National Environment Management Authority Strategic Plan 2019-2024

NATIONAL ENVIRONMENT MANAGEMENT AUTHORITY STRATEGIC PLAN 2019-2024 Logo Elements mazingira yetu | uhai wetu | wajibu wetu National Environment Management Authority, Kenya (NEMA) © National Environment Management Authority, 2019 First published 2019 Extracts may be published if the source is duly acknowledged For more information contact Director General National Environment Management Authority Popo Road, off Mombasa Road P.O. Box 67839- 00200, Nairobi, Kenya Tel: 020 2103696, 020 2101370, 0724 253398, 0735 013046, 0735 010237 Report incidences and complaints: NEMA Incidence line: 0786 101 100 Email: dgnema@nema.go.ke Website: www.nema.go.ke Facebook: National Environment Management Authority – Kenya Twitter:@nemakenya Our Environment, Our Life, Our Responsibility Mazingira Yetu, Uhai Wetu, Wajibu Wetu i TABLE OF CONTENTS Copyright Page i Table of Content ii List of Tables iii Abreviations and Acronyms iv Foreword vi Preface vii Acknowledgement viii Board of Management ix Executive Summary x CHAPTER ONE INTRODUCTION 1 1.0 Overview 1 1.1 Background 1 1.2 Mandate and Functions of NEMA 1 1.3 Key Policy and Legal Documents relevant to NEMA 1 1.4 Authority’s Compliance with the Constitution 2 1.5 Rationale for Development of NEMA’s Strategic Plan 2 1.6 Process of Developing the Strategic Plan 2 1.7 Global, Regional and National Environmental Issues 2 1.8 Role of NEMA in Global, Regional and National Obligations 3 1.8.1 Kenya Vision 2030 3 1.8.2 Role of NEMA in Kenya Vision 2030 3 1.8.3 The Big Four Agenda 4 1.8.4 The Sustainable Development Goals (SDGs) 4 1.8.5 Africa Agenda 2063 5 CHAPTER TWO SITUATIONAL ANALYSIS 6 2.0 Overview 6 2.1 Performance Review of the Third Strategic Plan (2013-2018) 6 2.1.1 Achievements 6 2.1.2 Challenges and Interventions 7 2.1.3 Lessons Learnt 8 2.2 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis 8 2.3 Environmental Scanning (PESTEL Analysis) 10 2.4 Stakeholder Analysis 13 CHAPTER THREE STRATEGIC FOCUS 16 3.0 Overview 16 3.1 Vision, Mission, Motto and Core Values 16 3.1.1 Vision 16 3.1.2 Mission 16 3.1.3 Motto 16 ii 3.1.4 Core Values 16 3.2 Key Result Areas (KRAs) 17 3.3 Strategic Objectives 17 3.4 Strategy Matrix 18 CHAPTER FOUR IMPLEMENTATION AND COORDINATION FRAMEWORKS 20 4.0 Overview 20 4.1 Governance Structures 20 4.2 Staffing Levels 20 4.3 Human Resource Development Strategies 20 4.4 Organizational Structure 21 4.5 Strategy Implementation 21 4.5.1 Strategy Implementation Responsibilities 21 4.5.2 Financial Implication 22 4.5.3 Sources of funds 24 4.5.4 Resource Mobilization Strategies 24 4.6 Risk Management 24 CHAPTER FIVE MONITORING, EVALUATION, REPORTING AND LEARNING 26 5.0 Overview 26 5.1 Monitoring, Evaluation, Reporting and Learning Framework 26 5.1.1 Monitoring and Evaluation Team 26 5.2 Linking MERL to Performance Management 26 5.2.1 Cascading the Plan 26 5.2.2 Scheduled meetings and workshops 26 5.3 Progress Reports 26 5.4 Performance Review 26 5.5 The Implementation Matrix 27 LIST OF TABLES TABLE 1: NEMA’S ROLE IN MTP III 3 TABLE 2:: NEMA’S ROLE IN THE BIG FOUR AGENDA 4 TABLE 3: NEMA’S ROLE IN SDG’S 4 TABLE 4: NEMA’S ROLE IN AGENDA 2063 5 TABLE 5 : KEY ACHIEVEMENTS 6 TABLE 6: CHALLENGES AND INTERVENTIONS 7 TABLE 7: STRENGTHS 8 TABLE 8: WEAKNESSES 9 TABLE 9: OPPORTUNITIES 9 TABLE 10: THREATS 10 TABLE 11: POLITICAL FACTORS 11 TABLE 12: ECONOMIC FACTORS 11 TABLE 13: SOCIAL FACTORS 11 iii TABLE 14: TECHNOLOGICAL FACTORS 12 TABLE 15: ENVIRONMENTAL FACTORS 12 TABLE 16: LEGAL FACTORS 13 TABLE 17: STAKEHOLDER ANALYSIS 13 TABLE 18: STRATEGY MATRIX 18 TABLE 19: PROPOSED STAFFING LEVELS 20 TABLE 20: TOTAL RESOURCES REQUIRED FOR THE PERIOD 2019-2023 22 TABLE 21: RISK ANALYSIS 24 LIST OF FIGURES FIGURE 1 :CURRENT ORGANIZATION STRUCTURE 21 APPENDIX 1: IMPLEMENTATION MATRIX 28 APPENDIX 2: MONITORING AND EVALUATION REPORTING FRAMEWORK 50 ABBREVIATIONS AND ACRONYMS ADA - Alcohol and Drug Abuse BEC - Basic Enforcement Course CCA - Climate Change Act CCCM - Chief Corporate Communications Manager CECs - County Environment Committees CEAPs - County Environment Action Plans C&E - Compliance and Enforcement CMF - Coastal Marine and Fresh Waters CPS - Corporate Planning Secretariat CSOs - Civil Society Organizations CSR - Corporate Social Responsibility DFA - Director of Finance and Administration DG - Director General EAPs - Environmental Action Plans EEI&PP - Environmental Education, Information and Public Participation EIA - Environmental Impact Assessment EMCA - Environmental Management and Coordination Act EMPs - Environmental Management Plans EP&RC - Environmental Planning and Research Coordination EPRs - Extended Producer Responsibilities ERP - Enterprise Resource Planning ESAs - Environmental Significant Areas ESD - Education for Sustainable Development GCF - Green Climate Fund GHGs - Green House Gases GIS - Geographical Information System GOK - Government of Kenya IEC - Information Education and Communication IRMF - Institutional Risk Management Framework ME&F - Ministry of Environment and Forestry iv KEPI - Kenya Environment Performance Index KRAs - Key Result Areas KSh - Kenyan Shilling LS - Legal Services MCDAs - Ministries Counties Departments and Agencies MERL - Monitoring, Evaluation, Reporting and Learning M&E - Monitoring and Evaluation MRV - Monitoring, Reporting and Verification MTP - Medium Term Plan NAP - National Action Plan NCCAP - National Climate Change Action Plan NDC - Nationally Determined Contribution NEAPs - National Environment Action Plans NEMA - National Environment Management Authority NIE - National Implementing Entity NSoE - National State of Environment ODS - Ozone Depleting Substances PBB - Programme-Based Budgeting PC - Performance Contract RCE - Regional Centres of Expertise SDGs - Sustainable Development Goals SSA - Seniour System Administrator SWOT - Strengths, Weaknesses, Opportunities and Threats UAV - Unmanned Aerial Vehicle WRA - Water Resources Authority v FOREWORD The overall Vision of the Ministry of Environment and Forestry (ME&F) is to deliver to Kenyans a clean, healthy, safe and sustainably managed environment and natural resources. The Ministry is mandated to protect, conserve and manage the environment and natural resources in order to ensure sustainable development. In its capacity as a government organ, the Ministry plays a leading role in policy formulation and coordination of its implementation targeting global environmental commitments, meeting aspirations of the Constitution of Kenya, 2010 and targets under Vision 2030 development blueprint. In addition, the Ministry through its departments and state corporations will implement programmes, projects and activities which will directly support the Big Four Agenda. The initiatives will support food security, manufacturing, affordable universal health care and affordable housing. The sustainable management of the environment and natural resources is, therefore, core to the country’s economic growth and development. The environment and natural resources sector is faced with many challenges, which include destruction of water catchment and riparian areas, land degradation, human-wildlife conflict, increased competition/conflicts in natural resource utilization among communities, rapidly growing unplanned urban settlements, waste management and pollution from industries among others. The need to address pollution and poor waste management is a priority not only in Vision 2030 but also captured in Article 42 of the Constitution, which entitles every citizen to a clean and healthy environment. The effects of climate change and associated extreme weather events threaten sustainable development and impacts negatively on the sector. Flooding and droughts affect food production, water supply, housing access, livestock production and general livelihoods of the people. In this regard, the Ministry has played a leading role in development of the Environment Policy, National Climate Change Response Strategy, and reviewed legal, regulatory and institutional frameworks to ensure increased efficiency through the adoption of new technologies and best practices towards addressing the challenges. The Ministry’s Strategic Plan also identifies these challenges and proposes intervention measures at all levels including involvement of stakeholders and state corporations under its jurisdiction. On environment policy implementation, the Ministry relies on the National Environment Management Authority (NEMA), whose mandate is to coordinate and supervise Lead Agencies and stakeholders in the implementation of all government policies relating to the environment. The NEMA Strategic Plan for the period 2019-2023 has taken into consideration actions required to meet the global commitments and