluation reports
project specifications and requirements
specifications and
requirements

Below are the objectives, support activities, outcome indicators and totaloutcomes projections for
effective realisation of key result area II:
5. 2: KRA II Outcomes Projections
KRA II: Corporate Governance and Institutional Capacity
Objectives Outcomes/ Support activities O bservable Verifiable Indicators Total
(OVI)
Increase KURAs Conduct Annual Brand Audits and Brand Audit Reports 5
Visibility and publicity implement recommendations
internally and externally Branding of KURAs Projects, infrastructure, Number of branded publicity boards 300
vehicles, assets and merchandise Number of branded bridges 175
Number of branded bus shelters 250
Number of branded safety parks 20
Number of branded regional offices 20
Review brand manual and brand guidelines Approved brand manual 1
to align with the Authority' s strategic
direction
Brand Manual implementation and Report on implementation and 5
monitoring monitoring
Stakeholder Sensitization forums Number of sensitization forums 20
Enhance integrated media use to showcase Up to date interactive online 20
KURA programs & projects communication platforms
Quarterly podcasts on topical areas 20
Active KURA blog 240
Biannual newsletter 5
Quarterly e- bulletins 20
Annual communication audits Communication Audit Report 5
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 33

Review communication strategy & policy Approved communication strategy 1

& policy
Develop, implement and monitor Annual approved work- plan & 5
communication plans implementation reports
Develop a media database and build media Updated media database and 20
capacity on KURA's mandate and programs quarterly media forums

Media familiarization tour and visits of No. of stories published by media 250
KURA Projects houses
Identify & Equip Internal panel of experts No. of internal panellist identified & 200
for media engagement ( Brand Ambassadors trained
)
Undertake Media Publicity Campaigns (TV, Number of KURA projects 75
Radios, Social Media & project showcased by the media
documentaries)
Media Monitoring Automated media monitoring 100%

Participate in Shows, Exhibitions, Fairs & Number of shows & exhibitions 100
Other public reforms attended
Host Annual Conference on key thematic Number of Annual Conferences 5
areas
Identify and implement sustainable high Number of CSI projects 60
impact Corporate Social Investment implemented
project(s) and programs
Superior customer Review , implement and monitor KURA Approved service charter 5
service that exceeds service delivery charter
customers’ expectations Create awareness on Authority's service Annual sensitization reports 5
charter
Undertake stakeholder mapping and needs Stakeholder mapping reports 5
assessment
Undertake annual perception surveys & Perception survey reports 5
implement recommendations
Establishing & nurture a Review and Implement a Quality Assurance Reviewed Quality Assurance policy 100%
culture of excellence Framework (Policy, Management Plan). & Quality Assurance Management
Plan
Quality Assurance Technical Audit Number of Quality Assurance 120
Technical Audits
Undertake Annual Quality Assurance Number of Annual Quality 5
Workshops with key project implementation assurance Workshops
team members
Cascading and championing of national and Number of staff sensitized 1,500
core values annually through sensitization. Number of stakeholders sensitized 30,000
Compliance to standards Review criteria and standards for policy Approved policy development and 100%
& statutory requirements development review criteria
Review and update Authority's policies Number of policy's reviewed 21
Develop a central repository for all KURA KURA documents control 5
policies & SOPs (standard operating repository for policies & SOPs
procedures.
Sensitisation and monitoring policies Monitoring and sensitization reports 21
implementation
Identify stakeholder Develop and implement an annual Quarterly Stakeholder engagement 20
needs and expectations stakeholder engagement and communication reports
and implement plan
 34 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

measures to address the Automate Customer/ Stakeholder Stakeholder/ Customer Relationship 100%
needs and aspirations Relationship Management Management system

Carry out stakeholders needs assessment Quarterly reports on stakeholders 20

needs assessment
Monitor stakeholders feedback Analyse Quarterly feedback analysis reports 100
feedback received, map out solutions,
resource and implement
Hold Stakeholders Engagement Forums No. of forums held 400
Enhance communication Develop communication strategies to quarterly reports 20
with stakeholders respond to communication needs of
stakeholders
Enhance seamless Identify areas of collaboration and relevant No. of strategic partners engaged 20
collaboration on core strategic partners
mandate with regulatory Undertake collaboration meetings and share Number of meetings 20
agencies, other road work- plans
agencies, police and
county governments.
Support Enforcement of Sensitization of law enforcement agencies on Number of sensitization forums 20
statutes & regulations relevant statues & regulations
Lobby and Advocate for Conduct Legal audit to identify legal gaps Legal audit reports 5
enabling Le gislation
Seek AG Legal opinion on identified gaps AG legal opinion 5

Cabinet paper/s based on AG opinion submitted cabinet papers 10

Lobby for review of RMLF from fuel levy to submitted policy paper to KRB 2
a Road user Levy Fund (to mitigate against
declining use of fossil fuel with emergence of
electric vehicles)
Enhance customer focus Develop /review and update ICT Policies & Updated and upgraded systems and 100%
and excellence for all Procedures processes
Manage and track interactions with Status of implementation 100%
customers
Manage and track interactions with Status of implementation 100%
customers
Develop & implement EDMs & KURIMs Implementation Report 100%
Integrate E- procurement with KURA ERP Operational E- procurement modules 100%
system and procurement procedures
Sensitize contractors on procurement No. of sensitization workshops 10
processes
Track contractor performance performance reports 5
Onboard enhanced HR & Admin services Functional HR modules on the ERP 100%
on ERP system
Train Staff in sign language interpretation No. of trained staff 25
Upgrade/update KURA website to be customer friendly website 25%
disability friendly
Enhance corporate Board Capacity Building (Induction, Number of Trainings Carried Out 20
governance through an Training)
Effective & Efficient Number of board members trained 50
Board
Annual Board Performance Evaluation Board Performance Evaluation 5
Report
Review Board Charter Number of Reviewed Charters 25
Management Training on governance and Number Trained 25
leadership
Implement Quality Review & Implement Authority Policies & Number of reviewed Policies & 100%
Management Processes SOPs SOPs
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 35

and Policies Review and update existing HR Policies & No. of policies reviewed 10
HR Manual
Periodic ISO Audits ISO Internal Audits reports 15
Periodic ISO surveillance audits ISO Surveillance Audits reports 5
ISO Trainings KEBS trainings ISO 9001 (internal 10
& lead trainings)
Internal ISO Training 10
Periodic ISMS Audits No. of periodic audits 6
ISMS trainings No. of staff trained 10
Obtain ISMS certification Certificate 11
Business Continuity and Develop & operationalize BCP Operational BCP
Risk Management
Monitor and mitigate risks & leverage on Operationalized Risk Management 100%
opportunities Plan
Develop& implement ERMF Operationalized ERMF 100%

To align organizational Lobby for review of organization/staffing Proposed Units in place Full
structure to corporate structure to include a Resource Mobilization implementati
strategy Unit, Emergency Response Unit, Customer on
Response Centres and Environmental and
Social Safeguard Units in Regions
Undertake Job Analysis & skills Audit to Job Analysis and Skills Audit Report 1
inform staff placement
Attract and retain Develop/review HR Policies No. of policies developed/existing 10
competent human policies revised
resources Develop Annual Resourcing Plans Annual Resourcing plans 5

Recruit 100No. additional staff to close No of staff recruited 100

staffing gaps
Undertake annual training needs assessment TNA reports & Training Programs 5
and prepare training programs
Train staff each year No of staff trained 374
Undertake staff training impact evaluation No of staff whose training impact is 425
on every trained employee evaluated
Identify and update a database of List of professional bodies relevant 100%
professional bodies relevant to KURA to KURA
Support employees in professional No of employees supported with 100%
membership and training membership renewal every year
Implement mentoring and coaching policy Implementation plan 100%

Undertake annual staff performance Percentage of staff performance 100%

appraisal for all staff appraisal
Reward staff for performance and No of staff rewarded 225
innovation
Conduct pension contribution market survey Market survey report 1

Lobby for review of pension contribution Employer contribution to pension 5%

(from 7.5% - 10% employee and from 15% -
20% employer)

Review Pension Benefits to capture Post- Post- Retirement medical cover rider Full Review
retirement Medical Fund for 5 years
 36 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Undertake Employee Satisfaction Survey No of ESS Reports 2

(ESS) ever y two years
Implement recommendations of the ESS No of recommendations 100%
implemented
Cultivate and maintain a Sensitization of SP and alignment with SP Aligned and approved All
High Performance Annual work plans departmental work plans departments
Culture Annual Performance monitoring and Departmental Performance reports 20
reporting of departmental work plans

Undertake baseline survey on corporate Baseline survey report 1

culture
Identification and training of Change Agents Number trained 30
Staff sensitization Number of staff sensitized 540
Culture transformation workshops Number of staff attending 540
workshops/No sensitized
Undertake exit survey Exit survey report 1 report
Induct new staff to inculcate corporate No. of staff inducted 100
culture
Review succession planning policy Revised Policy 2 revisions
Develop and implement succession plan Implementation Plan 5

Monitor and evaluate No. of M&E/Survey reports 5

Conducive and safe Undertake staff work environment survey & Audit & recommendations 3
working environment implement recommendations implementation Report
Undertake Facilities mainstreaming audit Audit & recommendations 2
(accessibility, PWDs, gender etc) and implementation Report
implement recommendations
Establish nursing room for mothers Functional lactation room 1
Conduct OSH Audits and Fire Safety Audits Annual Audits & audit 100%
and implement recommendations recommendations Implementation
Matrices
Develop & implement Psycho- social Operational policy 100%
interventions policy & strategies
Staff Team building & bonding Departmental and cross functional All
team building initiatives Departments
DG internal stakeholder Forums Quarterly Internal Stakeholder 20
meetings
Leverage on ICT best Develop & implement ICT Strategy Annual implementation report of the 5 reports
practices to enhance ICT strategy
business operation Improve ICT network and storage Robust infrastructure, dynamic 100%
infrastructure Disaster Recovery site
Develop and implement cyber security Reduced successful attacks on the 100%
strategy ICT systems, shorter periods of
downtimes (MTTBF)
Develop data management policy, tools and Action plan in place, Dataanalytics 100%
system and BI reports
Improvement in features and functions to No of modified and updated 100%
make solutions compatible with the varying software
market environment
Enhance KURA Set up satellite offices in counties to af cilitate Number of offices set up 35 satellite
presence in counties devolving of services offices
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 37

Set up 4 new regional offices New regional offices set up 4 regions

Provide One -Stop-Shop Develop operational Framework & Framework developed 1 Report
for road infrastructure Guidelines
services
Operationalize & equip the Resource Centre Operational resource centre 100%
Operational
Efficient Knowledge Develop knowledge management Knowledge management operational 1
Management operational framework framework
Identify, document, analyse & review Impact Assessment Report 2 reports
knowledge for relevance, accuracy &
applicability(Impact Assessment)
Knowledge sharing, securing & storage Up to date repository 100%
(Knowledge Management Repository)
Enhance Creativity & Develop and review a Science, Technology, STI & Research Strategy 1 report
I nnovation Innovation (STI) and Research Strategy

Develop research & innovation operational Research & innovation policy 5

framework & Annual Research and Annual
Innovation plan
Identify & implement research & innovation Number of research & innovation 10
proposals/ concepts /projects proposals/ concepts/ projects
implemented
Reward innovative initiatives Annual initiatives recognition and 10
rewards
Collaborate with other organizations and No of partnerships/MoUs signed 5
institutions and operationalized
Collaborations impact assessment 5
reports

Below are the objectives, support activities, outcome indicators and total outcomes projections for effective
realisation of key result area III:

5. 3: KRA III Outcome Projections

KRA III: Prudent F inancial M anagement and Resource M obilization for F inancial Sustainability
Objectives Outcomes / Support activities OVI Total target
Mobilize Additional Project implementation through PPP PPP project implementation 9,600,000,000
Financial Resources to as per signed MOU/MOA value
Bridge any Financing Develop Concept papers, design, Amount generated through 1,000,000,000
Gaps drafting proposals on social issues social impact Bond
along corridors
Develop Concept papers, design, Amount generated through 1,000,000,000
Drafting proposals on Climate Green /Climate Proofing
proofing initiatives along corridors Fund
Offer technical expertise to Counties, Amount of revenue 12,000,000.00
estate developers, MDAs and other generated from offering
clients, technical expertise
Utilizing idle capacity within the road Amount of revenue 350,000,000.00
corridors (Leasing of space, micro generated
tunnelling etc )
Partnering with private investors in the Amount of rent arising from 55,000,000.00
establishment of electric charging the partnerships
points and LPG points on Roads
Corridors
 38 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Set up 4 new regional offices New regional offices set up 4 regions

Provide One -Stop-Shop Develop operational Framework & Framework developed 1 Report
for road infrastructure Guidelines
services
Operationalize & equip the Resource Centre Operational resource centre 100%
Operational
Efficient Knowledge Develop knowledge management Knowledge management operational 1
Management operational framework framework
Identify, document, analyse & review Impact Assessment Report 2 reports
knowledge for relevance, accuracy &
applicability(Impact Assessment)
Knowledge sharing, securing & storage Up to date repository 100%
(Knowledge Management Repository)
Enhance Creativity & Develop and review a Science, Technology, STI & Research Strategy 1 report
I nnovation Innovation (STI) and Research Strategy

Develop research & innovation operational Research & innovation policy 5

framework & Annual Research and Annual
Innovation plan
Identify & implement research & innovation Number of research & innovation 10
proposals/ concepts /projects proposals/ concepts/ projects
implemented
Reward innovative initiatives Annual initiatives recognition and 10
rewards
Collaborate with other organizations and No of partnerships/MoUs signed 5
institutions and operationalized
Collaborations impact assessment 5
reports

Below are the objectives, support activities, outcome indicators and total outcomes projections for effective
realisation of key result area III:

5. 3: KRA III Outcome Projections

KRA III: Prudent F inancial M anagement and Resource M obilization for F inancial Sustainability
Objectives Outcomes / Support activities OVI Total target
Mobilize Additional Project implementation through PPP PPP project implementation 9,600,000,000
Financial Resources to as per signed MOU/MOA value
Bridge any Financing Develop Concept papers, design, Amount generated through 1,000,000,000
Gaps drafting proposals on social issues social impact Bond
along corridors
Develop Concept papers, design, Amount generated through 1,000,000,000
Drafting proposals on Climate Green /Climate Proofing
proofing initiatives along corridors Fund
Offer technical expertise to Counties, Amount of revenue 12,000,000.00
estate developers, MDAs and other generated from offering
clients, technical expertise
Utilizing idle capacity within the road Amount of revenue 350,000,000.00
corridors (Leasing of space, micro generated
tunnelling etc )
Partnering with private investors in the Amount of rent arising from 55,000,000.00
establishment of electric charging the partnerships
points and LPG points on Roads
Corridors
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 39

KRA III: Prudent F inancial M anagement and Resource M obilization for F inancial Sustainability
Objectives Outcomes / Support activities OVI Total target
Partner with private partners to lease Amount of revenue 30,000,000.00
traffic safety parks. generated by hosting training
services in traffic parks
Generate revenue from survey data, Amount of revenue 90,000,000.00
traffic data, axle load data, completed generated
feasibility reports and designs from
developers, consultants, media houses,
county governments and researchers.