national priorities, and supplementing efforts being spearheaded by the Ministry. Looking forward, I wish to emphasize that my Ministry is committed to supporting the Authority in undertaking its mandate and in the implementation of the Strategic Plan for the period 2019-2024. This will go a long way to complement the Ministry’s planned activities aimed at achieving the country’s aspirations as envisaged in the Constitution and Vision 2030. KERIAKO TOBIKO CBS, SC CABINET SECRETARY, MINISTRY OF ENVIRONMENT & FORESTRY vi PREFACE The National Environment Management Authority (NEMA) was established in 2002 under the Environmental Management and Coordination Act (EMCA) 1999. Since then, the Authority has made major milestones in the management of the environment through formulation of necessary legal and institutional frameworks and strengthening its structures. The Authority has also streamlined its processes and is ISO 9001:2015 certified. The 2019-2024 Strategic Plan is aligned to the Medium Term Plan III and has integrated strategic planning with performance management. The Plan communicates NEMA’s vision, mission, and strategies to achieve its mandate. It provides a framework for prioritizing programs, projects, services/products and resources to continuously improve performance and results, based on the mandate of NEMA as contained under sections of the Environmental Management and Coordination Act, 1999. All these activities and programs will be undertaken to ensure NEMA exercises general supervision and co-ordination over all matters relating to the environment and to be the principal instrument of Government in the implementation of all policies relating to the environment. This strategic plan will help in realizing the aspirations of the preamble of the Constitution of Kenya 2010, which requires a citizenry who are “respectful of the environment, which is our heritage, and determined to sustain it for the benefit of future generations”. Delivering our tasks in accordance with this strategic plan will help us to achieve the overall goal set out in Article 42 of the Constitution of Kenya 2010, to ensure every person has the right to a clean and healthy environment. The development of the strategic plan was a consultative approach that involved the Board of Management, Management, staff and stakeholders. The Authority has identified six Key Result Areas that will be the focus of this Strategic Plan. The Key Result Areas are: 1. Environmental Quality Protection and Conservation 2. Ecological Integrity of Ecosystems 3. Climate change 4. Environmental Governance & Coordination 5. Green economy for Sustainable Development 6. Institutional Capacity The Board will ensure the successful implementation of the Strategic Plan and in particular, implement resource mobilization strategies to enhance its financial base and undertake restructuring for effective operations and service delivery. The Board will continue to provide policy direction ensuring the Authority delivers on its mandate and promotes environmental stewardship, professionalism, integrity, innovativeness, customer focus and teamwork. The Board has incorporated the Mwongozo Code of Conduct as a critical building block in entrenching principles and values of public service and best practices in corporate governance. I appeal to all stakeholders and development partners to support programmes in this strategic plan in order to help create a sound environment management regime. I am confident that the proposed programmes in this strategic plan will enhance environmental management and ensure a clean, healthy and sustainable environment” as envisaged in the vision statement. JOHN KONCHELLAH CHAIRMAN, BOARD OF MANAGEMENT vii ACKNOWLEDGEMENT As we launch our fourth corporate strategy for the period 2019 – 2024, we look back and celebrate our achievements powered by dedicated staff and committed Board of Management. The plan provides a roadmap for environment management and offers a great opportunity for the National Environment Management Authority (NEMA) to deliver on its mandate. Our operations will be guided by the new vision of ensuring “a clean, healthy and sustainable environment” and the mission “to coordinate, supervise and manage all matters relating to the environment in Kenya”. During the last implementation period, the Authority successfully enforced the ban on plastic carrier bags among others and this was a major milestone. The success is attributed to enhanced enforcement, strengthening of strategic partnerships, public goodwill and support. As a result, the country now has a visibly cleaner and healthier environment. The Authority will continue to sustain the same in the new implementation period. In the wake of numerous challenges such as inadequate funding, low staffing, inadequate infrastructure and slow uptake and implementation of devolved functions by the county governments, the current strategy sets the stage for deliberate strategies to mobilise financial and human resources, enhanced partnerships with national and county governments, development partners and other stakeholders. In order to improve our customer satisfaction, the Authority will prioritize processing of licenses of projects that contribute to the Big four agenda; coordination and management of waterbodies, biodiversity and eco-systems; enforcement of environment laws; reviewing regulations for improvement of environment management; promotion of the principles of green and circular economy initiatives that reduce carbon emission; environmental research for critical areas to improve decision making; and enhanced environmental education and awareness among others. I wish to extend our gratitude to the to the entire Corporate planning Unit and Management who provided crucial technical input into the preparation of the strategic plan. The strategic plan has incorporated appropriate measures to ensure robust Monitoring, Evaluation, Reporting and Learning (MERL) to achieve the intended objectives and initiatives. The plan has also been aligned to the framework of performance contract requirements. I look forward to an improved quality of the environment during this Strategic Plan’s implementation period. MAMO B. MAMO AG. DIRECTOR GENERAL viii BOARD OF MANAGEMENT Mr. John Konchellah Chairman Prof. Penina Aloo Obudho Vice Chairperson Prof. Barnabas Mitaru Board Member Ms. Teresia Mbaika Malokwe Board Member Dr. Kisa Juma Ngeiywa Board Member Hon. Agostinho Neto Board Member Mr. Alex Mbuvi Board Member Mr. Isaac M. Memusi Board Member Ms. Annie Syombua Board Member Hon. Halima D. Ware Board Member Mamo B. Mamo Acting Director General ix EXECUTIVE SUMMARY The Strategic Plan has been developed taking into consideration its mandate as stipulated in section 9 of EMCA, 1999, the Constitution of Kenya, 2010, the Kenya Vision 2030, MTP III, the Big Four Agenda, Africa Agenda 2063, Sustainable Development Goals and other prevailing legal and policy documents. The Authority shall endevour to “coordinate, supervise and manage all matters relating to the environment in Kenya to realize its vision of “A clean, healthy and sustainable environment”. Chapter One of the Strategic Plan presents the historical development of the Authority. It also provides the institutional framework which highlights the mandate of the Authority as stipulated in section 9 of EMCA (1999) Laws of Kenya. It further outlines the role of the Authority in the realization of the national development agenda: The Big Four, MTP III of Vision 2030, SDGs and Africa 2063 aspirations. Chapter Two analyses the strengths, weaknesses, opportunities and threats as well as the political, economic, social Cultural, technological, environmental and legal environment under which the Authority is operating. A stakeholder analysis was undertaken to identify the key stakeholders, their expectations and NEMA’s expectations. Chapter Three presents the Strategy Model of NEMA, which includes the Vision, Mission, Motto, Core Values, Key Result Areas, Strategic Objectives and Strategies towards achievement of the desired results. The six Key Result Areas are: 1. Environmental Quality, Protection and Conservation; 2. Ecological Integrity of Ecosystems; 3. Climate change; 4. Environmental Governance & Coordination; 5. Green economy for Sustainable Development; and 6. Institutional Capacity These will be achieved through the following strategic objectives; 1. To improve quality of environment 2. To promote sustainable natural resource utilization 3. To promote public behavioural change in environmental management 4. To promote conservation and management of aquatic and terrestrial ecosystems 5. To promote conservation and management of environmentally significant areas 6. To restore selected degraded aquatic