Generate revenue from leasing of Amount of revenue 6,000,000.00

KURA Labs (material testing services) generated
Axle load enforcement Amount of revenue 90,000,000
generated from fines
Propose legislation of Electric Vehicles Concept Paper for enabling 1 concept paper
Road Maintenance Levy EVRML legislation to KRB & the CS
Identification and disposal of obsolete Amount Generated from 10,000,000
assets annual disposal of obsolete
assets
Lease of access and ducts Amount of revenue 200,000,000.00
generated Lease of Ducts and
Road access
Revenue from other sources Amount generated from 2,050,000,000.00
other sources
Engage the National Lobby for more Budget Allocation & % Increase in Budget 50,736,433,550.00
Treasury for adequate Approval Allocation
resources to execute
the mandate
Engage the Ministry Approval and application of the new Increased RMLF 91,514,191,211.42
for adequate funding RMLF allocation formula communicated through
annual allocation ceiling
Adequate funding Engagement with key development Amount Raised from 13,337,201,460.00
from Development partners Development Partners
Partners

5.2. Strategic choices

For effective realization of this SP, the Authority came up with a number of feasible objectives that were tied to
specific course of action (Strategies) that were attached to each KRA.
Below are the strategic objectives and strategies for effective realization of KRA I:
5. 4: KRA I Strategic Objectives and Strategies
Key Result Area Objectives Strategies
Plan, Design, Increase Paved Urban Road Network for Plan and Design Motorised & Non- Motorised Transport
Construct, universal access to all users Networks
Maintain and
Manage Prediction of Traffic Condition
National Urban Construction of new urban road networks
Road Network
Maintenance of Existing and New urban road networks
40 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Key Result Area Objectives Strategies

Management of existing and New urban road networks and
structures
Environmental Sustainability
Establish efficient BRT Infrastructure BRT Infrastructure

Optimised traffic flow in urban road Adoption of ITS

networks
Improve Urban Road Networks operations Adoption of emerging technology in urbanRoads
through technology infrastructure Management
Reduce number of accidents and incidents Improve NMT network Safety
on urban road networks
Improve Motorised Road network Safety
Emergency response/incident management
Reduce adverse impact of urban roads on Climate change mitigation and adaptation
climate
Enhance compliance to project Projects monitoring and evaluation
specifications and requirements

Below are the strategic objectives and strategies for effective realization of KRA II:

5. 5: KRA II Strategic Objectives and Strategies

Key Result Area Objectives Strategies
Corporate Increase KURAs Visibility and Brand Audit and Enhanced Branding
Governance and publicity internally and externally
Institutional
Capacity
Enhanced Authority's integrated communication platforms
Effective media engagement strategy
Engagement in Corporate Social Investment (CSI) programs
Superior customer service that exceeds Monitor impact of service delivery standards
customers’ expectations
Establishing & nurture a culture of Quality Assurance
excellence Promote national and core values in the delivery of our mandate

Compliance to standards & statutory Update Policies and Monitor compliance

requirements
Identify stakeholder needs and Establish and implement a stakeholder engagement framework
expectations and implement measures
to address the needs and aspirations
Enhance communication with map stakeholders with their communication needs and frequency of
stakeholders communication
Enhance seamless collaboration on Develop stakeholder collaboration framework
core mandate with regulatory agencies,
other road agencies and county
governments.
Support Enforcement of statutes & Collaborations with Law Enforcement Agencies
regulations
Lobby and Advocate for enabling Lobbying & Advocacy
Legislation
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 41

Key Result Area Objectives Strategies

Management of existing and New urban road networks and
structures
Environmental Sustainability
Establish efficient BRT Infrastructure BRT Infrastructure

Optimised traffic flow in urban road Adoption of ITS

networks
Improve Urban Road Networks operations Adoption of emerging technology in urbanRoads
through technology infrastructure Management
Reduce number of accidents and incidents Improve NMT network Safety
on urban road networks
Improve Motorised Road network Safety
Emergency response/incident management
Reduce adverse impact of urban roads on Climate change mitigation and adaptation
climate
Enhance compliance to project Projects monitoring and evaluation
specifications and requirements

Below are the strategic objectives and strategies for effective realization of KRA II:

5. 5: KRA II Strategic Objectives and Strategies

Key Result Area Objectives Strategies
Corporate Increase KURAs Visibility and Brand Audit and Enhanced Branding
Governance and publicity internally and externally
Institutional
Capacity
Enhanced Authority's integrated communication platforms
Effective media engagement strategy
Engagement in Corporate Social Investment (CSI) programs
Superior customer service that exceeds Monitor impact of service delivery standards
customers’ expectations
Establishing & nurture a culture of Quality Assurance
excellence Promote national and core values in the delivery of our mandate

Compliance to standards & statutory Update Policies and Monitor compliance

requirements
Identify stakeholder needs and Establish and implement a stakeholder engagement framework
expectations and implement measures
to address the needs and aspirations
Enhance communication with map stakeholders with their communication needs and frequency of
stakeholders communication
Enhance seamless collaboration on Develop stakeholder collaboration framework
core mandate with regulatory agencies,
other road agencies and county
governments.
Support Enforcement of statutes & Collaborations with Law Enforcement Agencies
regulations
Lobby and Advocate for enabling Lobbying & Advocacy
Legislation
 42 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

The Authority will continue

to sign and implement
Performance Contracts with
the national government
through the MoRT.

Outering Road
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 43

06
IMPLEMENTATION
AND COORDINATION
FRAMEWORK.

T
his chapter details how this Strategic Plan will
be implemented, the action plan, annual work
plans and budget, performance contracting, the
coordination framework, institutional framework, staffing
of the Authority, leadership, systems and procedures and
KURA’s risk management framework.

6.1. Implementation Plan

The implementation of this Strategic Plan will be anchored
on the Authority’s annual work plans which will be based
on budgets and performance contracts as detailed in the
annexe 1 implementation matrix.

6.1.1. Action Plan

The Authority has developed an elaborate action plan
which constitutes the strategic issues, goals, outcomes and
outcomes indicators, strategic objectives, strategies, expected
output, annual targets, annual budgets and responsibility
for execution of this Strategic Plan. The action plan is
captured in the implementation matrix attached (Annex I).

6.1.2. Annual Work plans and Budget

The Authority adopted activity-based costing in the
development of its annual budgets, extracted and costed
from the implementation matrix. For every financial year,
the Authority will prepare annual work plans and budgets
aligned to the SP and approved budget.

6.1.3. Performance Contracting

The Authority’s Annual Performance Contracting targets
will be derived from the Strategic Plan implementation
matrix and annual workplans. The Authority will continue
to sign and implement Performance Contracts with the
national government through the MoRT.

6.2. Co-ordination Framework

The implementation of this strategic plan will be coordinated
using institutional framework, Staff Establishment, skills
set and competency development; Leadership, and Systems
and procedures as detailed below.

Eastern Bypass
 44 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

6.2.1. Institutional Framework

During the plan period, the Authority commits to evaluate and ascertain appropriateness and adequacy of the organization
structure, staffing levels, policies, rules and regulations to support effective implementation of this Plan.

To effectively implement the Plan, the Authority is guided by the approved organization structure shown below;

Figure 6. 1: Organizational Structure

This Institutional Framework is designed to ensure

that the Authority operates in an effective and efficient
manner. It establishes clear lines of authority and
accountability, promotes, transparency and fairness to
achieve the Authority’s mandate. Heads of departments
will be responsible for initiating and coordinating the
implementation of various support activities as detailed in Heads of departments
the implementation matrix (Annex I).
will be responsible for
6.2.2 Staff Establishment, Skills Set and Competence initiating and coordinating
Development the implementation of various
Effective human resource management is one of the key
facts that is critical for the realization of any organisation’s support activities as detailed in
mission, vision and key goals. The ability of KURA to the implementation
develop the necessary human resources capacity to address matrix (Annex I).
its past weaknesses as well as its threats and to meet the
growing demands for its services will be greatly dependent
on a sound organisational structure.
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 45

6.2.2.1 Staff Establishment

The Authority staff establishment comprises of six hundred and thirty eight (638) members of staff with 319 post the
Authority will endeavour to fill the three hundred and nineteen (319) vacant positions as detailed on the table below.

Table 6. 1: Staff Establishment

Section Approved Optimal In post Deficit
staffing staffing
Director General's Office 7 7 6 1
Directorate of urban roads planning and design 4 4 3 1
Traffic Management & Road Safety Department 26 26 6 20
Urban Road Planning and Design Department 24 24 14 10
Survey Department 30 30 8 22
Environment and Social Safeguards Department 16 16 7 9
Directorate of Urban Roads Development 4 4 3 1
Construction Department 28 28 11 17
Special Projects Department 19 19 9 10
Structures Department 8 8 7 1
Directorate of road assets and corridor management 4 4 2 2
Regional Urban Road Coordination Department 13 13 10 3
Road Assets Management Department 15 15 2 13
Directorate of Policy, Strategy and Compliance 4 4 3 1
Strategic and Economic Planning Department 12 12 3 9
Research and Innovation Department 6 6 1 5
Quality Assurance Department 9 9 1 8
Enterprise Risk Management and Business Process Reengineering 5 5 3 2
Department
Corporate Communications Departments 6 6 4 2
Directorate of Corporate Services 4 4 3 1
Finance and Accounts Department 12 12 10 2
ICT Services Department 9 9 7 2
Human Resource & AdministrationDepartment 54 54 38 16
Audit Services Directorate 8 8 5 3
Legal Services Department 5 5 3 2
Supply Chain Management Department 11 11 8 3
TOTAL FOR HQ 343 343 178 165
Regional offices 295 295 144 151
GRAND TOTAL 638 638 322 (316)
 46 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

6.2.2.2 Skills set and Competence Development training calendar for all staff members to address skills and
The Authority has a Human Resource Manual that guides competence gaps identified.
staff recruitment, training and development. During
recruitment, staff are placed according to their skills and To develop key competencies required for effective
competencies as required by the respective JDEs and entry implementation of this Strategic Plan, the Authority will
requirements. Through annual staff appraisals and annual capture the results of the skills gap audit using the matrix
training needs assessment, the Authority will develop below;

Table 6. 2: Skills Set and Competence Development

Cadre Skills Set Skills Gap Competence Development
Engineers and Technical Skills, Contract Proficiency in design software Effective project management and
Technicians Management Skills and contract management implementation
Finance and Financial & Procurement Emerging Financial and Professional development and
procurement management procurement Management best Benchmarking
personnel practices
ICT personnel Information Technology Data Security and cyber crime Data Security and Cyber Crime
and Database management Skills development
Compliance Statutory, regulatory and Changing business operating Stakeholder engagement and impact
pe rsonnel policy compliance environment and stakeholders’ assessment
management expectations
Corporate Public relations, Brand Corporate governance and brand Corporate governance, Brand
governance and manage and stakeholder visibility, Communication Audits, Brand visibility and
communication engagement proficiency stakeholder engagement
personnel
Support personnel Customer focus Customer excellence Customer relations management
and corporate culture.
Human Resource & Skills Enhancement for Emerging Trends in management Human resource planning, Talent
Administration Staff Development of employees best Practices Management and Succession
Personnel Planning

6.2.3. Leadership oversees the day-to-day operations of the Authority as

The governing structure of KURA comprises of the Board follows:
of Directors and the Management team as detailed below;
Office of the Director General
6.2.3.1 The Board of Directors Responsible for overseeing the administration, programs
The KURA Board of Directors sits at the apex of the and strategic plan of the organization. Ensuring proper
Authority and provides leadership and oversight. It resource mobilization and management of authority’s assets.
comprises Non-Executive Members and the Director
General who serves as its secretary. It draws its membership Directorate of Urban Road Planning and Design
from representatives of The National Treasury, Ministry Responsible for designing of urban road pavements and
of Roads and Transport, Kenya Institute of Surveyors, structures and enhancing knowledge transfer and capacity
The Matatu Welfare Association, Kenya Association of building by encouraging partnership between foreign
Manufacturers, Institution of Engineers of Kenya and the consultants and contractors with local firms in undertaking
Association of Local Government Authorities of Kenya. projects/consultancies.
To effectively discharge its duties, the Board constituted the
following Committees: Directorate of Urban Roads Development
• Finance and Strategy Committee Responsible for managing implementation of Authority’s
• Audit Risk and Compliance Committee Road construction plans and resource mobilization.
• Human Resource Committee
• Technical Committee Directorate of Road Asset and Corridor Management
The Board will take lead in overall coordination, resourcing Responsible for co-ordination of regional road network
and monitoring the implementation of this plan on a asset management programs in Liaison with Kenya Roads
quarterly and annual basis. Board and other relevant stakeholders on management of
Roads Maintenance Levy Fund (RMLF).
6.2.3.2 The Management Team
To facilitate effective implementation of the Plan, the Directorate of Policy, Strategy and Compliance
Management Team will develop and implement annual Responsible for managing and Co-ordinating the
work plans drawn from this Strategic Plan. Management performance of all directorates consistent with the
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 47

Authority’s quality management system and legal/ support during strategy implementation.
regulatory requirements; formulating research and
innovations strategies for the Authority. ii Enhance partnerships, collaborations and engagements
with all stakeholders that are critical for successful
Directorate of Corporate Services implementation of the Plan.
Responsible for overseeing Finance, HR and Administration
Management and ICT activities in the Authority. iii) Mobilise and avail resources for planned programmes
and activities;
Directorate of Audit Services
Responsible for ascertaining the Authority’s compliance with iv) Ensure annual work plans are properly anchored and
the relevant Internal Audit statutes, policies, administrative linked with the strategic plan and KURA performance
government circulars and guidelines. management framework;

Legal Services v) Strengthen organizational capacity to implement

Responsible for ensuring that the Authority meets all its the strategic plan through recruitment of requisite
statutory obligations. staff, acquisition of required office space, tools and
equipment’s; and
Supply Chain Management
Responsible for formulating and developing policies, plans vi) Continuously monitor implementation and undertake
and strategies in the areas of supply chain; overseeing timely remedial actions.
procurement of goods and works in the
Authority.
6.3.1 Key Strategic Risks
6.2.4. Systems and Procedures The Authority will face various risks during implementation
During the plan period, the Authority will continue to of this Strategic Plan. For successful implementation of the
invest in systems and procedure that drive its operations. Plan, key assumptions and risks have been identified that
are likely to impact the Plan during the planning period.
KURA has a robust Enterprise Resource Planning (ERP) The table in page 49 shows the key risks, their impact,
management system in place which has integrated all its severity, likelihood, rating and the associated mitigation
functions and key processes into one platform easing strategies;
coordination planning and reporting. The Authority has
also implemented a dynamic and robust Enterprise Risk
Management system (ERM) to manage, mitigate and
report on key risks envisaged to impact on its operations in
the event of occurence.