and terrestrial ecosystems 7. To support reduction and monitoring of Green House Gases (GHG) emissions 8. To advance implementation of climate change duties by public and private entities 9. To integrate climate risk and vulnerability assessment into all forms of assessment 10. To mobilize and deploy climate Finance 11. To support implementation of CCA, NAP, NDC, NCCAP 12. To promote programmes on Carbon Neutrality 13. To strengthen the regulatory framework for environmental management 14. To Promote synergy in management of environmental functions 15. To promote sustainable blue economy 16. To promote green and circular economy 17. To Strengthen corporate governance 18. To enhance corporate image 19. To strengthen human capital 20. To enhance financial sustainability 21. To enhance Service Delivery 22. Risk management Chapter Four outlines the Authority’s resource capacity by highlighting the staffing levels, governance structures and organizational structure. It presents the financial projections for the strategic plan. It also highlights the implementation and coordination mechanism, which identifies what the Authority will do before, during and after implementation. The risk factors that may affect the implementation of the strategic plan have been identified and appropriate mitigating factors recommended. Chapter Five highlights the monitoring, evaluation, reporting and learning framework. x CHAPTER ONE INTRODUCTION INTRODUCTION 1.0 Overview This Chapter presents the background and mandate of National Environment Management Authority (NEMA). It also provides the functions of NEMA, Legal and policy frameworks relevant to NEMA, the rationale and process of developing the strategic plan as well as NEMA’s role in national, regional and international agenda. 1.1 Background NEMA is established by section 7 of the Environmental Management and Coordination Act (EMCA), 1999, and has been in operation since 1st July 2002. Prior to enactment of EMCA, 1999, environmental legislation was largely sectoral and environmental conservation and management issues were hardly mainstreamed in the sectoral policies, programmes and plans. There was lack of a coordinated approach to environmental management. Remedial measures were inadequate and there were no provisions to prevent or mitigate adverse environmental impacts. Consequently, the state of environment of Kenya continued to deteriorate and social-economic inequalities increased. EMCA was enacted to provide for the establishment of an appropriate legal and institutional framework for the management of the environment. EMCA did not repeal existing sectoral legislation and instead sought to coordinate the activities of the various government agencies tasked with regulating different sectors of the environment. 1.2 Mandate and Functions of NEMA The object and purpose for which NEMA is established under EMCA is twofold: to ensure sustainable management of the environment through exercising general supervision and coordination over matters relating to the environment and; to be the principal instrument of government in the implementation of all policies relating to the environment. The functions of the Authority are stipulated in EMCA and include: i) coordinating environmental management activities being undertaken by the lead agencies; ii) taking stock of the natural resources; iii) advising on land use planning; iv) undertaking research, investigation and surveys in the field of environment and disseminating information on the findings; v) mobilizing and monitoring the use of financial and human resources for environmental management; vi) regulating, monitoring and assessing activities to ensure that the environment is not degraded; vii) enforcing environmental standards, viii) undertaking environmental education, public awareness and public participation programmes; developing, publishing and disseminating manuals, codes or guidelines relating to environmental management; ix) preparing the state of the environment report and; development and implementation of the national environment action plans. The functions of NEMA are not only stipulated in EMCA, 1999 but also in the Climate Change Act, 2016. Section 17 of the said Act empowers NEMA on behalf of the National Climate Change Council to monitor, investigate and report on whether public and private entities are in compliance with the assigned climate change duties and to regulate, enforce and monitor compliance on levels of greenhouse gas emissions as set by the Council under the Act. The Constitution of Kenya, 2010 under Article 42 also creates obligations for NEMA in a bid to help the citizens achieve a clean and healthy environment. To this extent NEMA must ensure that the environment is protected for the benefit of present and future generations in accordance with the principles of sustainable development stipulated in Article 10 of the Constitution. Other obligations are also stipulated under Article 69 and Article 70 of the Constitution of Kenya 2010. 1.3 Key Policy and Legal Documents relevant to NEMA The environment cuts across several sectors. There are various policies and laws which directly or indirectly impact on conservation and management of the environment. Some of those policies and law include: Policies a) The National Environment Policy, 2014. b) The Integrated Coastal Zone Management Policy, 2014 c) The National Wetlands Management Policy, 2014 d) The Education for Sustainable Development Policy, 2014. e) The National Land Policy, 2009. f) The National Land Use Policy, 2017. g) The Kenya Vision 2030 h) The Sustainable Development Goals (SDGs) 1 i) Africa’s Agenda, 2063 j) Presidential directives issued from time to time Laws; a) The Constitution of Kenya, 2010 b) The Environmental Management and Co-ordination Act, 1999. c) The Climate Change Act, 2016. d) The Water Act, 2016 e) The Energy Act, 2019 f) The Wildlife Conservation and Management Act, 2013 g) The Mining Act No, 2016 h) The Forest Management and Conservation Act, 2016 i) The Petroleum Act, 2019. j) The Agriculture and Food Authority Act, 2013. k) The Physical Planning Act, 1996. l) The Fisheries Management and Development Act, 2016. m) National Construction Act, 2011 n) National Nuclear Act, 2018 These Acts among others have direct impacts on environment management and the Authority’s interacts regularly with responsible agencies. 1.4 Authority’s Compliance with the Constitution In exercise of its mandate, NEMA shall respect, uphold and defend the Constitution. In particular, NEMA shall provide leadership in the realization of Articles 42 with regard to ensuring Kenyans have the right to a clean and healthy environment; Article 69 to ensure sustainable exploitation, utilization, management and conservation of the environment; and Article 70 with regard to the enforcement of Environmental rights as well as the devolved environmental functions stated in the Fourth Schedule of the Constitution of Kenya 2010. 1.5 Rationale for Development of NEMA’s Strategic Plan The Authority programmes in the last five years were guided by the strategic plan covering the period 2013-2018. That particular strategic plan was implemented with significant achievements as outlined in this strategic plan. At the end of that planning period, there was need to establish a planning framework for the next period of implementation. The development of this Strategic Plan is therefore informed by the need to: a) Provide NEMA’s strategic direction for the period 2019-2024; b) Align the Strategic direction with the relevant global, regional and national, development agenda in particular, the Big four agenda, MTP III and climate change c) Provide an overall framework for prioritization and allocation of resources 1.6 Process of Developing the Strategic Plan The Strategic Plan was developed through a consultative and participatory approach that ensured involvement of all key stakeholders namely; Board of Management, management, staff and stakeholders. The review was undertaken through a process involving the following stages: a) Administration of questionnaires; b) Desk review of NEMA’s relevant documents; c) Development of a working document; d) Interactive workshop with Board and Strategic Plan Development Committee; e) Presentation of draft Strategic Plan to internal and external stakeholders f) Presentation of draft Strategic Plan to the Board for approval and adoption; and g) Submission of NEMA Final Draft - Strategic Plan 2019-2024 1.7 Global, Regional and National Environmental Issues The nature of environmental issues traverses global, regional and national levels. Key global and regional environmental issues include air pollution, climate change, water pollution, loss of biodiversity, hazardous waste disposal, wildlife trafficking and invasive species. At the national level, the key environmental issues are poor waste management, pollution, destruction of forests, encroachment of riparian reserves and other wetland ecosystems, impacts of climate change, poor land use planning and inadequate knowledge on environment. These issues are further negatively impacted by ineffective 2 environmental governance structures at the global and regional level. Nationally, resource allocation for environment sector is a key inhibiting factor for effective management of environment. 1.8 Role of NEMA in Global, Regional and National Obligations This section outlines the role of NEMA in the Sustainable Development Goals, the Africa 2063 Agenda, Kenya Vision 2030, MTP III and the Big Four Agenda. 1.8.1 Kenya Vision 2030 Kenya Vision 2030 is anchored on three key pillars: Economic, Social and Political. NEMA’s mandate fits in the Social pillar of the vision. The social pillar seeks to build a just and cohesive society living in a clean and secure environment. This pillar is comprised of eight social sectors namely; education and training; health; environment, water and sanitation; housing and urbanization as well as gender, youth, sports and culture. The social pillar identifies six programmes that include: Health; Population, urbanization and Housing; Education and Training; Environment Water and Sanitation; Gender Youth and Vulnerable Groups and Sports, Culture and Arts. The Vision is implemented through five-year Medium Term Plans. Kenya has implemented 2 medium term plans. The MTP III runs from 2018 to 2022 and has the theme; “Transforming Lives: Advancing Socio-economic development through the Big Four Agenda. 1.8.2 Role of NEMA in Kenya Vision 2030 NEMA plays a leading role in the environment, water and sanitation sector in MTP III in the following program areas: waste management, rehabilitation, regeneration and restoration of Nairobi rivers, marine resources and fisheries and water resources management. The Authority has identified relevant programmes and activities in line with MTP III 2018-2022 that have been incorporated in the Strategic Plan. The programmes are explained in table 1: Table 1: NEMA’s Role in MTP III S/No Programme Role of NEMA 1. The Solid Waste Management and Pollution Control Kisumu as a priority and replicate in other Counties 2. Strengthening Environmental Governance 3. Green Technologies and innovations programme 4. Population Health and Environment Programme 5. The Plastic Bags initiative 6. Blue Economy 7. Disaster Risk Man agement 3 1.8.3 The Big Four Agenda The Government has prioritized policy objectives under the Big Four Agenda that will lead to accelerated economic growth. The Agenda sets out to: i. Support value addition and raise the manufacturing sector share of GDP to 15 percent by 2022; ii. Focus on initiatives that guarantee food security and nutrition to all Kenyans by 2022; iii. Provide Universal Health Coverage thereby guaranteeing quality and affordable healthcare to all Kenyans; and iv. Provide Housing to all Kenyans by construction of at least five hundred thousand affordable houses by 2022 The Authority will play a role in the implementation of the Big Four Agenda as follows: Table 2:: NEMA’s Role in the Big Four Agenda S/No Programme Role of NEMA 1. Manufacturing opposed to plastics 2. Food Security Ensure sustainable utilization of environment and natural resources through; compliance 3. Health Ensure a clean and healthy environment to support health programmes through; health 4. Housing within timelines 1.8.4 The Sustainable Development Goals (SDGs) The Government of Kenya is committed to the attainment of the United Nations Sustainable Developments Goals (SDGs) as agreed upon by the international community. There are a total of 17 SDGs which aim to enhance the quality of life of the world’s citizens. Each goal has a specific target to be achieved over a period of 15 years. SDGs address the economic, social and environmental dimensions of development in a comprehensive and integrated manner. NEMA will contribute towards the attainment of the following SDG’s: Table 3: NEMA’s Role in SDG’s S/No Goal Role of NEMA 1. Goal 3 Good health and Wellbeing 2. Goal 6: Clean water and sanitation hygiene for safe drinking water 4 S/No Goal Role of NEMA 3. Goal 7: Affordable and Clean Energy 4. Goal 11: Sustainable Cities and Communities regulations 5. Goal 12: Responsible consumption and production 6. Goal 13: Climate Action adaptation and mitigation. and permits emission 7. Goal 14: Life below water Coastal Zone management Policy 8. Goal 15: Life on land functions 9. Goal 17: Partnerships to achieve this Goals 1.8.5 Africa Agenda 2063 The Agenda 2063 is a collective vision and roadmap for socio-economic transformation of the continent that is an chored on seven aspirations. It builds on, and seeks to accelerate the implementation of past and existing continental initiatives for growth and sustainable development. The role of NEMA in the realization of the aspirations and flagship projects is as provided in table 4: Table 4: NEMA’s Role in Agenda 2063 S/No Programme Role of NEMA Climate risks and natural disasters environmental degradation 5 CHAPTER TWO SITUATION ANALYSIS SITUATIONAL ANALYSIS 2.0 Overview This chapter provides an internal and external assessment of NEMA focusing on a critical review and analysis of achievements, challenges and lessons learnt. It also provides an analysis conducted using SWOT and PESTEL as well as a Stakeholder analysis. 2.1 Performance Review of the Third Strategic Plan (2013-2018) An assessment of the status of implementation of the 2013-2018 Strategic Plan was undertaken and key achievements, challenges and lessons learnt identified. 2.1.1 Achievements The ban on plastic carrier bags and its successful implementation was a major milestone for the Authority in the 2013 2018 period. The success is attributed to enhanced enforcement, strengthening of strategic partnerships, public goodwill and support. As a result, the country now has a visibly cleaner and healthier environment. Other key achievements of the Authority include: Table 5: Key Achievements S/No. Strategic Result Areas Achievements 1. Compliance & Enforcement of Environmental Legislations and Policies Thika, Nakuru, Eldoret and Kisumu. counties respectively and Chemical regulations) and gazetted the Air quality regulation compliance level and 205 cases prosecuted 2. Environmental Research & Planning EMCA the cabinet & National Assembly 2015) (approved by the Cabinet & National Assembly 2015) fund programme climate financing Ngong & Turkana wind power projects greenhouse gas reporting 6 3. Environmental Education, Awareness & Communication. Elgeyo Marakwet counties to provide office space and facilities for exhibitions on good environmental practices Counties on waste management 4. Strategic Partnerships stakeholders. 5. Institutional Capacity North Eastern, South Lake and North Lake. offices, acquisition of tools & equipment and vehicles. Knowledge management and contract managements. 2.1.2 Challenges and Interventions The key challenges faced during the 2013-2018 strategic plan period and their proposed interventions are outlined in table 6. Table 6: Challenges and Interventions S/No. Challenges Interventions 1. Inadequate funding 2. Low implementation of devolved environmental functions environmental functions Development Plans (CIDPs). government environmental responses 3. Inadequate staffing levels additional staff 7 4. Inadequate infrastructure, equipment and office space equipment 5. Reduced NEMA revenue base 6. Overlap in mandates with lead agencies 7. Delay in determination of environmental matters in court 8. Poor land use planning process 2.1.3 Lessons learnt Key lessons learnt from the Strategic Plan, 2013-2018 include; i. The Authority has elaborate policies and procedures which enabled certification and accreditation by Green Climate Fund ( GCF) as the National Implementing Entity (NIE); ii. The Authority’s mandate presents a unique opportunity to tap into various donor funding programmes e.g Green Growth and Employment Programme (GGEP), Kenya Petroleum Technical Assistance Programme (KEPTAP),GIZ and Green Bonds; iii. There is need to enhance engagement with the public and other stakeholders in order for them to understand the Authority’s mandate and obligations on environmental issues; and iv. There is need to diversify our revenue streams to enhance our financial sustainability. 