The Authority is ISO 9001:2015 certified and maintains

internationally accepted standard operating procedures to
guide its staff on key processes and functions. Through
the management representative and internal auditors, the
Authority conducts internal audits of its key procedures
and functions to ensure compliance with ISO 9001:2015
certification requirements.

6.3 Risk Management Framework

Effective implementation of this Strategic Plan requires
strong and focused stakeholder engagement for both internal
and external stakeholders. The Board shall continue to play
its key role on policy making, oversight and guidance to the
Authority.

To enhance strategic plan implementation, the Authority

will:

i) Ensure effective communication of the plan to all

KURA staff and key stakeholders. This will ensure
clarity of purpose and vision, and also enhance their
 48 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

The Authority has also

implemented a dynamic
and robust Enterprise Risk
Management system (ERM) to
manage, mitigate and report on
key risks envisaged to impact
on its operations in the
event they occur.

Othaya Town Roads

 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 49

Table 6. 3: Risk Management Framework

Strategic Risk Impact Severity Likelihood Overall Mitigation

Risk
(HML) (HML) Level
(HML)

Inadequate Inadequacy in H H H Lobby for adequate funding from GoK

F unding & Budget realization of core and seek for alternative sources of
Allocation functions and Funding.
mandate
Lobbying for enabling legislation for
commercialization of KURA assets and
corridor.

Inadequate project Inadequacy in H M M Adopt and Embrace needs- based

management and realization of core approach in project planning and
Implementation functions and implementation.
mandate

Security of High Costs of H H H Collaboration with other agencies and

Infrastructure Maintenance Law enforcement.
assets and Stakeholder Engagement and community
Vandalism of road empowerment programs.
furnitur e

Encroachment to Loss of H H H Collaboration with other agencies and

Authority Land and Infrastructure Law enforcement.
Road assets Stakeholder Engagement and community
reserves/Corridors empowerment programs.

Rising Inflation High Project H H H Up scaling of performance- based project

and global Costs and management and adoption of cheaper
economic shifts unpredictable technologies in project implementation.
price fluctuations

Failure to identify High cost of ICT H M M Adoption of emerging technologies and

and embrace and Technological benchmarking for continuous
emerging obsolescence improvement.
Technologies

Inadequate Inefficiency in M L L Enhance Human capital, Internal systems

Human Capital, service provision and processes
Processes &
Systems

Inadequate Inadequacy in H M M Stakeholder engagement and advocacy for

Legislation realization of core enabling legislations
framework functions and
mandate
 50 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

For every financial year,

the Authority will prepare
annual work plans and
budgets aligned to the SP
and approved budget.

Outering Road
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 51

07
RESOURCE
REQUIREMENTS AND
MOBILIZATION
STRATEGIES.

T
his chapter outlines the financial requirements,
resource gaps and resource management framework
in line with BETA principles for effective realization
of this plan.

7.1. Financial Requirements (2023/24 – 2027/28)

To ensure effective implementation of each Key Result Area

and operationalization of KURA, the inherent financial
requirements were determined and budget estimates
computed. The implementation of this plan is estimated to
costs Kshs 359,929,683,992.

The required financial resources for the implementation of

the Plan during the plan period will largely be drawn from
exchequer and donor support. However, the Authority will
endeavour to pursue self-sustenance strategies as identified
in the fundraising and resource mobilization strategic pillar
as a long-term strategy to support some of its administrative
and programs operations.

Kshs
359,929,683,992
Budget estimate for effective
implementation of each Key Result
Area and operationalization of KURA

Ngong Road
 52 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

The following is the breakdown of the financial requirements and proposed funding for the plan period, figures in million
Kshs.

Table 7. 1: Financial Requirements for Implementing the Strategic Plan (million Kshs)
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 53

To support the implementation of the strategic plan, the monitoring and evaluation framework will require to be integrated
with the Plan.

7.1.1 Resource Gaps

To fully realize this Plan, the Authority will need to mobilize financial resources. The following is the summary of total
financial requirement for the respective financial years;

Table 7. 2: Resource Gaps (Million Kshs)

 54 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

To raise the required financial resources and realize full implementation of this plan, the Authority will mobilise resources
from the Treasury, Kenya Roads Board, Development Partners, PPP engagements and internal sources as detailed below.

Table 7. 3: Resource Mobilization Strategies (Million Kshs)

7.3. Resource Management

During the implementation of this Strategic Plan, The Authority aims to adopt a value chain execution framework that
ensures the available resources are targeted on strategy critical activities and those with more impact to the Authority and
Stakeholders. The Authority will prioritize and sequence the activities based on impact and available resources to support
realization of key outcomes / according to BETA the most impactful activities as outlined below.

Table 7. 4: Resource Management

Project Implementation and

Management - Need Based
Approach
Community Empowerment
through labour-based projects for
youth & women and for protection
of KURA furniture & Assets against
vandalism.
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 55

08
MONITORING,
EVALUATION AND
REPORTING
FRAMEWORK

T
his chapter outlines the monitoring, evaluation and
reporting framework.

8.1. Monitoring Framework

A monitoring framework is necessary to ensure that
KURA has timely, focused, objective and evidence-based
information on the performance of its activities to support
the implementation of this Strategic Plan. It requires
observation, measurement, feedback, and guidance. In
this regard, KURA will, as a matter of priority, establish an
effective monitoring and evaluation system consisting of:

i. Appropriate implementation indicators

ii. Data collection and reporting system
iii. Plan for continuous improvement on the targeted
results for efficiency and effectiveness.

An effective monitoring and review mechanism produces

data and information relating to the carrying out of an
organisation’s activities and the extent to which targets
are being met. Where a variance is registered between
planned and actual accomplishment, a basis is provided for
appropriate remedial action to be taken by the Authority
and, where necessary, by the relevant Committees with a
view to ensuring that the goals and objective are realised.

8.2. Performance Standards

The following tool is recommended for use to Monitor and
evaluate implementation based on the dynamics of KURA
environment to ensure consistency, accountability and
timely monitoring of key activities engrained in the KURA
strategic direction. The key aspects of the M, E, L&R tool
will be performance and resource utilization.

KURA should integrate the proposed tool into their

performance management meetings and also develop and
operationalize appropriate reporting mechanism with a view
of giving appropriate feedback for remedial actions. It is
critical that the M, E, L&R tool be automated and cascaded
to the entire organization for effective operationalization.
The MELR information should be centrally collated into
KURA dashboard reports for the secretariat for decision
making and feeding into the external reporting to the
various committees of the Board.

Eastern Bypass
 56 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

8.3. Evaluation Framework

For effective realization of this SP, the Authority identified The evaluation findings will inform development of
various outcome indicators, baselines, annual work plans mechanisms of ensuring seamless implementation of the
and targets specified in the implementation matrix that strategic plan and should be presented in the template
link to each key result area and will be undertaken at the shown below;
departmental, management and Board levels.
Table 8. 1: KRA I Outcome Performance Matrix
KRA 1- PLAN, DESIGN, DEVELOP, MAINTAIN AND MANAGE NATIONAL URBAN ROAD NETWORK
Objective Outcome Outcome Indicator Baseline Value Total Mid Term Total End
(2018 2022) Target Term Period
(2025/2026) Target
(2023-2027)
Increase Paved Construction of new roads and KMs of new Roads 531 KMs 420 920
Urban Road NMTs networks for all urban areas Constructed under GOK/
Network for including cities, county headquarters development partners
universal access to and all major towns KMs of new NMTs 1518.47KMs 840 1840
all users Constructed
Stage Construction of Roads Kms of roads upgraded 12.48 60 100
using stage construction KMs
Construction of Roads under PPP KMs of Roads 15KMs 30 80
Constructed under PPP
Establish Conduct BRT feasibility studies and Number of feasibility 1 feasibility 2 2
efficient BRT design in urban areas (2 BRT Routes studies conducted study
Infrastructure in Mombasa)
Implement BRT in Urban Areas Operational BRT line new 0 1
(Nairobi, Mombasa)
Enhance urban Expand ITS in Nairobi by installing Number of intersections 17 171 221
Mobility through ITS infrastructure at 206 installed with ITS
technology intersections

Install and operate Traffic Fully Operational TMC in Undergoing 1 TMC 1 TMC
Management Centre in Nairobi Nairobi metropolitan area
metropolitan area
Implementation of ITS in other Number of automated new 25 75
major towns and metropolis ( intersections ( Mombasa,
Mombasa, Kisumu, Nakuru, Eldoret, Thika, Kisumu, etc)
Naivasha, Thika, etc) including e-Police Camera
Setting up of KURA Regional Number of material testing nil 6 10
Laboratories laboratories setup and
equipped
Eradicate Separation of walkways and cycle KMs of NMT facilities nil 300 500
accidents and track facilities from motorised lanes separated from MT
incidents on urban facilities
road networks Construct NMT grade separation Number of pedestrian nil 12 20
facilities ( Footbridges and grade separation completed
underpasses)
Improve and modernize pedestrian Number of pedestrian nil 5 15
crossing zones for universal access crossing zones improved
(signalised pedestrian crossing, zebra and modernized
crossing, rumble strips, pedestrian
tables etc)
Install street lighting in liaison with KMs of urban roads fitted 13 50 100
county governments with functional street lights
Conduct road safety awareness Number of outreach 1 6 10
programmes (In Safety
Traffic Parks and Media)
Establish an emergency operationalize an New 0 1
response/incident response unit emergency response unit
Integrate Climate Plant and maintain trees Number of trees planted 15994 45,000 100,000
change mitigations along urban roads and
in urban roads other identified areas
Upgrading and rehabilitation of road Kms of urban roads with nil 300 800
drainage systems in urban areas improved and functional
including cities, county headquarters drainage systems
and major towns

Table 8. 2. KRA II Outcome Performance Matrix

KRA II - CORPORATE GOVERNANCE AND INSTITUTIONAL CAPACITY
Objective Outcome Outcome indicator Baseline Value Total Midterm Total End Term
Target Target (2023-2027)
(2025/2026)
Increase KURAs Branding of KURAs Number of branded publicity 46 180 300
Visibility and Projects, infrastructure, boards
publicity internally vehicles, assets and Number of branded bridges 32 95 175
and externally merchandise Number of branded bus 26 150 250
shelters
 response/incident response unit emergency response unit
Integrate Climate Plant and maintain trees Number of trees planted 15994 45,000 100,000
change mitigations along urban roads and
in urban roads other identified areas
Kenya Urban
Upgrading and rehabilitation RoadsKms
of road
drainage systems in urban areas
of urban |roads
Authority 2023 - 2027 nil
with
improved and functional
Strategic Plan 300
57
800

including cities, county headquarters drainage systems

and major towns

Table 8. 2. KRA II Outcome Performance Matrix

KRA II - CORPORATE GOVERNANCE AND INSTITUTIONAL CAPACITY
Objective Outcome Outcome indicator Baseline Value Total Midterm Total End Term
Target Target (2023-2027)
(2025/2026)
Increase KURAs Branding of KURAs Number of branded publicity 46 180 300
KRA II - CORPORATE
Visibility and GOVERNANCE
Projects, AND INSTITUTIONAL
infrastructure, boards CAPACITY
publicity internally
Objective vehicles, assets and
Outcome Outcome
Number of indicator
branded bridges Baseline
32 Value Total Midterm 95 To tal End Term
175
and externally merchandise Number of branded bus 2018-2022)
26 Target 150 Target (202 3-250
shelters (2025/2026) 2027)
Number of branded safety nil 12 20
parks
Number of branded regional nil 12 20
offices
Stakeholder Sensitization Number of sensitization nil 12 20
forums forums
Media familiarization tour No. of stories published by 50 150 250
and visits of KURA media houses
Projects
Undertake Media Publicity Number of KURA projects 24 30 75
Campaigns (TV, Radios, showcased by the media
Social Media & project
documentaries)
Host Annual Conference Number of Annual nil 3 5
on key thematic areas Conferences
Identify and implement Number of CSI projects 30 25 60
sustainable high impact implemented
Corporate Social
Investment project(s) and
programs
Superior customer Undertake stakeholder Stakeholder mapping reports 1 3 5
service that exceeds mapping and needs
customer ’s assessment
expectation s Undertake annual Perception survey reports 1 3 5
perception surveys &
implement
recommendations
Establishing & Internal Quality Assurance Number of Quality Assurance 37 63 120
nurture a culture of Technical Audit Technical Audits
excellence Undertake Annual Quality Number of Annual Quality nil 3 5
Assurance Workshops with assurance Workshops
key project implementation
team members
Compliance to Develop a central KURA documents control new 3 5
standards & repository for all KURA repository for policies & SOPs
statutory policies & SOPs( standard
requirements operating procedures.
Sensitisation and Monitoring and sensitization new 16 21
monitoring policies reports
implementation
Identify Carry out stakeholders Quarterly reports on nil 12 20
stakeholder needs needs assessment stakeholders needs assessment
and expectations Monitor stakeholders Quarterly feedback analysis 20 60 100
and implement feedback Analyse feedback reports
measures to received, map out
address the needs solutions, resource and
and aspirations implement
Hold Stakeholders No. of forums held 60 240 400
Engagement Forums

Enhance Develop communication Quarterly reports nil 12 20

communication strategies to respond to
with stakeholders communication needs of
stakeholders
Enhance seamless Identify areas of No. of strategic partners nil 12 20
collaboration on collaboration and relevant engaged
core mandate with strategic partners
regulatory Undertake collaboration Number of meetings nil 12 20
agencies, other meetings and share
road agencies, workplans
police and county
governments.
Support Sensitization of law Number of sensitization nil 12 20
Enforcement of enforcement agencies on forums
statutes & relevant statues &
58 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

KRA II - CORPORATE GOVERNANCE AND INSTITUTIONAL CAPACITY

Objective Outcome Outcome indicator Baseline Value Total Midterm To tal End Term
(2018-2022) Target Target (2023 -
(2025/2026) 2027)
regulations regulations
Lobby and Conduct Legal audit to Legal audit reports new 3 5
Advocate for identify legal gaps
enabling Cabinet paper/s based on Submitted cabinet papers nil 6 10
Legislation AG opinion
Enhance customer Sensitize contractors on No. of sensitization workshops nil 6 10
focus and procurement processes
excellence for all