2.2 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis An internal and external analysis of the Authority’s environment was undertaken to provide information on how it impacts on the operations of the Authority. The internal environment was analyzed for strengths and weaknesses while the external environment provided the opportunities that are available and the threats that may inhibit success. Table 7: Strengths S/No. Strength Strategic Implication strategic Response 1. Existing legal framework – EMCA, (1999 ) and the subsequent regulations 2. Government Support recognition affecting the country 3. Committed Board of Management and outside stakeholders 4. Competent human capital delivery strategies 5. A Designated National Authority for MEAs 8 6. National Coverage environmental matters nationally the public Weaknesses Table 8: Weaknesses S/No. Weaknesses Strategic Implication Strategic Response 1. Inadequate financial resources implementation exchequer 2. Inadequate human resource on the mandate 3. Inadequate infrastructure Opportunities Table 9: Opportunities S/No. Opportunities Strategic Implication Strategic Response 1. Kenya Constitution, 2010 anchored in the Kenya Constitution management funds 2. Environment and land court and National Environment Tribunal resolved professionally court to enhance their capacity 3. Multi-lateral Environmental Agreements (MEAs) international leverage obligations implementation of MEAs programmes partnerships standards and legislations 4. Devolved system of Government services of devolved environmental functions County offices 5. Technological advancement environmental conservation and management 6. Goodwill from general public, stakeholders and development partners delivery and capacity building resources stakeholders at all levels environmental management programmes programmes programmes creation programmes 9 7. Increased public awareness on environmental matters management matters goodwill on environmental management and education 8. Environment as a cross cutting issue paramount in sustainable development. sectors. 9. Revenue generation for regulated facilities 10 Shifting donor priority areas funding Threats Table 10: Threats S/No. Threats Strategic Implication Strategic Response 1. Overlapping institutional mandate agencies coordination and supervision framework with lead agencies 2. Legal suits from public and private sector environmental matters for persons in the justice system. mandate 3. Emerging environmental issues including Climate Change comprehend the weight of emerging environmental issues and emergencies fund for incidences and emergencies capabilities 4. Inadequate funds programmes 5. Increased Population pollution resources for livelihood leading to degradation standards of livelihood 6. Low level of engagement from stakeholder and implementation of environmental programmes framework to strengthen coordination with partners 7. High public expectations on NEMA to address all environmental issues resource mobilization trust. funding incidents 10 2.3 Environmental Scanning (PESTEL Analysis) In order to appreciate the environment under which the Authority operates, an analysis of external environment was undertaken. It focused on the political, environmental, social, technological, economical and legal factors. The following are the highlights: Political Factors Table 11: Political factors S/No. Political Factor Strategic Implications Strategic Responses 1. Changes in Government policies and priorities affects implementation of programmes to long term planning for environmental management of government strategies environmental management 2. Political influence and goodwill achieving its objectives management initiatives leaders on importance of environmental investments 3. Slow pace by County Governments to enact environment management laws and goodwill to support environment legislation environment policies and legislation for their counties. Economic Factors Table 12: Economic Factors S/No. Economic Factors Strategic Implications Strategic Responses 1. Inadequate national budgetary allocation environmental management activities hampers realization of mandate 2. Limitation of low income households to comply with environmental law technologies 3. Taxation on green technology imports environment management 4. Low compliance on payment of licenses fees enforcement 5. Institutional growth establishment Social Factors Table 13: Social Factors S/No. Social Factors Strategic Implications Strategic Responses 1. Proliferation of slums 2. Personal consciousness and attitude 3. Negative publicity/ propaganda 11 4. Private and community rights in natural resource management utilization natural resource management Technological factors Table 14: Technological Factors S/No. Technological Factors Strategic Implications Strategic Responses 1. information and communication technologies literacy/empowerment. by public ICT technologies. procurement/replacement of ICT equipment. stakeholders. 2. Internet Connectivity internet speeds (bandwidth) service providers (ISPs) to ensure minimum downtime. to invest in improved internet speeds. 3. Information Security potential data loss. equipment and staff through training) Network audit. Environmental factors Table 15: Environmental Factors S/No Environmental Factors Strategic Implications Strategic Responses 1. Climate Change and Global warming sustainable environment management practices occurrence and response strategy mitigation measures 2. Pollution environment management 3. Degradation resources initiatives 4. Biodiversity loss fragile ecosystems strategies 12 Legal factors Table 16: Legal Factors S/No. Legal Factors Strategic Implications Strategic Responses 1. Sectoral Environmental laws in the management of the environment. environmental laws leading to environmental degradation. with EMCA, 1999 2. Increased litigation against NEMA. matters to other enforcement agencies. laws. 3. Existence of Land and Environment Court by the judiciary. prosecuting environmental cases. judiciary on environmental laws. 4. Weak compliance to environmental laws. environment. laws. 5. Limited knowledge of environmental laws. environmental laws. environmental matters. 2.4 Stakeholder Analysis The National Environment Management Authority works closely with stakeholders in environmental management. These include government, private sector, civil society organizations and the general public. Table 17: Stakeholder Analysis S/No. Stakeholder Category Stakeholder Expectation NEMA Expectation 1. Government (National/ County) environment, financial and other statutory guidelines environmental matters activities and events regulations in the Kenyan constitution activities and events environmental functions natural resources management 13 2. Lead agencies environment, on EMCA and related environmental regulations and standards Act and the subsequent regulations environmental management activities and events environment and natural Resources impact assessment reports and strategic environment Assessment environmental laws natural resources l management 3. Private sector environment, it undertakes its regulatory role. matters and involvement in environmental activities and events, areas for implementation resources management 4. Merchants and suppliers and services provided 5. Educational/ Research Institutions capacity building training building 6. Civil Society Organizations environmental management and advocacy priorities, environmental matters and events environmental management. resources management natural resources management and programme implementation 7. General Public environment, and Natural resources, regulatory regime resources management natural resources l management 14 on environmental issues and achievements, activities and events, Authority environmental management and advocacy 8. International Community resolutions rom the focal point international forums resources management 9. Development Partners resources environmental management 10. Media information on environmental issues environmental matters 11. Politicians 12. Environment Appeals Tribunal directives. Tribunal. 13. The Environment Trust Fund intended to further the requirements of environmental management, capacity building, environmental awards, environmental publications, scholarships and grants. 