Train Staff in sign language No. of trained staff nil 15 25

interpretation
Enhance corporate Board Capacity Building Number of Trainings Carried 10 12 20
governance (Induction, Training ) Out
through an Annual Board Performance Board Performance Evaluation 5 3 5
Effective & Evaluation Report
Efficient Board Management Training on Number Trained nil 15 25
governance and leadership
Implement Quality Periodic ISO Audits "ISO Internal Audits reports 15 9 15
Management ISO Trainings KEBS trainings ISO9001 ( 2 6 10
Processes and internal & lead trainings)
Policies Internal ISO Training 2 6 10
ISMS trainings No. of training conducted 2 6 10
Develop & operationalize Number of staff sensitized new 192 320
BCP by sensitize all staff
Align Human Undertake Job Analysis & Job Analysis and Skills Audit Nil 1 1
capital to strategy skills Audit to inform staff Report
placement
Attract and retain Recruit 100No. additional No of staff recruited 134 60 100
competent human staff to close staffing gaps
resources Undertake annual training TNA reports & Training 1 3 5
needs assessment and Programs
prepare training programs
Train staff each year No of staff trained 331 217 374
Undertake Employee No of ESS Reports 1 1 2
Satisfaction Survey (ESS)
every two years
Cultivate and Undertake baseline survey Baseline survey report new 1 1
maintain a High on corporate culture
Performance Identification and training Number trained nil 90 30
Culture of Change Agents
Staff sensitization Number of staff sensitized nil 420 540
Culture transformation Number of staff attending nil 420 540
workshops workshops/No sensitized
Create a Conducive Undertake Facilities Audit & recommendations new 1 2
and safe working mainstreaming audit ( implementation Report
environment accessibility, PWDs, gender
etc) and implement
recommendations
Conduct OSH Audits and Annual Audits & audit 165 60% 100%
Fire Safety Audits and recommendations
implement Implementation Matrices
recommendations
DG stakeholder Forums Quarterly Stakeholder new 12 16
meetings
Enhance KURA Set up satellite offices in Number of satellite offices set 10 regional 24 35
presence in counties to facilitate up offices
counties devolving of services
Set up 4 new regional New regional offices set up 4 12 4
offices
Provide One - Stop - Operationalize & equip the Operational resource centre new 50% 100%
Shop for road Resource Centre
infrastructure
services
Efficient Identify, document, analyse Impact Assessment Report new 1 Baseline report 2 reports
Knowledge & review knowledge for
KRA II - CORPORATE GOVERNANCE AND INSTITUTIONAL CAPACITY
Objective Outcome Outcome indicator Baseline Value Total Midterm Total End Term
2018-2022 Target Target (2023 - 2027)

Management
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan
relevance, accuracy &
(2025/2026)
59
applicability ( Impact
Assessment)
Creativity
KRA &
II - CORPORATE Develop a research
GOVERNANCE AND & INSTITUTIONAL
Research & innovation policy
CAPACITY new 3 5
Innovation
Objective innovation operational
Outcome Annual indicator
Outcome Baseline Value Total Midterm Total End Term
framework & Annual 2018-2022 Target Target (2023 - 2027)
Research and Innovation (2025/2026)
Management plan
relevance, accuracy &
Identify & implement
applicability ( Impact Number of research & nil 6 10
research & innovation
Assessment) innovation proposals/
Creativity & proposals/
Develop concepts&
a research concepts/&projects
Research innovation policy new 3 5
Innovation /projects operational
innovation implemented
Annual
Collaborate&with
framework other
Annual No of partnerships/MoUs nil 3 5
organizations
Research and
and Innovation signed and operationalized
institutions
plan
Identify & implement Number of research & nil 6 10
research & innovation Collaborations
innovation impact
proposals/ nil 3 5
proposals/ concepts assessmentprojects
concepts/ reports
/projects implemented
Collaborate with other No of partnerships/MoUs nil 3 5
organizations and signed and operationalized
institutions

Collaborations impact nil 3 5

assessment reports

Table 8. 3 KRA II Outcome Performance Matrix

K
Objective Outcome Outcome Indicator Baseline Value Total Midterm Total End Term
(2028-2022) Target Target (2023 - 2027)
(2025/2026)
2023
Prudent Financial Performance Quarterly Reports 4 12 20
Financial
Table IndicatorsPerformance
8. 3 KRA II Outcome tracking Matrix
Kmanagement of (absorption of funds &
Resources for
Objective trend analysis, MTP
Outcome Outcome Indicator Baseline Value Total Midterm Total End Term
Sustainability process) (2028-2022) Target Target (2023 - 2027)
Mobilize Project implementation PPP project implementation 1,800,000,000 3,600,000,000
(2025/2026) 9,600,000,000
Additional through PPP as per signed value 2023
Financial
Prudent MOU/MOA
Financial Performance Quarterly Reports 4 12 20
Resources to
Financial Identification
Indicators and disposal
tracking Amount Generated from 1 6,000,000 10,000,000
Bridge
management of of obsolete assets
(absorption of funds & annual disposal of obsolete
Financingfor
Resources Gaps trend analysis, MTP assets
Sustainability Utilizing idle capacity
process) Amount of revenue generated nil 50,000,000 350,000,000
Mobilize within implementation
Project the road corridors PPP project implementation 1,800,000,000 3,600,000,000 9,600,000,000
Additional and revenue
through PPP generation
as per signed value
Financial from regulated services
MOU/MOA
Resources to Revenue fromand
Identification other disposal Amount Generated
Amount Generated from
from other 1282,000,000 1,100,000,000
6,000,000 2,050,000,000
10,000,000
Bridge Sources
of obsolete assets Sourcesdisposal of obsolete
annual
Financing Gaps Partnering with private Amount of rent arising from
assets nil 10,000,000 55,000,000
investors idle
Utilizing in thecapacity the partnerships
Amount of revenue generated nil 50,000,000 350,000,000
establishment
within the roadofcorridors
electric
charging
and revenuepoints and LPG
generation
pointsregulated
from on Roads Corridors
services
Partner with
Revenue fromprivate
other Amount Generated
Amount of revenue generated
from other nil
282,000,000 5,000,000
1,100,000,000 30,000,000
2,050,000,000
partners to lease traffic
Sources by hosting training services in
Sources
safety parks.
Partnering with private traffic parks
Amount of rent arising from nil 10,000,000 55,000,000
Generate in
investors revenue
the from Amount
the of revenue generated
partnerships nil 2,000,000 6,000,000
leasing of KURA
establishment Labs
of electric
(materialpoints
charging testingand services)
LPG
Identification
points on Roads and disposal
Corridors Amount Generated from 1 6,000,000 10,000,000
of obsolete
Partner withassets
private annual disposal
Amount of obsolete
of revenue generated nil 5,000,000 30,000,000
partners to lease traffic assets
by hosting training services in
safety parks. traffic parks
Generate revenue from Amount of revenue generated nil 2,000,000 6,000,000
leasing of KURA Labs
(material testing services)
Identification and disposal Amount Generated from 1 6,000,000 10,000,000
of obsolete assets annual disposal of obsolete
assets
60 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Lease of access and ducts Amount of revenue generated 20,000,000 105,000,000 200,000,000
Lease of Ducts and Road access
Engage the Lobby for adequate Budget % Increase in Budget 7,555,000,000 27,507,755,000 50,736,433,550
National Allocation & timely Allocation
Treasury for Approval to close funding
adequate gaps
resources to
close funding
gaps
Engage the Approval and application Increased RMLF 13,627,085,434 49,616,218,065 91,514,191,211.42
Ministry for of the new RMLF communicated through annual
adequate allocation formular allocation ceilings
funding
Engage Engagement with key Amount Raised from 1,986,000,000 7,231,026,000 13,337,201,460.00
Development development partners Development Partners
Partners for
more funding
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 61

8.3.1. Midterm Evaluation

A midterm review of this Strategic Plan will be undertaken
mid-way into the plan period to evaluate implementation
status and impact of various initiatives. Feedback will be
used to incorporate changes in the objectives, strategies,
activities among others based on new information regarding
the Agency or the operating environment.

8.3.2. End Term Evaluation

This will be undertaken at the end of the plan period to review
the success rate in the implementation of the strategic plan
as well as impact of the implemented strategic initiatives.
End term evaluation report will highlight key milestones,
challenges, lessons learnt and recommendations. The
findings will inform the formulation of the next strategic
plan.

8.4. Reporting framework and feedback mechanism.

Reporting of this Strategic Plan implementation will be
based on the various outcome indicators, baselines, annual
work plans and targets specified in the implementation
matrix and will be undertaken at the Secretariat management
and Board Levels.
An annual strategic The reporting will be done through;
plan implementation a) Quarterly progress reports: The Secretariat will be
review will be conducted to holding monthly meetings to update quarterly meetings to
consolidated achievements, review the implementation status of the strategic plan. The
MERL quarterly report will be presented to the Board on
challenges faced during the progress of the strategic plan implementation indicating
implementation, lessons set targets, achievements and variances. The reports will also
learnt as well make document challenges, lessons learnt and recommendations
on appropriate remedial measures.
recommendations on
appropriate remedial b) Annual reports: At the end of every financial year,
measures. an annual strategic plan implementation review will be
conducted to consolidate achievements and challenges
faced during implementation, lessons learnt and make
recommendations on appropriate remedial measures.

The DG will be responsible for implementation of strategic

plan activities and for provision of performance data and
reports from their respective functional areas to the Board
of Directors.

The following tools will be used during reporting of the SP

implementation progress:
 62 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Table 8.4: Quarterly Progress Reporting Template

Expected Output Annual Qurter for Year ... Cumulative to Date Remarks Corrective
Output Indicator / OVI Target (A) Intervention
Target Actual Variance Target Actual Variance
(B) (c) (C-B) (E) (F) (F-E)

Table 8.5: Quarterly Progress Reporting Template

Expected Output Annual Qurter for Year ... Cumulative to Date Remarks Corrective
Output Indicator / OVI Target (A) Intervention
Target Actual Variance Target Actual Variance
(A) (c) (C-B) (E) (F) (F-E)

Table 8.6: Quarterly Progress Reporting Template

Key Outcomes / Outcome Indicator / Baseline Mid - Term End of Plan Period Remarks Corrective
Result Support activities OVI Evaluation Evaluation Intervention
Area
Value Year Target Achievement Target Achievement
ANNEXES
9.1 Implementation matrix

Key Results Area I. ANNEXES

Plan, Design, Develop, Upgrade and Maintain National Urban Road Network
9.1 Implementation Matrix

Key Result Area I- Plan, Design, Develop, Upgrade and Maintain National Urban Road Network
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Outcome Actor

Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28

Transform Increase Plan and Design Conduct Feasibility Number of PSC

and Paved Motorised & Non- studies and Prefeasibility
10 12 13 13 15 63 1,000 1,200 1,300 1,300 1,500 6,300
enhance Urban Road Motorised preliminary Studies
urban Network Transport engineering designs undertaken
Mobility for Networks per region Number of PSC/
through universal Feasibility URP&
access to all D 4 4 4 4 4 20 240 240 240 240 240 1,200
improved Studies
urban road users undertaken
network Number of URP&
preliminary/deta D
5 6 7 7 8 33 250 300 350 350 400 1,650
iled engineering
designs
Plan and Design Number of URP&
Motorised and Non- Urban Roads D
Motorised Urban Infrastructure
2 2 2 2 2 10 200 200 200 200 200 1,000
roads infrastructure Master Plans
master plans for for Motorised
Road Networks for road networks
all urban areas Number of URP&
including cities, Urban Roads D
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

county headquarters Infrastructure

and all major towns 2 2 5 5 5 19 100 100 250 250 250 950
Master Plans for
Non-Motorised
road networks
Develop detailed KMs new NMTs URP&
D
60 80 90
designs for NMTs Designed 600 1000 3900 5 5 5 5 5 25
0 0 0
and Motorised Road
Networks KMs of new URP&
Road Network D 30 40 45
300 500 1950 10 10 10 10 10 50
Designed 0 0 0
63
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES)) 64
Goals Objectives Strategies Outcomes / Outcome Actor
Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
KMs of URP&
bypasses D
identified and 20 25 30 35 40 150 1,200 1,500 1,800 2,100 2,400 9,000
designed
KMs of missing URP&
links identified D 5 5 5 5 5 25 25 25 25 25 25 125
and designed
Design of Structures Number of URP&
(Bridges, Box interchanges D 1 2 2 2 3 10 25 50 100 200 600 975
Culverts, designed
Footbridges, Number of URP&
Underpasses, Structures D&
Overpasses, Designed URD
Retaining Walls, 15 15 20 20 25 95 5.25 7.00 7.00 8.75 33.25 61.25
Grade Separated
Intersections &
Viaducts)
Prediction of Traffic flow Traffic flow URP&
Traffic Condition management count surveys D 23 25 40 45 50 183 5.60 6.00 10.00 15.00 15.00 51.60
(Traffic Data
Collection, Number of URP&
Analysis and Junction signals D
Forecasting) Installed/ 20 25 25 50 75 195 19.40 19.00 40.00 60.00 85.00 223.40
Maintained

Construction of Construction of new KMs of new URD

new urban road roads and NMTs Roads
networks networks for all Constructed 15 17 22 18,00 33,60
urban areas including under GOK/ 100 280 920 12,000 20,400 26,400 110,400
0 0 0 0 0
cities, county development
headquarters and all partners
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

major towns
KMs of new URD
NMTs 30 34
200 44 560 1840 2,000 3,000 3,400 4,400 5,600 18,400
Constructed 0 0
0
KMs of new URD
bypasses
constructed 5 10 20 25 30 90 1,000 2,000 5,500 6,500 7,500 22,500
(PPP, GOK,
EPC)
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Outcome Actor

Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
Kms of Roads in URD 2027/28
Urban Informal
Settlements and
Densely
Populated Areas 10
50 60 80 120 410 2,500 3,000 4,000 5,000 6,000 20,500
constructed/upg 0
raded

Number of URD
missing links 2 2 2 2 2 10 240 240 240 240 240 1,200
constructed
Number of URD
Structures
Constructed 10 20 20 25 25 100 250 500 500 625 625 2,500
(Bridges and
Box Culverts)

No. of grade URD

separated
facilities
(overpasses/und
erpasses/interch 1 1 2 3 3 10 150 150 300 450 450 1,500
anges)/intersecti
ons constructed

Stage Construction Kms of roads URD/

of Roads upgraded using RACM
20 20 20 20 20 100 400 400 400 400 400 2,000
stage
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

construction
Construction of KMs of Roads URD
Roads under PPP Constructed 5 10 15 20 30 80 600 1,200 1,800 2,400 3,600 9,600
under PPP
Maintenance of Routine Maintenance KMS of RACM
Existing and New for NMTs and Motorised Road
urban road Motorised Road Networks Under 21 19 17
networks Networks routine 2300 1500 9500 3,450 3,150 2,850 2,550 2,250 14,250
00 00 00
Maintenance
65
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES)) 66
Goals Objectives Strategies Outcomes / Outcome Actor
Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
KMS of NMTs RACM
Road Networks
Under routine 52 47 42 262.5 187.5 1,187.5
575 375 2375 287.50 237.50 212.50
Maintenance 5 5 5 0 0 0

Periodic Maintenance KMS of RACM

for NMTs and Motorised Road
Motorised Road Networks Under
54 64 78
Networks periodic 450 950 3368 2,475 2,970 3,564 4,290 5,225 18,524
0 8 0
Maintenance

KMS of NMTs RACM

Road Networks 43 51 62 114.0
360 760 2694.4 54.00 64.80 77.76 93.60 404.16
Under periodic 2 8.4 4 0
Maintenance
PBC maintenance of KMS of RACM
NMTs and Motorised Road
Motorised Road Networks Under 17
Networks PBC 1050 12 14 2001 7501 3,150 4,032 5,075 6,438 7,804 26,499
40
Maintenance 60 5

KMS of NMTs RACM

Road Networks
Under PBC 75 87 10 1200. 108.0
4500.6 56.70 68.04 78.30 93.96 405.05
Maintenance 630 6 0 44 6 5

PBC and Periodic Number of RACM

Maintenance of structures
Structures (Bridges, maintained at
40 40 40 40 40 200 200 200 200 200 200 1,000
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Box Culverts, PBC and

Footbridges & periodic level
Retaining Walls)
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Outcome Actor

Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
Community No of jobs RACM 2027/28
Empowerment created through
program/ road
employment creation maintenance 10 11 12
(youth, women works projects 1391
9500 45 49 65 58010 9.50 10.45 11.50 12.65 13.92 58.01
associations for contributing to 5
0 5 0
labour based community
maintenance) empowerment

Management of Conduct Annual Reviewed and RACM

Existing and New Road & Bridge updated Roads &
urban road Inventory, Condition & Bridges URD 1 1 1 1 1 1 10.00 10.00 10.00 10.00 10.00 50.00
networks and survey & Update register
structures register
Conduct Technical Quality PSC
Quality Audits for all Assurance
road networks Reports for
Motorised Road 20 23 26 29 32 130 4.00 4.60 5.20 5.80 6.40 26.00
Networks and
NMTs assessed

Conduct regular Increased Level RACM 85

countrywide Axle of compliance 87 100
72% 80 100% 27 27 10 10 10 84
Load Control & % % %
Surveillance %
Digitalization
and Integration
of Axle Load
Monitoring Data
with KURA HQ Im Im
Develop Impl
Pil ple ple
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

central Road RACM Framewo emen 3 3 10 10 10 36

Asset ot me me
rk t
Management nt nt
system

Outsourcing of RACM Im Im Impl

Axle Load Develop Pil ple ple emen 3.00 3.00 20.00 20.00 20.00 66.00
Monitoring ot me me t
nt nt
67
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES)) 68
Goals Objectives Strategies Outcomes / Outcome Actor
Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
Install static/virtual Number of new RACM 2 3 3 3 3 14
weigh bridges static/virtual 100.00 150.0 150.00 150.00 150.0 700.00
weigh bridges 0 0
installed

Undertake Access RACM 100% 10 10 10 100 100%

continuous Corridor approvals and /URP 0% 0% 0% % 8.00 8.00 8.00 8.00 8.00 40.00
Control and certification of &D
Management works (including
TIA approvals)

Utility approvals RACM 100% 10 10 10 100 100%

and certification /URP 0% 0% 0% % 8.00 8.00 8.00 8.00 8.00 40.00
of works &D

KMs of cleared RACM 30 33 36 40 44 183

and protected 18.00 29.70 41.58 54.05 65.95 209.28
NMTs lanes

KMs of cleared RACM 50 55 61 67 74 307

and protected 50.00 75.00 99.75 125.69 150.8 501.26
Motorised Road 2
Networks

Mapping and KMs of roads URP& 100 10 10 10 100 500

Marking of corridor mapped & D 0 0 0 130.00 130.0 130.00 130.00 130.0 650.00
extent, road marked 0 0
infrastructure and (Including
services within the utilities within
corridor the road
corridor, with
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Beacons and
Boundary
pillars)

Environmental Undertake regular Number of URP& 6 8 9 8 7 38

Sustainability environmental audits Environmental D 2.70 3.60 4.05 3.60 3.15 17.10
for NMTs and Audits
Motorised Road conducted
Networks
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Outcome Actor

Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
Undertake regular Number of EIA URP& 46 48 51 48 46 239 2027/28
environmental conducted D 20.70 21.60 22.95 21.60 20.70 107.55
impact assessment
for motorised road
networks and NMTs

Undertake regular Number of SIAs URP& 5 6 8 7 6 32

social impact undertaken D 2.75 3.30 4.40 3.85 3.30 17.60
assessment for
motorised road
networks and NMTs

Undertake Number of URP& 4 5 6 5 5 25

resettlement action RAPs D 10.00 12.50 15.00 12.50 12.50 62.50
plans for motorised undertaken
road networks and
NMTs

Establish BRT Infrastructure Conduct BRT Number of URP& 0 1 1 0 0 2

efficient feasibility studies and feasibility studies D - 200.0 200.00 - - 400.00
BRT design in urban areas conducted 0
Infrastructu ( 2 BRT Routes in
re Mombasa)

Implement BRT in Operational URP& 0 0 0 0 1 1

Urban Areas ( BRT line D - - - - 561.0 561.00
Nairobi, Mombasa) 0
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Enhance Optimised Adoption of ITS Carry out feasibility Number of ITS URP& 1 1 1 1 1 5
urban traffic flow studies and detailed feasibility studies D 50.00 50.00 50.00 50.00 50.00 250.00
Mobility in urban designs for major
through road towns( Konza City,
technology networks Kisumu, Mombasa, Number of ITS URP& 1 1 1 1 1 5
Thika, Nakuru, detailed designs D 100.00 100.0 100.00 100.00 100.0 500.00
Eldoret) 0 0

Expand ITS in Number of URP& 25 85 61 25 25 221

Nairobi by installing intersections D 5,461.1 18,56 13,325.2 5,461. 5,461 48,276.
ITS infrastructure at installed with 7 7.96 4 17 .17 70
206 intersections ITS
69
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES)) 70
Goals Objectives Strategies Outcomes / Outcome Actor
Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
Install and operate Fully URP& Construc Op ma ma main
Traffic Management Operational D t era int int tain 5,000.0 10.00 10.00 10.00 10.00 5,040.0
Centre in Nairobi TMC in Nairobi te ain ain 0 0
metropolitan area metropolitan
area
Implementation of Number of URP& 0 0 25 25 25 75
ITS in other major automated D - - 550.00 550.00 550.0 1,650.0
towns and intersections ( 0 0
metropolis ( Mombasa,
Mombasa, Kisumu, Thika, Kisumu,
Nakuru, Eldoret, etc) including e-
Naivasha, Thika, etc) Police Camera

Improve Adoption of Monitor Urban Number of RACM 0 0 1 1 1 3

Urban Road emerging Roads conditions RICS vehicles - - 50.00 50.00 50.00 150.00
Networks technology in through use procured
operations urban Roads technology (RICS Number of RACM 1 1 2 2 4 10
through infrastructure Vehicle, Ground Ground 5.00 5.00 10.00 10.00 20.00 50.00
technology Management penetration RS. penetration
Pavement Evaluation Radar Survey
Machine etc) Equipment
procured
Number of RACM 0 0 1 1 1 3
Pavement - - 20.00 20.00 20.00 60.00
Evaluation
Machines
procured

Number of URD 0 1 0 0 0 1
Bridge - 40.00 - - - 40.00
Inspection
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Vehicle
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Outcome Actor

Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
KMs of urban 2027/28
roads assessed
and monitored
in major towns
(( Nairobi (xx), 15 20
RACM 50 70 300 770 25 35 75 100 150 385
Mombasa (xx), 0 0
Nakuru (xx),
Kisumu (xx),
etc)

Continuously Number of
Monitor Urban bridges
Roads structures inspected and URD 20 40 40 40 40 180 20 40 40 40 40 180
performance using monitored
latest technology
Number of
bridges with
monitoring URD 6 12 12 12 12 54 6 12 12 12 12 54
equipment
installed
Setting up of KURA Number of
Regional material testing
Laboratories laboratories URD 2 2 2 2 2 10 100 100 100 100 100 500
setup and
equipped
Enhance Eradicate Improve NMT Separation of KMs of NMT
safety on accidents network Safety walkways and cycle facilities 10 10 10
urban road and track facilities from separated from URD 100 100 500 1,000 1,000 1,000 1,000 1,000 5,000
0 0 0
networks incidents on motorised lanes MT facilities
urban road
Construct NMT Number of
networks
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

grade separation pedestrian grade

facilities (Footbridges separation
and underpasses) completed URD 4 4 4 4 4 20 240 240 240 240 240 1,200
71
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES)) 72
Goals Objectives Strategies Outcomes / Outcome Actor
Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
Improve and Number of
modernize pedestrian pedestrian
crossing zones for crossing zones
universal access ( improved and
signalised pedestrian modernized
URP&
crossing, zebra 0 0 5 5 5 15 - - 10 10 10 30
D
crossing, rumble
strips, pedestrian
tables etc)

Improve Conduct and Number of pre-

Motorised Road implement findings construction
network Safety from road safety safety audits URP&
30 30 30 30 30 150 21 21 21 21 21 105
audits for all urban conducted D
roads

Number of
safety audits
conducted URP&
during 20 30 30 30 30 140 7 7 7 7 7 35
D
construction
(live project)
Number of post
construction
safety audits URP&
40 40 40 40 40 200 10 10 10 10 10 50
conducted D

Number of kms
of urban roads
monitored for
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

quality of road 20 20 20
marking and URPD 0 200 800 6 3 3 3 3 18
0 0 0
Signage after
construction.
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Outcome Actor

Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
Number of KMs 2027/28
of urban roads
marked for
safety
enhancement for
existing roads URP& 10 10 10
100 100 500 25 25 25 25 25 125
(Including zero D 0 0 0
scrap
environmental
friendly road
infrastructure)
Install street lighting KMs of urban
in liaison with county roads fitted with URP&
governments functional street 15 15 20 25 25 100 100 100 100 150 200 650
D
lights
Maintain and Number of
enhance operation of Traffic Safety
traffic safety parks Parks
constructed ( URP&
Machakos, 0 1 1 1 2 5 - 50 50 50 100 250
D
Meru, Garrissa,
Kericho,
Mombasa)
Number of
Traffic Safety
Parks
maintained (
Nairobi,
URP&
Nakuru, Nyeri, 32 32 32 32 32 160 20 20 20 20 20 100
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

D
Embu,
Kakamega,
Kisumu, Kisii,
Eldoret)
73
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES)) 74
Goals Objectives Strategies Outcomes / Outcome Actor
Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
Conduct road safety Number of
awareness outreach
programmes (In
URP&
Safety Traffic 2 2 2 2 2 10 20.00 20.00 20.00 20.00 20.00 100.00
D
Parks and
Media)

Emergency Develop and Emergency

response/incident implement an response/incide
management emergency response/ nt plan HR 0 0 1 0 0 1 - - - - - -
incident management
plan
Establish an operationalize an
emergency emergency
response/incident response unit HR 0 0 0 1 0 1 - - - - - -
response unit
Integrate Reduce Climate change Conduct Baseline Baseline report
Climate adverse mitigation and survey on climate
change impact of adaptation vulnerability, URP &
mitigations urban roads resilience and 1 1 1 1 1 5 10 10 10 10 10 50
D
in urban on climate adaptation in urban
roads roads
Plant and maintain Number of trees
trees planted along 15, 20, 25,
urban roads and URP & 30,00
10,000 00 00 00 100,000 5 7.5 10 12.5 15 50
other identified D 0
0 0 0
areas

Relocation of trees Prepare

specifications URP &
and acquire a 1 - - - - 1 1 - - - - 1
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

D
tree spade
Procure tree URP &
spade - 1 - - - 1 - 20 - - - 20
D
Undertake tree
inventory and URP &
impact 1 1 1 1 1 1 2.5 2.5 2.5 2.5 2.5 12.5
D
assessment
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Outcome Actor

Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
Undertake pilot
URP & 10 2027/28
tree relocation - - - - 100 - - 0.5 - - 0.5
D 0
Undertake
upscale tree URP & 1,0
- - - 2,000 3000 - - - 5 10 15
relocation D 00

Research and No of projects

innovation on
climate resilient PSC 1 2 3 4 5 15 5 10 15 20 25 75
materials and
technology
Monitor No. of major
implementation of projects (project
environmental reports) URPD 24 24 24 24 24 120 12 12 12 12 12 60
management plans

Upgrading and Kms of urban

rehabilitation of road roads with
drainage systems in improved and
urban areas including functional 10 15 20
URD 50 300 800 30 60 90 120 180 480
cities, county drainage systems 0 0 0
headquarters and
major towns

Monitor Enhance Projects Undertake regular Project

Project compliance monitoring and project implementation
Implement to project evaluation implementation monitoring and
ation specificatio assessment for evaluation
ns and compliance with reports PSC 4 4 4 4 4 20 8 8 8 8 8 40
requirement project specifications
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

s and requirements
75
Key Result Area II.
Corporate Governance and Institutional Capacity
76
Key Result Area II- Corporate governance and Institutional capacity

KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES))

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI
Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28