14. The National Environment Complaints Commission allegations or complaints against the Authority in relation to the condition of the environment in Kenya which the Commission is seized with. INTERNAL STAKEHOLDERS 15. Board of Management set targets, 16. Staff and manuals 15 CHAPTER THREE STRATEGIC FOCUS STRATEGIC FOCUS 3.0 Overview This chapter provides the strategic intent of NEMA which includes the Vision, Mission, Motto, Core Values, Key Results Areas, Strategic Objectives and Strategies. Vision A clean, healthy and sustainable environment Mission To coordinate, supervise and manage all matters relating to the environment in Kenya Motto Our Environment, Our Life, Our Responsibility Core Values Environmental Stewardship We are committed to responsible planning and management of the environment. Professionalism We will maintain high standards and professional competence in the discharge of responsibilities and delivery of services. Integrity We are committed to promoting transparency and accountability in our work. We will be impartial, honest and objective in all NEMA activities and decision-making. Innovativeness We are committed to fostering an enabling environment that encourages innovation, creativity and continuous learning to achieve efficiency and effectiveness in service delivery. Customer Focus We are committed to customer driven and focused service delivery by honoring commitments made to our customers at all times. Teamwork We are committed to consultation, collaboration and cooperation in discharging our mandate and service delivery. 16 3.2 Key Result Areas (KRAs) The Authority will focus on the following key result areas: KRA 1: Environmental Quality, Protection and Conservation KRA 2: Ecological Integrity of Ecosystems KRA 3: Climate Change KRA 4: Environmental Governance and Coordination KRA 5: Green economy for Sustainable Development KRA 6: Institutional Capacity 3.3. Strategic Objectives The Key Result Areas will be achieved through the following strategic objectives: To improve the quality of the environment To promote sustainable natural resource utilization To promote public behavioural change in environmental management KRA 1: Environmental Quality, Protection and Conservation KRA 2: Ecological Integrity of Ecosystems To promote conservation and management of aquatic and ter restrial ecosystems To promote conservation and management of environmentally significant areas To support reduction and monitoring of Green House Gases (GHG) emissions To advance implementation of climate change duties by public and private entities To integrate climate risk and vulnerability assessment into all forms of assessment To mobilize and deploy climate Finance To support implementation of CCA, NAP, NDC, NCCAP To promote programmes on Carbon Neutrality KRA 3: EClimate Change To strengthen the regulatory framework for environmental man agement To Promote synergy in management of environmental functions KRA 4: Environmental Governance and Coordination To promote blue economy To promote green and circular economy To promote the reduction of environment risks KRA 5: Green Economy for Sustainable Development To strengthen corporate governance To enhance corporate image To strengthen human capital To enhance financial sustainability To enhance service delivery Risk Management KRA 6: Institutional Capacity 17 3.4 Strategy Matrix Table 18: Strategy Matrix S/No KRA Strategic Objective Strategy 1. Environmental Quality, protection and conservation 1.1 To improve quality of environment 1.1.1 Establish the State of Environment 1.1.2 Enhance environmental regulations and standards 1.1.3 Promote environmental research and planning 1.2 To promote sustainable natural resource utilization 1.2.1 Implement environmental management tools 1.2.2 Mainstream environmental planning in National and County development planning 1.3 To promote public behavioral change in environmental management 1.3.1 Integrate environmental education in formal institutions 1.3.2 Promote environmental activities in various sectors 1.3.3 Sensitize the public on environmental issues 1.3.4 Implement National ESD Policy 1.3.5 Promote compliance to environmental laws and regulations 2. Ecological Integrity of Ecosystems 2.1 To promote conservation and management of aquatic and terrestrial ecosystems 2.1.1 Secure riparian reserve boundaries 2.1.2 Coordinate lead agencies and stakeholders in wetlands management 2.1.3 Enhance cconservation and management of selected degraded terrestrial ecosystem 2.2 To promote conservation and management of environmentally significant areas 2.2.1 Protect and conserve environmentally significant areas 2.2.2 Assess and prioritize most degraded water bodies 2.2.3 Coordinate rehabilitation of the degraded water bodies 3. Climate Change 3.1 To support reduction and monitoring of GHG emissions 3.1.1 Establish a regulatory framework for GHG emissions 3.1.2 Harmonize and implement Ozone Depleting Substances regulations with Climate Change Act 2016 3.2 To advance implementation of c limate change duties into public and private entities 3.2.1 Establish compliance monitoring scheme on climate change duties and obligations in public and private entities 3.3 Integrate climate risk and vulnerability assessment into all forms of assessment 3.3.1 Establish climate risk and vulnerability assessment procedures 3.4 To mobilize and deploy climate finance 3.4.1 Position NEMA as an effective climate finance entity 3.4.2 Enhance the capacity of NEMA to access climate finance 3.5 To Support implementation of CCA, NAP, NDC, NCCAP 3.5.1 Establish a Monitoring, Reporting and Verification (MRV) system for climate change activities 3.5.2 Support implementation of mitigation and adaptive interventions 3.5.3 Support re-orientation of school curricula to respond to the advent of climate change 18 3.6 To promote programmes on Carbon Neutrality 3.6.1 Enhance carbon neutrality programmes in institutions 4. Environmental Governance & Coordination 4.1 To Strengthen the Regulatory frame work for environmental management 4.1.1 Develop environmental legislation, regulations and guidelines 4.1.2 Advise the government on domestication of Multi lateral Environmental Agreements (MEAs) 4.2 To Promote synergy in management of environmental functions 4.2.1 Establish an environmental supervisory and coordination mechanism for various stakeholders 4.2.2 Establish a mechanism for alternative dispute resolution on environmental matters 5. Green economy for Sustainable Development 5.1 To promote sustainable blue economy 5.1.1 Establish an environmental supervisory and coordination mechanism for various stakeholders in the blue economy 5.1.2 Ensure sustainable utilization and conservation of coastal, marine and inland water resources 5.1.3 Promote waste management and pollution control for water bodies 5.1.4 Enhance public awareness and education on sustainable blue economy 5.2 To promote green and circular economy 5.2.1 Promote programmes that reduce environmental health risks 5.2.2 Enhance natural resource use efficient and cleaner production technologies 5.2.3 Reduce environmental degradation in support to sustainable development 5.2.4 Enhance uptake of green economy technologies and innovations by various stakeholders 6. Institutional Capacity 6.1 To Strengthen Corporate governance 6.1.1 Enhance Board ooversight role 6.1.2 Reduce risk exposure in operations of the Authority 6.2 To enhance corporate image 6.2.1 Improve visibility and corporate image 6.3 To strengthen human capital 6.3.1 Attain and maintain optimal staffing levels 6.3.2 Train and develop staff 6.3.3 Succession management 6.3.4 Enhance performance management 6.3.5 Ensure conducive work environment 6.3.6 Improve records management 6.3.7 Review terms and conditions of service to make them competitive 6.3.8 Mainstream cross cutting policies (Anti-corruption, HIV&AIDS, Disability, National Cohesion and values, Gender and ADA) 6.4 To enhance financial sustainability of the Authority 6.4.1 Enhance resource mobilization 6.4.2 Ensure prudent management of financial resources 6.4.3 Strengthen the capacity for NEMA to fundraise 6.5 To enhance service delivery 6.5.1 Improve customer satisfaction 6.5.2 Leverage ICT in all operations 19 CHAPTER FOUR IMPLEMENTATION AND COORDINATION FRAMEWORK IMPLEMENTATION AND COORDINATION FRAMEWORKS 4.0 Overview The Authority will seek to strengthen its institutional capacity and put in place the requisite implementation and coordination frameworks to be able to successfully implement this Strategic Plan. 4.1 Governance Structures The Authority has a Board of Management that is responsible for policy and strategic guidance. The Director General (DG) is responsible for the day-to-day management of the Authority. The Authority has five departments namely: Compliance and Enforcement, Environmental Services, Finance and Administration, Legal Services and Directorate. 4.2 Staffing Levels The Authority has currently 417 employees against the required 1,385. To effectively implement the Strategic Plan, recruitment of optimal human resource capacity will be given priority. The proposed staffing level for the next five years is provided in table 19 Table 19: Proposed Staffing Levels Departments Optimal In Post 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 Directorate 66 37 40 43 50 55 66 Legal Services 23 11 13 16 19 21 23 Finance, Human Resources and Administration 134 63 55 75 105 115 120 Environmental Services 411 50 95 170 200 250 301 Compliance, Enforcement and Field Operations 751 256 284 384 415 450 500 TOTAL 1,385 417 488 687 789 891 1,010 4.3 Human Resource Development Strategies To effectively implement the Strategic Plan, recruitment of optimal human resource capacity will be given priority. During the implementation period of the Strategic Plan, the Authority plans to progressively bridge this staffing gap by recruiting 600 officers. In addition, the Authority shall build capacity of staff. 