Enhance Increase Brand Conduct Annual Brand Audit Reports

KURAs KURAs Audit and Brand Audits &
PS&C 1 1 1 1 1 5 2 2 2 2 2 10
corporate Visibility Enhanced implement
image and and Branding recommendations
uniqueness publicity Branding of Number of branded PS&C/
internally KURAs Projects, publicity boards URD/R 60 60 60 60 60 300 9 9 9 9 9 45
and infrastructure, ACM
externally vehicles, assets
and merchandise Number of branded
30 30 35 40 40 175 12 12 12 14 16 66
bridges
Number of branded
50 50 50 50 50 250 15 15 15 15 15 75
bus shelters
Number of branded
4 4 4 4 4 20 4 4 4 1 1 14
safety parks
Number of branded
4 4 4 4 4 20 20 20 20 10 10 80
regional offices
Review brand Approved brand
manual and brand manual
guidelines to align
PS&C 1 - - - - 1 2 - - - - 2
with the
Authority' s
strategic direction
Brand Manual Report on
implementation implementation and PS&C 1 1 1 1 1 5 1 1 1 1 1 5
and monitoring monitoring
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Stakeholder Number of
Sensitization sensitization forums PS&C 4 4 4 4 4 20 3 3 3 3 4 16
forums
Enhanced Enhance Upto date interactive
Authority’s integrated media online
integrated use to showcase communication PS&C 4 4 4 4 4 20 30 30 30 30 30 150
communic KURA programs platforms
ation & projects
platforms Quarterly podcasts
PS&C 4 4 4 4 4 20 1 1 1 1 1 5
on topical areas
Active KURA blog
PS&C 48 48 48 48 48 240 1 1 1 1 1 5
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES))

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI
Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
Biannual newsletter 2027/28
PS&C 1 1 1 1 1 5 1 1 1 1 1 5
Quarterly e-bulletins PS&C 4 4 4 4 4 20 1 1 1 1 1 3
Annual Communication
communication Audit Report PS&C 1 1 1 1 1 5 2 2 2 2 2 10
audits
Review Approved
communication communication PS&C 1 0 0 0 0 1 2 - - - - 2
strategy & policy strategy & policy
Develop, approved work plan
implement and & implementation
monitor Annual reports PS&C 1 1 1 1 1 5 1 1 1 1 1 3
communication
plans
Effective Develop a media Updated media
media database and database and
engagemen build media quarterly media
PS&C 4 4 4 4 4 20 2 2 2 2 2 8
t strategy capacity on forums
KURA's mandate
and programs
Media No. of stories
familiarization published by media
PS&C 50 50 50 50 50 250 1 1 1 1 1 5
tour and visits of houses
KURA Projects
Identify & Equip No. of internal
Internal panel of panellist identified &
experts for media trained
PS&C 30 35 40 45 50 200 2 2 2 2 2 10
engagement (
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Brand
Ambassadors )
Undertake Media Number of KURA
Publicity projects showcased
Campaigns (TV, by the media
PS&C 5 10 15 20 25 75 35 35 35 35 35 175
Radios, Social
Media & project
documentaries)
Media Monitoring Automated media
monitoring PS&C 50% 50% 100% 100% 100% 100% 2 2 0 0 0 5
77
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES))
78

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI
Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
Participate in Number of shows &
Shows, exhibitions attended
Exhibitions, PS&C 20 20 20 20 20 100 8 8 8 8 8 40
Fairs & Other
public reforms
Host Annual Number of Annual
Conference on Conferences
PS&C 1 1 1 1 1 5 15 15 15 15 15 75
key thematic
areas
Engageme Identify and Number of CSI
nt in implement projects implemented
Corporate sustainable high
Social impact Corporate PS&C 5 10 10 10 25 60 5 5 10 10 10 40
Investment Social Investment
(CSI) project(s) and
programs programs
Superior Monitor Review, Approved service
customer impact of implement and charter
service service monitor KURA PS&C 1 1 1 1 1 5 1 1 1 1 1 5
that delivery service delivery
exceeds standards charter
customers Create awareness Annual sensitization
’ on Authority's reports PS&C 1 1 1 1 1 5 3 3 3 3 3 15
expectatio service charter
ns
Undertake Stakeholder mapping
stakeholder reports
PS&C 1 1 1 1 1 5 3 3 3 3 3 15
mapping and
needs assessment
Undertake annual Perception survey
perception reports
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

surveys & PS&C 1 1 1 1 1 5 3 3 3 3 3 15

implement
recommendations
Reputation Establishi Corporate Review and Reviewed Corporate Sensit
Review
management ng & Quality Implement a Quality Assurance izatio
worksho
nurture a Assurance Quality policy & Quality n of
PS&C - p& - - 1 - 1.8 2.3 - - 4.3
culture of Assurance Assurance board
Board
excellence Framework. Management Plan &
approval
staff
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES))

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
Quality Number of Quality 2027/28
Assurance Assurance Technical
Technical Audit Audits PS&C 18 21 24 27 30 120 5 6 7 8 9 36

Undertake Number of Annual

Annual Quality Quality assurance
Assurance Workshops
Workshops with PS&C 1 1 1 1 1 5 2 2 2 2 2 11
key project
implementation
team members
Promote Cascading and Number of staff
national championing of sensitized PS&C 300 300 300 300 300 1500
and core national and core
values in values annually Number of
stakeholders 1 1 1 1 1 5
the through
delivery of sensitization. sensitized
PS&C 4000 5000 6000 7000 8000 30000
our
mandate

Complian Update Review criteria Approved policy Develo

ce to Policies and standards for development and p
standards and policy review criteria criteria
PS&C - - - - 1 15 - - - - 15
& Monitor development &
statutory compliance standar
requireme ds
nts Review and Number of policy's
update reviewed
PS&C 8 8 5 0 0 21 2.1 2.1 1.3 - - 5.7
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Authority's
policies
Develop a central KURA documents
repository for all control repository for
KURA policies & policies & SOPs
PS&C 1 1 1 1 1 5 0.5 0.5 0.5 0.5 0.5 2.5
SOPs (standard
operating
procedures.
Sensitisation and Monitoring and
monitoring sensitization reports
policies PS&C 0 8 8 5 0 21 - 2.5 2.5 1.2 - 6.2
implementation
79
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES)) 80
Goals Objective Strategies Outcomes / Outcome
s Support Indicator/ OVI
Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
Enhance Identify Establish Develop and Quarterly
Stakeholders stakeholde and implement an Stakeholder
Engagement r needs implement annual engagement reports
s and a stakeholder PS&C 4 4 4 4 4 20 0.5 0.5 0.5 0.5 0.5 2.5
expectatio stakeholder engagement and
ns and engagemen communication
implement t plan
measures framework Automate Stakeholder/
to address Customer/ Customer Develo review
review review
the needs Stakeholder Relationship p the functi
PS&C and functio 2.5 2.5 - 0.5 0.5 6
and Relationship Management system applicati onalit
upgrade nality
aspiration Management on y
s
Carry out Quarterly reports on
stakeholders stakeholders needs
needs assessment assessment PS&C 4 4 4 4 4 20 8 8 8 8 8 40

Monitor Quarterly feedback

stakeholders analysis reports
feedback Analyse
feedback
PS&C 20 20 20 20 20 100 5 5 5 5 5 25
received, map out
solutions,
resource and
implement
Hold No. of forums held
Stakeholders
PS&C 80 80 80 80 80 400 6 6 6 6 6 30
Engagement
Forums
Enhance map Develop quarterly reports
communic stakeholder communication
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

ation with s with their strategies to

stakeholde communic respond to
rs ation needs communication
PS&C 4 4 4 4 4 20 2 2 2 2 2 10
and needs of
frequency stakeholders
of
communic
ation
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES))

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI
Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
Enhance Enhance Develop Identify areas of No. of strategic
KURAs seamless stakeholder collaboration and partners engaged
DG 4 4 4 4 4 20 6 6 6 6 6 30
Collaboration collaborati collaborati relevant strategic
with strategic on on on partners
partners, key core framework Undertake Number of meetings
stakeholders mandate collaboration
and research with meetings and
institutions regulatory share work-plans
agencies,
other road
DG 4 4 4 4 4 20 8 8 8 8 8 40
agencies
and
county
governme
nts.

Support Collaborati Sensitization of Number of

Enforcem ons with law enforcement sensitization forums
ent of Law agencies on RA&C
M
4 4 4 4 4 20 8 8 8 8 8 40
statutes & Enforceme relevant statues &
regulation nt regulations
s Agencies
Lobby Lobbying Conduct Legal Legal audit reports
and & audit to identify Legal 1 1 1 1 1 5 4 4 4 4 4 20
Advocate Advocacy legal gaps
for
Stakeholder & Policy & Legal
enabling
public Framework in place
Legislatio DG 1 1 1 1 1 5 0.5 0.5 0.5 0.5 0.5 2.5
participation on
n
ITS
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Lobby for Policies and

relevant enabling regulations in place
regulations to DG 2 2 2 2 2 10 1 1 1 1 1 5
charge for
services rendered
Lobby for review submitted policy
of RMLF from paper to KRB
fuel levy to a
Road user Levy CS 1 1 2 1 - 1 - - 2
Fund (to mitigate
against declining
use of fossil fuel
81
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES)) 82

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI

Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
with emergence
of electric
vehicles)
Corporate Enhance Complianc Board Capacity Number of Trainings DG,
DD(LS)
4 4 4 4 4 20 5 5 5 5 5 25.1
Governance corporate e to Building Carried Out
and governanc Chapter (Induction, Number of board
Leadership e through Six of the Training) members trained DG,
DD(LS)
10 10 10 10 10 50 - - - - - -
an CoK
Effective
& Adherence Annual Board Board Performance SCAC,
Efficient to Performance Evaluation Report DG, 1 1 1 1 1 5 0.2 0.2 0.2 0.2 0.2 1.0
Board Mwongozo Evaluation DD(LS)
Code of Review Board Number of Reviewed DG,
Ethics Charter Charters DD(LS)
5 5 5 5 5 25 0.2 0.2 0.2 0.2 0.2 1.0
Management Number Trained
Training on DD(HR
MA)
5 5 5 5 5 25 1 1 1 1 1 5
governance and
leadership
Implemen Institution Review & Number of reviewed
t Quality alize Implement Policies & SOPs D(PSC), Finalize Impleme Imple Imple
Managem Policies & Authority Policies MR
review 100% 3 - - - 3 6
review nt ment ment
ent Standard & SOPs
Processes Operating Review and No. of policies
and Procedures update existing reviewed DD(HR
Policies (SOPs) MA)
2 2 2 2 2 10 1 1 1 1 1 5
HR Policies &
HR Manual
Maintain Periodic ISO ISO Internal Audits
ISO Audits reports QMR 3 3 3 3 3 15 6 6 6 6 6 30
Certificatio Periodic ISO ISO Surveillance
n surveillance audits Audits reports QMR 1 1 1 1 1 5 0.5 0.5 0.5 0.5 0.5 2.5
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

ISO Trainings KEBS trainings

ISO9001 (internal & QMR 2 2 2 2 2 10 2 2 2. 2 2 10
lead trainings)
Internal ISO D(PSC),
Training MR
2 2 2 2 2 10 2 2 2 2 2 10
Maintain Periodic ISMS No. of periodic DD
ISMS Audits audits ICT,IS
MS 2 1 1 1 1 6 2 2 2 2 2 10
Team
Leader
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES))

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI
Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
ISMS trainings No. of staff trained DD 2027/28
ICT,IS
MS 2 2 2 2 2 10 2 2 2 2 2 10
Team
Leader
Obtain ISMS Certificate DD
certification ICT,IS
MS 3 2 2 2 2 11 4 2 2 2 2 12
Team
Leader
Business Implement Develop & Number of staff
Continuity Business operationalize sensitized
DCS 64 64 64 64 64 320 5 5 5 5 5 25
and Risk Continuity BCP by sensitize
Managem Plan (BCP) all staff
ent Develop Monitor and Operationalized Risk Oper
Operati Opera Operati
and mitigate risks & Management Plan Operatio ationa
onal tional onal
implement leverage on DD nal risk l risk
risk risk risk
an Annual opportunities ERM/B manage mana 100% 0.1 0.1 0.1 0.1 0.1 0.5
PR manage manag manage
Risk ment geme
ment ement ment
Manageme Plan nt
Plan Plan Plan
nt Plan Plan
Implement Develop& Operationalized
Enterprise implement ERMF DG, Revie
Risk ERMF D(PSC), Operati
w
Manageme DD(ER onalize 100% - - 1.5 - - 1.5
M&BPR frame
nt ERMF
) work
Framework
(ERMF)
Align To align Additional Lobby for review Proposed Units in
Human organizati department of place as per approved
capital to onal s/units organization/staff structure
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

strategy structure ing structure to

to include a
corporate Resource Approv
Full
strategy Mobilization DD ed Impleme Imple Imple Implem
HRA
Implem - - - - - -
Unit, Emergency Structur nt ment ment ent
entation
Response Unit, e
Customer
Response Centers
and
Environmental
and Social
83
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES)) 84

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
Safeguard Units
in Regions

Functional Undertake Job Job Analysis and DG,

staff Analysis & skills Skills Audit Report DCS,
DD(HR
1 0 0 0 1 2 5 - - 5 - 10
placement Audit to inform
staff placement MA)
Institution Develop/review No. of policies DG,
Attract alize HR HR Policies developed/existing DCS,
DD(HR
2 2 2 2 2 10 1 1 1 1 1 5
and retain Policies policies revised
MA)
competent
Strategic Develop Annual Annual Resourcing DG,
human DCS,
resourcing Resourcing Plans plans 1 1 1 1 1 5 5 1 1 1 1 5
resources DD(HR
& staffing
MA)
Recruit 100No. No of staff recruited DG,
additional staff to DCS, 48
DD(HR
20 20 20 20 20 100 487 487 487 487 2,435
close staffing 7
gaps MA)
Learning & Undertake annual TNA reports &
developme training needs Training Programs DG,
DCS,
nt assessment and DD(HR
1 1 1 1 1 5 11 11 11 11 11 55
prepare training MA)
programs
Train staff each No of staff trained DG,
year DCS, 10
DD(HR
66 73 78 85 71 374 80 100 100 100 480
0
MA)
Undertake staff No of staff whose
training impact training impact is DG,
DCS,
evaluation on evaluated DD(HR
75 80 85 90 95 425 4.5 4.5 4.5 4.5 4.5 22.5
every trained MA)
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

employee
Identify and List of professional
update a database bodies relevant to
DD(HR
of professional KURA MA)
100% 100% 100% 100% 100% 100% 0.1 0.1 0.1 0.1 0.1 0.5
bodies relevant to
KURA
Support No of employees
employees in supported with
DD(HR
professional membership renewal MA)
100% 100% 100% 100% 100% 100% 50 50 50 50 50 250
membership and every year
training
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES))

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI
Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
Implement Implementation plan 2027/28
DD(HR
mentoring and MA)
20% 20% 20% 20% 20% 100% 1 1 1 1 1 5
coaching policy
Performan Undertake annual Percentage of staff DG,
ce staff performance performance DCS,
DD(HR
100% 100% 100% 100% 100% 100% 0.1 0.1 0.1 0.1 0.1 0.5
manageme appraisal for all appraisal
nt & staff staff MA)
reward Reward staff for No of staff rewarded DG,
performance and DCS,
DD(HR
35 40 45 50 55 225 1 1 1 1 1 5
innovation
MA)
Pension Conduct pension Market survey report DG,
manageme contribution DCS,
DD(HR
1 0 0 0 0 1 5 - - - - 5
nt market survey
MA)
Lobby for review Employer
of pension contribution to
contribution pension DG,
DCS, 31
(from 7.5% - 10% DD(HR
5% 5% 5% 5% 5% 5% 16.4 212 261 368 1.319
3
employee and MA)
from 15% - 20%
employer)
Review Pension Post-Retirement
Benefits to medical cover rider DG,
DCS,
capture Post- for 5 years DD(HR
- - - - - -
retirement MA)
Medical Fund
Employee Undertake No of ESS Reports
Engageme Employee DG,
DCS,
nt Satisfaction DD(HR
1 0 0 0 1 2 5 - - - 5 10
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Survey (ESS) MA)

every two years
Implement No of DG, 25% 25%
25% 25%
recommendations recommendations DCS, imple imple
DD(HR
0 impleme implem 100% - 1 1 - 1 3
of the ESS implemented ment menta
MA) ntation entation
ation tion
Cultivate Institution Sensitization of SP Aligned and DG, All
All All All All
and alize and SP and alignment approved DCS, depar
DD(HR
departm departm depart depart 100% 5 5 5 5 5 25
maintain a cascade the with Annual work departmental work tment
MA) ents ents ments ments
High Strategic plans plans s
85
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES)) 86

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI
Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
Performa Plan Annual Departmental
nce through Performance Performance reports
Culture Performan monitoring and DG,
ce reporting of DCS,
DD(HR
4 4 4 4 4 20 5 5 5 5 5 25
Manageme departmental
MA)
nt work plans

Embrace Undertake Baseline survey DG,

value based baseline survey report DCS,
DD(HR
1 0 0 0 0 1 5 - - - - 5
approach on corporate
towards culture MA)
service Identification and Number trained DG,
delivery training of DCS,
DD(HR
30 30 30 30 30 150 1 1 1 1 1 5
(Culture Change Agents
MA)
Change
Staff sensitization Number of staff DG,
Program) DCS,
sensitized 300 60 60 60 60 540 8 5 5 5 5 28
DD(HR
MA)
Culture Number of staff DG,
transformation attending DCS,
DD(HR
300 60 60 60 60 540 5 2 2 2 2 13
workshops workshops/No
sensitized MA)
Undertake exit Exit survey report DG,
survey DCS,
DD(HR
0 0 0 0 1 1 report - - - - 5 5
MA)
Induct new staff No. of staff inducted DG,
to inculcate DCS,
DD(HR
20 20 20 20 20 100 1 1 1 1 1 5
corporate culture
MA)
Succession Review Revised Policy DG, 2
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Planning succession DCS, Revise

DD(HR
1 - - - revision 1.5 - - 1.5 - 3
planning policy Policy
MA) s
Develop and Implementation Plan DG,
implement DCS,
DD(HR
1 1 1 1 1 5 2.5 2.5 2.5 2.5 2.5 12.5
succession plan
MA)
Monitor and No. of M&E/Survey
DD
evaluate reports 1 1 1 1 1 5 0.5 0.5 0.5 0.5 0.5 2.5
SEP
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES))

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI
Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
Enhance Create a Work Undertake staff Audit & 2027/28
work Conduciv environme work recommendations
DCS,
environment e and safe nt and environment implementation
DD(HR 1 - 1 - 1 3 2 - 2 - 2 6
working facilities survey & Report MA)
environm Audits implement
ent recommendations
Undertake Audit &
Facilities recommendations
mainstreaming implementation
audit ( Report DCS,
accessibility, DD(HR 1 1 2 - 2 - 2 - 4
PWDs, gender MA)
etc) and
implement
recommendations
Establish nursing Functional lactation DCS,
room for mothers room DD(HR 1 - - - - - -
MA)
Conduct OSH Annual Audits &
Audits and Fire audit DCS,
Safety Audits and recommendations DD(HR 20% 20% 20% 20% 20% 100% 5 5 5 5 5 25
implement Implementation MA)
recommendations Matrices
Employee Develop & Operational policy
Relations implement 1
DCS, 1 policy
and Staff Psycho-social Revie
DD(H develop - - - 1 1.5 - - 1.5 - 3
Engageme interventions w
RMA) ed
nt policy & Policy
strategies
Staff Team Departmental and 2 2 2 2 2
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

DCS,
building & cross functional team DD(HR Initiativ Initiative Initiat Initiati Initiativ 10 5 5 5 5 5 25
bonding sessions building sessions MA) es s ives ves es
DG stakeholder Quarterly AD
Forums Stakeholder meetings Corpora
te 4 4 4 4 4 16 0.5 0.5 0.5 0.5 0.5 2.5
Commu
nication
Enhance Enhance Institution Develop /review Updated and DG, 100% 100% 100%
Customer customer alize ICT and update ICT upgraded systems DCS, 100%
DD(ICT
Impleme 100% Revie Implem 100% 1 1 1 1 1 5
Service focus and Policies Policies & and processes review
) ntation w entation
Delivery Procedures
87
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES)) 88

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI

Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
excellence Implement Manage and track Status of DG, 100% 100%
100%
for all Help Desk interactions with implementation DCS, Imple Imple
DD(ICT
nil Implem 100% - 1.2 - - - 1.2
Ticketing customers ment menta
) entation
system ation tion
Implement Manage and track Status of
Customer interactions with implementation DG, 100% 100%
100%
Relationshi customers DCS, Imple Imple
DD(ICT
nil Implem 100% - - 5 - - 5
p ment menta
) entation
Manageme ation tion
nt (CRM)
Establish Develop & Implementation DCS/D 100% 100%
and implement EDMs Report D 100%
Imple Imple
Maintain & KURIMs (HRMA nil Implem 100% - 20 - - - 20
)/DD(I ment menta
Electronic entation
CT) ation tion
Records
Implement Integrate E- operational E-
E- procurement with procurement DG,
procureme KURA ERP modules DCS,
DD(ICT
- - - - - -
nt system and
procurement )
procedures
Sensitize No. of sensitization
contractors on workshops
DCS 2 2 2 2 2 10 4 4 4 4 4 20
procurement
processes
Track contractor performance reports
DCS 1 1 1 1 1 5 0.5 0.5 0.5 0.5 0.5 2.5
performance
Digitize Onboard Functional HR DCS/D
HR & enhanced HR & modules on the ERP D
Administra Admin services (HRMA 100% 100% - 0.5 - - - 0.5
tion on ERP system )/DD(I
CT)
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

services
Accommo Train Staff in sign No. of trained staff DCS/D
dation of language D
(HRMA
5 5 5 5 5 25 1 1 1 1 1 5
differently interpretation
)
abled
Upgrade/update customer friendly
persons
KURA website to website DCS/D
D(ICT)
5% 5% 5% 5% 5% 25% 1 - - 1 - 2
be disability
friendly
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES))

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
Enhance Leverage Develop Develop & Annual
DG, 100% 100% 100%
KURA's on ICT an ICT implement ICT implementation 100%
DCS, 1 ICT imple imple Review
processes best Strategy Strategy report of the ICT DD(ICT
impleme 100% 3 - - - 1.5 4.5
strategy ment menta the
practices for the strategy ) ntation
and systems ation tion strategy
to authority
enhance Revamp Improve ICT Robust
business and network and infrastructure,
operation Enhance storage dynamic Disaster
Authority’s infrastructure and Recovery site 100% 100%
DCS, 100% 100%
ICT formulate policy Imple Imple
DD(ICT 1 policy Impleme Implem 100% 15 20 15 15 15 80
infrastruct and framework ) ment menta
ntation entation
ure for disaster ation tion
record upgrade
servers, UPS ,
AC, Computers)
Secure ICT Develop and Reduced successful 100% 100%
100%
system and implement cyber attacks on the ICT staff Imple
Imple
Cyber security strategy systems, shorter awarene ment 1
DCS, 1 ment
security periods of ss Audit Review
DD(ICT security Audit - 12 10 10 10 42
strategy downtimes (MTTBF) ) training reco the
audit recom
on mme strategy
mend
cyber ndati
ations
security ons
Data Develop data Action plan in place,
Protection management Data analytics and BI 1 100% 100%
DCS, 100%
and policy, tools and reports Approve Imple Imple
DD - Implem - 1.5 0.5 0.5 0.5 3.0
security system (ICT) d action ment menta
entation
manageme plan ation tion
nt
Modifying Improvement in No of modified and
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

and features and updated software

updating functions to make 100% 100%
100% 100% 100%
software solutions Monit Monit
DCS, Monitor Monitor Monito
and compatible with or & or &
DD & & r& 30 30 30 30 30 150
application the varying (ICT) Maint Maint
Mainten Mainten Mainten
systems market enanc enanc
ance ance ance
with the environment e e
latest
technology
89
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES)) 90

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI
Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28
Enhance Devolve Set up satellite Number of offices
9 10
KURA services to offices in set up DG, 7 8 satelli satellit 11 35
presence the county counties to D(RAC 35. 35. 35.
M),
satellite satellite te e satellite satellite 35.8 35.8 179.1
in level facilitate 8 8 8
DCS offices offices office office offices offices
counties devolving of
s s
services
Establish Set up 4 new New regional offices 4
DG, 4
new regional offices set up regio
D(RAC 4 region 4 region region 4 region 4 21. 21. 21.
regions M),
n 21.7 21.7 108.4
offices offices office offices regions 7 7 7
DCS office
s
s
Provide Develop a Develop Framework
1
One-Stop- Resource operational developed
DG, Ds framew 1 0.5 - - - - 0.5
Shop for Centre Framework &
ork
road Guidelines
infrastruct Operationalize & Operational resource 100% 100%
Operate 100%
ure equip the center maint maint
DG, Ds and mainten 100% 3 2 1 1 1 8
services Resource Centre enanc enanc
equip ance
e e
Enhance Efficient Develop Develop Knowledge
D(PSC), 1-
Knowledge Knowledg institutiona knowledge management
DCS, Policy
Management e l management operational D(RAC
1 policy 0 1 1.5 - - 0.5 - 2
Revie
, Research Managem knowledge operational framework M) w
and ent manageme framework
Innovation nt Identify, Impact Assessment
framework document, Report
analyze & review
D(PSC), 1
knowledge for 1
DCS, Progres 2
relevance, D(RAC
Baseline - 2 - 2 - 4
s reports
accuracy & M) report
Report
applicability
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

(Impact
Assessment)
Knowledge up to date repository
sharing, securing D(PSC), Develo Upda Updat Update
Update
& storage DCS, p& te and e and and
D(RAC
and 100% 2 0.5 0.5 0.5 0.5 4
(Knowledge populat maint maint maintai
M) maintain
Management e ain ain n
Repository)
KRA II- Corporate Governance and Institutional Capacity Total target Budget (Millions (KES))

Goals Objective Strategies Outcomes / Outcome

s Support Indicator/ OVI
Total

Actor
Activities

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
Enhance Establish Develop and STI & Research 2027/28
Creativity an review a Science, Strategy 1 STI &
1
& innovation Technology, Researc
D(PSC) Revie 1 2 1 - - - 3
Innovatio hub Innovation (STI) h
w
n and Research strategy
Strategy
Develop research Research &
& innovation innovation policy
operational Annual
framework & D(PSC) 1 1 1 1 1 5 0.5 0.5 0.5 0.5 0.5 2.5
Annual Research
and Innovation
plan
Identify & Number of research
implement & innovation
research & proposals/
innovation concepts/ projects D(PSC) 2 2 2 2 2 10 2 2 2 2 2 10
proposals/ implemented
concepts
/projects
Reward Annual initiatives
innovative recognition and D(PSC) 2 2 2 2 2 10 2 2 2 2 2 10
initiatives rewards
Develop Collaborate with No of
strategic other partnerships/MoU
D(PSC) 1 1 1 1 1 5 0.5 1 1.5 2 2.5 7.5
partnership organizations and signed and
s institutions operationalized
Collaborations
impact assessment D(PSC) 1 2 3 4 5 5 0.2 0.4 0.8 1 1.2 3.6
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

reports
91
Key Result Area III- Resource mobilization and financial sustainability 92
KRA III: Resource Mobilization & Financial Sustainability Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Support Outcome

Activities Indicator/
Total

Actor
OVI

Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
1)Prudent Financial Management 2027/28
Prudent Prudent Enhance Preparation of Annual Approved
Financial Financial Financial Budgets Annual D-CS 1 1 1 1 1 5 0.8 0.8 0.8 0.8 0.8 4
Manageme management Management Budget
nt of Resources Systems for Preparation of Annual Approved
for sustainability DG
procurement plan Annual
/SC 1 1 1 1 1 5 - - - - - -
Sustainability Procurement M
Plan
Financial Performance Quarterly
Indicators tracking Reports
(absorption of funds & D-CS 4 4 4 4 4 20 - - - - - -
trend analysis, MTP
process)

Cost Reduction and Quarterly

Containment initiates & Reports D-CS 4 4 4 4 4 20 - - - - - -
measures
Automation of financial Upgraded
management practices ERP D-CS 1 - - - - 1 30 - - - - 30

Annual Assets Updated

Valuation Annual Asset D-CS 1 1 1 1 1 5 - 10 - - 12 22
Register
Preparation of Financial Quarterly
Statements and Financial D-CS 4 4 4 4 4 20 - - - - - -
Financial Audits Statements
Audited
Annual
D-CS 1 1 1 1 1 5 3.2 3.3 3.4 3.5 3.6 17
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Financial
Statements
2.) Resource Generation
(a) Operational Develop and Engage consultant to Resource
Alternative resource operationalize develop resource Mobilization
sources of mobilization resource mobilization strategy Strategy in DG 1 - - - - 1 - - - - -
funding for strategy mobilization place
strategy
sustainabili Mobilize Public Private Establish a PPP Operational
ty Additional Partnerships Function PPP Function DG 1 - - - - 1 - - - - -
Financial (PPP) Establish PPP PPP
Resources to operational framework engagement
Bridge for collaboration with framework DG 1 1
Financing other stakeholders and
Gaps Partner
Identify Viable PPP No. of PPP
projects & Engage Agreements DG 2 2 2 3 3 12 - - - - - -
potential partners
Project implementation PPP project
through PPP as per implementatio DG 600 1,200 1,800 2,400 3,600 9,600 - - - - - -
signed MOU/MOA n value
Social Impact Develop Concept No. project
D-
Bonds papers, design, drafting proposals PSC
proposals on social initiated D- 1 1 1 2 2 7 - - - - - -
issues along corridors URP
D