4.4 Organizational Structure An organizational structure to implement this strategic plan is under review. It will seek to ensure effective delegation and control of management processes. The current Authority’s organizational structure is presented in the following organogram: 20 4.5 Strategy Implementation The Authority shall provide the appropriate governance and policy direction and ensure the implementation responsibilities of this Plan are cascaded to all levels. Appropriate mechanisms will be developed to ensure effective collaboration with all relevant stakeholders towards achieving a clean environment. Current Organization Structure 21 Board of Management Director General D/Director M&E Chief M&E OfficerD/Director Internal Audit Chief Procurement Officer Chief ICT Officer Chief Corporate Communication Manager Director Legal Services Director Finance, HR & Administration Director Environmental Services Director Compliance & Enforcement D/Director Legal Services D/Director Finance & Strategy D/Director HR & Administration D/Director Env. Research & Planning D/Director Ecosystem D/Director Env. Education, Infor & Awareness D/Director Enforcement D/Director Compliance D/Director Field Operations Chief Legal Officer Chief Accountant Chief HR Officer Chief Env. Planning Officer Chief Terrestrial Ecosystem Officer Chief Env. Education & Information Chief Enforcement Officer Chief Compliance Officer Chief Environment Officer Chief Corp. Planning & Strategy Chief Administration Officer Chief Env. Research Officer Chief Aquatic Ecosystem Officer Chief Env. Education & Awareness Chief Resource Mobilization Chief GIS Officer Chief Air Quality & Climate Change Chief Env. Economist 4.5.1 Strategy Implementation Responsibilities In the pre-implementation stage, the plan shall be communicated to all stakeholders, assign roles and responsibilities to different players, mobilize, allocate and utilize resources as identified in the plan. In addition, the Authority will align annual departmental and individual work plans to the corporate plan and budget, put in place an appropriate monitoring, evaluation and reporting framework and strengthen staff capacity to deliver on the mandate. The Board will provide strategic leadership, be responsible for policy formulation and play an oversight role during the implementation and monitoring and evaluation of the Strategic Plan. The Director General will ensure the overall coordination, implementation, monitoring, and evaluation of the Strategic Plan. The heads of departments will be responsible for the day-to-day operationalization of the plan to ensure the planned activities are implemented. 4.5.2 Financial Implication The Authority has identified activities that will be undertaken to realize the various programmes in this Strategic Plan. Resources shall be allocated for the activities through the Programme-Based Budgeting (PBB) which has been adopted as required by the Public Financial Management Act. The implementation matrix (Appendix I) indicates the resources required for implementing activities under the 22 strategic objectives that the Authority has identified. The projected resource requirements for implementation of the Authority’s Strategic Plan 2019-2024 is KES.. 17.728 Billion Table 20: Total resources required for the period 2019-2024 Key Result Area Strategic Objective Financial Resource Requirements Estimate (KES. Million) 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 Total Environmental Quality, Protection and Conservation To improve quality of environment 162 179.5 160.5 182 163 847 To promote sustainable natural resource utilization 10 17 16 20 20 83 To promote public behavioral change in environmental man agement 41 41 41 41 41 205 Sub Total 213 237.5 217.5 243 224 1135 Ecological Integrity of Ecosystems To promote conservation and management of aquatic and terrestrial ecosystems 66.5 74.5 68.5 68.5 64.5 342.5 To promote conservation and management of environmentally significant areas 6 34 38 48 44 170 To restore selected degraded aquatic and terrestrial ecosystems 6 106 206 70 66 454 Sub Total 78.5 214.5 312.5 186.5 174.5 966.5 Climate change To support reduction and monitoring of GHG emissions 2 6 7 4 4 23 To advance implementation of climate change duties into public and private entities 5 5 5 5 5 25 22 Integrate climate risk and vulnerability assessment into all forms of assessment 4 7 7 7 7 32 Key Result Area Strategic Objective Financial Resource Requirements Estimate (KES. Million) 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 Total To mobilize and deploy climate finance 10 10 10 10 10 50 Support implementation of CCA, NAP, NDC, NCCAP 7 9 9 9 10 44 To promote programmes on Carbon Neutrality 2 2 2 2 2 10 Sub-Total 30 39 40 37 38 184 Environmental Governance & Coordination To strengthen the regulatory framework for environmental management 43.5 52.5 53 57 58 264 To promote synergy in management of environmental functions 1 9 5 5 5 25 Sub Total 43.5 52.5 53 57 58 289 Green economy for Sustainable Development To promote sustainable blue economy 63 65 65 63 63 319 To promote green and circular economy 33 46 30 53 36 198 Sub Total 96 111 95 116 99 517 Institutional Capacity To strengthen corporate governance To enhance corporate image To strengthen human capital To enhance financial sustainability To enhance service delivery Risk management Sub Total 586.65 1287.3 1871.9 2195.7 2495.9 8441.45 1047.65 1941.8 2589.9 2835.2 3089.4 11507.95 Recurrent Expenditure Projections (KES. Millions) 2018/19 2019/20 2020/21 2021/22 2022/23 Total Personnel Emoluments 860 870 880 890 900 4,400 Operations and Maintenance 320 345 360 385 410 1,820 Sub-total Recurrent expenses 1,180 1,215 1,240 1,275 1,310 6,220 23 Strategy Implementation Cost 1047.65 1941.8 2589.9 2835.2 3089.4 11507.95 Subtotal Strategy implementation 1047.65 1941.8 2589.9 2835.2 3089.4 11504.95 Total Expenditure 2,228 3,157 3,830 4,110 4,399 17,724 Grand Total (Strategy Implementation + Recurrent) Sources of Funds 2019/20 2020/21 2021/22 2022/23 2023/24 Total Internally generated revenue 300 450 500 550 600 2,400 Grants from GoK 1,200 1,300 1,400 1,500 1,600 7,000 Externally generated revenue 480 750 1,100 1,450 1,700 5,480 Total Revenue 1,980 2,500 3,000 3,500 3,900 14,880 Resource Gap 248 657 830 610 499 2,844 4.5.3 Sources of Funds The Authority targets to fund the Strategic Plan from internally generated revenue, Grants from the Government, externally generated revenues and from resource mobilization through development of project proposals. 4.5.4 Resource Mobilization Strategies Resource mobilization is key in this Strategic Plan period in order to finance the planned activities and ensure financial sustainability. The Authority will mobilize financial resources for its activities as follows: a) Lobby for increased and timely allocation of GOK funds; b) Enhance collection of AIA; c) Engage government for re-introduction of EIA fees d) Engage partners to support environmental activities; e) Offer capacity building to lead agencies and stakeholders at a fee 4.6 Risk Management Possible risks to which the Authority may be exposed to during the Strategic Plan implementation have been identified, ranked and suggested mitigation strategies provided. Table 21 Provides a list of the risks to which the Authority may be exposed to: Table 21: Risk analysis S/No. Risk Cause likeli hood Mitigation Impact 1. Inadequate financial resources funds from the National Treasury funds from the National Treasury/Ministry of Environment & Forestry and Donors Policy-scrapping of EIA fees High and timely allocation of funds from the National Treasury, the Ministry of Environment and donors. streams reinstatement of EIA fees Unable to implement our mandate 2. Un -optimal structure to support execution of NEMA mandate several departments in counties doubling as accounting and HR officers High organizational structure approach to manage the skills resource gap Ineffective execution of NEMA’s mandate 3. Lack of prioritization of environmental matters by policy makers between development and environmental conservation High government to prioritize environmental matters Operational difficulties in implementing NEMA’s mandate 24 operationalization of County Environment Committees by some county