Amount D-
generated PSC
through social D- 500 - 500 1,000
impact Bond URP
D
Green Fund/ Develop Concept No. project D-
Climate papers, design, Drafting proposals PSC
Proofing proposals on Climate initiated D- 1 1 1 2 2 7 - - - - - -
URP
funds proofing initiatives D
along corridors Amount D-
generated PSC
through Green D- 500 - 500 1,000
/Climate URP
Proofing Fund D
Provision of Offer technical Number of
Consultancy expertise to Counties, consultancies D-CS
D-
1 2 3 4 4 14 - - - - - -
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

services estate developers, offered

PSC
MDAs and other
Amount of
clients,
revenue
generated D-CS
from offering D-
- - 3.50 4.00 4.50 12.00
technical PSC
expertise
93
Provision of Development of Framework in
specialized operational framework place Develop Pilot &
94
services and Implem Imple Imple
DG & Implem 0.5
leasing of ent ment ment 0.5
Lobby ent
assets
Benchmark & lobby to
overcome statutory and changes to
regulatory challenges to regulations
enable provision of DG 1 1 - - - 2 1 1 - - - 2
specialized services and
leasing of assets.
Gazettement of fees schedule of
and charges for fees and
provision of specialized charges 0.0
DG - - 1 - - 1 - - - - 0.01
services and leasing of 1
assets
Utilizing idle capacity Amount of
within the road revenue
corridors (Leasing of generated D-CS - - 50 100 200 350 - - - - - -
space, micro tunneling,
service ducts etc.)
Partnering with private Amount of
investors in the rent arising
establishment of electric from the D-
charging points and partnerships RA&
LPG points on Roads CM
- - 10 15 30 55 -
Corridors D-CS

Partner with private Amount of

partners to lease traffic revenue
safety parks. generated by D-
URP
hosting &D
- - 5 10 15 30 - -
training D-CS
services in
traffic parks
Generate revenue from Amount of
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

survey data, traffic data, revenue

axle load data, generated
completed feasibility
reports and designs D-
PSC - - 25 30 35 90 -
from developers, D-CS
consultants, media
houses, county
governments and
researchers.
 Generate revenue from Amount of
leasing of KURA Labs revenue D-
(material testing generated PSC/ - - 2 2 2 6 - - -
services) DCS

Collect fines Lobby for formulation Board Paper

and penalties of Policy for revenue for enabling
from Axle generation through legislation to Develop Pilot &
Implem Imple Imple
loading, direct fining from Axle the CS DG & Implem - 1.5 1.0 - - - 2.5
ent ment ment
misuse of load offenders, misuse Lobby ent
NMT & road of NMT & road
corridors corridors
Gazettement of fines Regulation/sta
and charges for tute 0.0
DG - - 1 - - 1 0.01
enforcement 1

ITS operations Establish operational Number of

framework to collect services D-CS - 100 100 100 300 - - - - -
revenue offered

Axle load Collect fines and Amount of

enforcement penalties from Axle revenue
loading, misuse of generated D-CS - 30 30 30 90 - - - - - -
NMT & road corridors from fines

Lobby for Lobby for legislation of Concept Paper

enabling Electric Vehicles Road for enabling
legislation Maintenance Levy legislation to
switch to (EVRML) KRB & the CS
Road Use
D- Concept
Levy from PSC
- - - - 1 - - - - - -
paper
Fuel levy to
capture
increasing
Electric and
hybrid cars
Others Identification and Amount
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Sources disposal of obsolete Generated

assets from annual D-CS 2 2 2 2 2 10 0.2 0.2 0.2 0.2 0.2 1
disposal of
obsolete assets
Lease of access and Amount of D-CS
ducts revenue D-
generated RAC
Lease of M 30 35 40 45 50 200
Ducts and D-
URP
Road access D
95
 Revenue from other Amount
sources generated
96
D-CS 350 350 400 450 500 2,050
from other
sources
3) Revenue generation (Conventional sources)
Adequate Engage the Timely budget Prepare & Submit Approved
Exchequer National preparations & Budgets Estimates Annual
Allocation Treasury for submission Budget D-CS 1 1 1 1 1 5 - - - - - -
adequate Estimates
Exchequer
Allocation to
Lobby for adequate % Increase in
close funding
Budget Allocation & Budget
gaps
timely Approval to Allocation 11,06 12,16
close funding gaps DG 8,311 9,142 10,056 50,736
1 7

Adequate Engage the Lobby for Preparation and Documented

funding Ministry for review of the submission of justification
DG/
from adequate RMLF justification report for and report LEG 1 - - - - 1 - - - - - -
RMLF RMLF allocation the review of RMLF AL
funding formula to allocation formula
attract more
funding Approval and Increased
application of the new RMLF
RMLF allocation communicated
19,95 21,94
formula. through DG 14,990 16,489 18,138 91,514
1 7
annual
allocation
ceilings
Adequate Engage Attract more Develop Concept Concept
funding Development funding from papers, designs & designs &
D-
from Partners for Development Undertake feasibility feasibility
URP 1 1 1 1 1 5 - - - - - -
Developme more funding partners studies aligned to studies &D
nt Partners from development partners completed
development strategic plans
partners Preparation of Project Number of
Appraisal Documents Project
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

and Signing of Appraisal D-

Financing agreements Documents URP
&D
0 1 0 0 0 1
and signed
D-CS
financing
agreement
Engagement with key Amount
development partners Raised from D-
Development URP
&D
2,185 2,403 2,643 2,908 3,198 13,337
Partners
D-CS
 ANNEXES
9.1 Implementation Matrix

Key Result Area I- Plan, Design, Develop, Upgrade and Maintain National Urban Road Network
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Outcome Actor

Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28

Transform Increase Plan and Design Conduct Feasibility Number of PSC

and Paved Motorised & Non- studies and Prefeasibility
10 12 13 13 15 63 1,000 1,200 1,300 1,300 1,500 6,300
enhance Urban Road Motorised preliminary Studies
urban Network Transport engineering designs undertaken
Mobility for Networks per region Number of PSC/
through universal Feasibility URP&
access to all D 4 4 4 4 4 20 240 240 240 240 240 1,200
improved Studies
urban road users undertaken
network Number of URP&
preliminary/deta D
5 6 7 7 8 33 250 300 350 350 400 1,650
iled engineering
designs
Plan and Design Number of URP&
Motorised and Non- Urban Roads D
Motorised Urban Infrastructure
2 2 2 2 2 10 200 200 200 200 200 1,000
roads infrastructure Master Plans
master plans for for Motorised
Road Networks for road networks
all urban areas Number of URP&
including cities, Urban Roads D
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

county headquarters Infrastructure

and all major towns 2 2 5 5 5 19 100 100 250 250 250 950
Master Plans for
Non-Motorised
road networks
Develop detailed KMs new NMTs URP&
D
60 80 90
designs for NMTs Designed 600 1000 3900 5 5 5 5 5 25
0 0 0
and Motorised Road
Networks KMs of new URP&
Road Network D 30 40 45
300 500 1950 10 10 10 10 10 50
Designed 0 0 0
97
 ANNEXES 98
9.1 Implementation Matrix

Key Result Area I- Plan, Design, Develop, Upgrade and Maintain National Urban Road Network
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Outcome Actor

Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28

Transform Increase Plan and Design Conduct Feasibility Number of PSC

and Paved Motorised & Non- studies and Prefeasibility
10 12 13 13 15 63 1,000 1,200 1,300 1,300 1,500 6,300
enhance Urban Road Motorised preliminary Studies
urban Network Transport engineering designs undertaken
Mobility for Networks per region Number of PSC/
through universal Feasibility URP&
access to all D 4 4 4 4 4 20 240 240 240 240 240 1,200
improved Studies
urban road users undertaken
network Number of URP&
preliminary/deta D
5 6 7 7 8 33 250 300 350 350 400 1,650
iled engineering
designs
Plan and Design Number of URP&
Motorised and Non- Urban Roads D
Motorised Urban Infrastructure
2 2 2 2 2 10 200 200 200 200 200 1,000
roads infrastructure Master Plans
master plans for for Motorised
Road Networks for road networks
all urban areas Number of URP&
including cities, Urban Roads D
county headquarters Infrastructure
and all major towns 2 2 5 5 5 19 100 100 250 250 250 950
Master Plans for
Non-Motorised
road networks
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

Develop detailed KMs new NMTs URP&

D
60 80 90
designs for NMTs Designed 600 1000 3900 5 5 5 5 5 25
0 0 0
and Motorised Road
Networks KMs of new URP&
Road Network D 30 40 45
300 500 1950 10 10 10 10 10 50
Designed 0 0 0
 ANNEXES
9.1 Implementation Matrix

Key Result Area I- Plan, Design, Develop, Upgrade and Maintain National Urban Road Network
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Outcome Actor

Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28

Transform Increase Plan and Design Conduct Feasibility Number of PSC

and Paved Motorised & Non- studies and Prefeasibility
10 12 13 13 15 63 1,000 1,200 1,300 1,300 1,500 6,300
enhance Urban Road Motorised preliminary Studies
urban Network Transport engineering designs undertaken
Mobility for Networks per region Number of PSC/
through universal Feasibility URP&
access to all D 4 4 4 4 4 20 240 240 240 240 240 1,200
improved Studies
urban road users undertaken
network Number of URP&
preliminary/deta D
5 6 7 7 8 33 250 300 350 350 400 1,650
iled engineering
designs
Plan and Design Number of URP&
Motorised and Non- Urban Roads D
Motorised Urban Infrastructure
2 2 2 2 2 10 200 200 200 200 200 1,000
roads infrastructure Master Plans
master plans for for Motorised
Road Networks for road networks
all urban areas Number of URP&
including cities, Urban Roads D
county headquarters Infrastructure
and all major towns 2 2 5 5 5 19 100 100 250 250 250 950
Master Plans for
Non-Motorised
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

road networks
Develop detailed KMs new NMTs URP&
D
60 80 90
designs for NMTs Designed 600 1000 3900 5 5 5 5 5 25
0 0 0
and Motorised Road
Networks KMs of new URP&
Road Network D 30 40 45
300 500 1950 10 10 10 10 10 50
Designed 0 0 0
99
 ANNEXES 100
9.1 Implementation Matrix

Key Result Area I- Plan, Design, Develop, Upgrade and Maintain National Urban Road Network
KRA I: Plan, Design, Develop, Maintain and Manage National Urban Road Network Target Budget (Millions (KES))

Goals Objectives Strategies Outcomes / Outcome Actor

Support Activities Indicator/ OVI

Total
Total

2023/24
2024/25
2025/26
2026/27
2027/28
2023/24
2024/25
2025/26
2026/27
2027/28

Transform Increase Plan and Design Conduct Feasibility Number of PSC

and Paved Motorised & Non- studies and Prefeasibility
10 12 13 13 15 63 1,000 1,200 1,300 1,300 1,500 6,300
enhance Urban Road Motorised preliminary Studies
urban Network Transport engineering designs undertaken
Mobility for Networks per region Number of PSC/
through universal Feasibility URP&
access to all D 4 4 4 4 4 20 240 240 240 240 240 1,200
improved Studies
urban road users undertaken
network Number of URP&
preliminary/deta D
5 6 7 7 8 33 250 300 350 350 400 1,650
iled engineering
designs
Plan and Design Number of URP&
Motorised and Non- Urban Roads D
Motorised Urban Infrastructure
2 2 2 2 2 10 200 200 200 200 200 1,000
roads infrastructure Master Plans
master plans for for Motorised
Road Networks for road networks
all urban areas Number of URP&
including cities, Urban Roads D
county headquarters Infrastructure
and all major towns 2 2 5 5 5 19 100 100 250 250 250 950
Master Plans for
Non-Motorised
Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

road networks
Develop detailed KMs new NMTs URP&
D
60 80 90
designs for NMTs Designed 600 1000 3900 5 5 5 5 5 25
0 0 0
and Motorised Road
Networks KMs of new URP&
Road Network D 30 40 45
300 500 1950 10 10 10 10 10 50
Designed 0 0 0
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 101

ANNEX II:
CONSULTATION WORKSHOPS & STAKEHOLDER
VALIDATION.
i) Steering Committee and Management inception meeting held on 6th March 2023 at KURA boardroom, Barabara Plaza

ii) Board and Management consultation workshop held on 15th-16th March 2023 at Aberdare Country Club, Nyeri.

iii) Steering Committee Brainstorming workshop held on 11th – 15th April at Grand Winston Hotel, Nakuru.

iv) 1st Draft SP Management validation workshop held on 24th – 25th May 2023 at the Auditorium, Barabara Plaza.

v) 2nd Draft SP Board Validation held on 8th -10th June, 2023 at Sawela Resort, Naivasha.

vi) Stakeholder Validation workshop held on 7th September 2023 at Radisson Blue Hotel, Nairobi.

vii) Final Board validation and Approval 5th October 2023 at Four Point by Sheraton Hotel, JKIA, Nairobi.
102 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

BOARD OF

DIRECTORS

Eng. Charles M. Chiuri, PE, FIEK Eng. Silas M. Kinoti, Basil N. Nyagah
Board Chairman MBS, FIEK Director Representing
Institute of Engineers of Kenya Director General Matatu Welfare Association
& Board Secretary

Mr. Joseph G. Kiarii Eng. Luka Kimeli Mr. Joseph L.O Muganda
Director Representing Director Representing Director Representing
PS. The National Treasury PS. State Department for Kenya Association of
Roads Manufacturers

Joyce N. Mundara Ms. Jayne K. Asuma Mr. Abraham Samoei

Director Representing Director Representing Director Representing
Association of County State Department for Institute of Surveyors
Governments (ACGOK) Devolution of Kenya
 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan 103

TOP

MANAGEMENT
Eng. Silas M. Kinoti, Eng. Wilfred R. Oginga, PE
MBS, FIEK Director, Urban Roads Planning & Design.
Director General &
Board Secretary MSc. (Construction Management)
BSc (Civil Engineering)
MBA (Corporate Member - IEK, EBK
Management)
BSc (Civil Engineering)
Member - IEK, EBK

Eng. Jacinta Mwangi CPA. Reuben Mayienda

Ag. Director, Policy, Director, Corporate Services
Strategy & Compliance.
MA (Public Policy Management)
BSc (Civil Engineering) MBA (Finance)
Member - IEK, EBK BCom(Finance)
CPA (K)
Member - ICPAK

Eng. Abdulrashid S. Eng. Mike Telieny

Mohamed Director, Road Assets & Corridor
Director, Urban Roads Management
Development
MBA (Strategic Management)
MSc. (Construction BSc (Civil Engineering)
Management) Member - IEK, EBK
BSc (Civil Engineering)
Member - IEK, EBK
104 Kenya Urban Roads Authority | 2023 - 2027 Strategic Plan

2023-2027
Strategic Plan www.kura.go.ke