governments of state of environment 4. Reputational damage of NEMA emanating from a perceived lack of adequate awareness on environmental laws role of NEMA by the general public public awareness campaigns management structures by county governments High collaboration with lead agencies and County Governments Reputational damage, Legal suits and Financial loss 5. Remedial environmental, political and economic risks from past litigation cases Remedial risks associated with past litigation cases such as; High lead agencies and County Governments to prioritize environmental matters and invoke environmental laws Reputational damage, Legal suits and Financial loss 6. Weak compliance with the framework for Environmental Governance in Kenya mandates and priorities amongst lead agencies agencies to implement their section environmental laws High implementation of the National Environment Policy of 2013 of mandates of various agencies Legal and regulatory exposure Lack of operational effectiveness 7. Reputational damage due to external fraudsters staff by fraudsters certificates/information by external EIA experts High code where general public can authenticate NEMA officials employment IDs to report fraudsters to NEMA Reputational damage and financial loss 8. NEMA exposed to cyber security threats equipment to access the IT infrastructure that are not subject to IT policy on end point protection High policy procurement of ICT equipment Lack of informational integrity and confidentiality 9. Health and Safety of compliance and enforcement staff injured during inspections or exposed to hazardous materials working remote regions High during risky inspections safe zones in conflict counties Injury or loss of life 25 10. High cost of litigation judgements against NEMA High court cases at hand NEMA has previously lost to learn lessons and improve the process Reputational and financial loss CHAPTER FIVE MONITORING, EVALUATION, REPORTING AND LEARNING MONITORING, EVALUATION, REPORTING AND LEARNING 5.0 Overview This Chapter presents the Monitoring, Evaluation and Reporting Framework (MERL and F). The Monitoring and Evaluation (M and E) Unit has the responsibility of monitoring and evaluating programmes and activities of the Authority. During this Strategic Planning period, the Authority will put in place a policy to mainstream the M and E function. 5.1 Monitoring, Evaluation, Reporting and Learning Framework The Authority will monitor implementation of programmes and activities and prepare reports to assess the extent of achievement of set targets and inform Board and management for decision making. This will be informed by guidelines provided by The National Treasury and Planning and Public Service Performance Management Unit. Monitoring the implementation of the Strategic Plan shall be based on the corporate annual and quarterly work plans, functional areas and individual work plans. Progress for each programme and activity shall be measured against specific targets in the plan and reporting done on quarterly and annual basis. Results from the analysis shall then be used to inform decision-making, identify challenges take immediate corrective action. Heads of the functional areas will be responsible for data collection, aggregation, analysis and reporting on the Plan. This will form the foundation of the Monitoring and Evaluation Reporting and Learning (MERL) system (Appendix II). 5.2 Linking MERL to Performance Management MERL shall be an integral part of the Authority’s performance management system and will be linked to staff appraisal system. The Director General shall ensure that a performance management system is implemented, actual performance measured against negotiated targets at all levels and feedback provided to key actors for execution. 5.2.1 Cascading the Plan The Strategic Plan shall be cascaded to all staff to enable members understand and plan for their respective roles. Functional and individual work plans with clear performance indicators, resource requirements and responsibility for their achievement shall be developed in line with activities in the Plan. To build and cultivate an effective evaluation mechanism, NEMA will adopt the balanced scorecard approach that will identify and reward champions for their implementation of the strategic plan. 5.2.2 Performance Review Meetings The Director General shall ensure coordination of performance meetings to review progress and address issues that may arise in the implementation of the plan. Monthly review meetings at the functional levels shall be convened to ensure implementation is on track. Quarterly review meetings at the functional, management and board level shall be convened to receive reports on implementation of the Plan. A Strategy implementation review meeting shall be held annually to evaluate the progress made on the implementation of the Plan. 5.2.3 Performance Contract and Evaluation for Staff The performance contract of the institution will be cascaded to individuals within the Authority. Performance evaluations shall be conducted at individual levels through the performance appraisal system. 5.3 Progress Reports Progress reports on the implementation status of the Plan will be prepared on quarterly and annual basis by the Authority’s management. To facilitate reporting on performance, data and information collection templates and procedures shall be developed for use by the functional areas. The functional unit will be required to submit the following progress reports to management as well as to the Board: (a) Quarterly reports to the Management and the Board; and (b) Annual reports to the Management, the Board and relevant stakeholders 5.4 Strategic Plan Performance Review Performance review shall be undertaken annually, mid-term and at the end of the Plan period. a) Annual Performance Review A report giving details on the implementation of the plan will be provided at the end of each financial year b) Mid-Term Evaluation and Review After two and a half years, a mid-term review will be undertaken giving a status report on the implementation of the 26 plan c) End Term Review End Term Review will be undertaken at the end of June 2024 to determine: (a) the extent to which the activities undertaken achieved the objectives; (b) sustainability of the achievements made; (c) challenges faced; (d) lessons learnt; (e) mitigation measures; and (f) Terms of Reference (ToRs) for the subsequent Plan. 5.5 The Implementation Matrix The implementation matrix is presented in Appendix I and consists of: (a) Key Result Areas; (b) Strategic Objectives; (c) Strategies; (d) Activities; (e) Performance Indicators; (f) Reporting Schedule; (g) Targets; (h) Budget; and (i) Responsibility. 27 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 K R A 1 : E nv ir on m en ta l Q ua lit y, pr ot ec tio n an d co ns er va tio n St ra te gi c O bj ec tiv e 1: T o im pr ov e qu al ity o f en vi ro nm en t 1. 1 A sc er ta in th e St at e of En vi ro nm en t Pr ep ar e St at e of En vi ro nm en t r ep or t St at e of e nv iro n m en t r ep or ts Bi en ni al ly 2 1 1 8 10 18 EP & RC H ol d M ar at ho ns to co lle ct a nd c on so lid at e da ta fo r N So E re po rt in g D at a Se ts fo r N So E re po rt in g A nn ua lly 3 1 1 1 2 4 2 8 EP & RC Es ta bl ish th e K en ya En vi ro nm en t Pe rf or m an ce In de x (K EP I) a nd im pl em en t re co m m en da tio ns Re po rt o n K en ya en vi ro nm en t pe rf or m an ce In de x Bi en ni al ly 2 1 1 6 8 14 EP & RC 1. 2 En ha nc e En vi ro nm en ta l re gu la tio ns a nd st an da rd s En fo rc e en vi ro nm en ta l le gi sla tio ns a nd st an da rd s % . o f c as es pr os ec ut ed & de fe nd ed Q ua rt er ly 10 0 10 0 10 0 10 0 10 0 10 0 15 15 15 15 15 75 C & E Pr oc es si ng o f v ar io us lic en si ng re gi m es N o. o f l ic en se s iss ue d Q ua rt er ly 42 ,5 00 7, 00 0 7, 50 0 8, 00 0 9, 00 0 10 ,0 00 15 17 18 20 22 92 C & E/ LS In sp ec tio n re po rt s Q ua rt er ly 25 ,0 00 5, 00 0 5, 00 0 5, 00 0 5, 00 0 5, 00 0 50 50 50 50 50 25 0 C & E U nd er ta ke En vi ro nm en ta l A ud its N o of fa ci lit ie s A ud ite d Q ua rt er ly 15 ,0 00 3, 00 0 3, 00 0 3, 00 0 3, 00 0 3, 00 0 60 60 60 60 60 30 0 C & E M an ag e an d Re sp on d to E nv iro nm en ta l in ci de nt s % R es po ns e to en vi ro nm en ta l in ci de nt s Q ua rt er ly 10 0 10 0 10 0 10 0 10 0 10 0 2 2. 5 3 3. 5 4 15 C & E In ve nt or y, m ap pi ng an d ri sk c at eg or iz at io n of re gu la te d fa ci lit ie s % o f f ac ili tie s m ap pe d an d ca te go ri ze d Q ua rt er ly 10 0 10 0 10 0 10 0 10 0 10 0 10 10 7 7 6 40 EP & RC 1. 3 Pr om ot e en vi ro nm en ta l re se ar ch a nd pl an ni ng C oo rd in at e en vi ro nm en ta l re se ar ch In ve nt or y o f on go in g re se ar ch pr og ra m m es A nn ua lly 10 2 2 2 2 2 3 3 2 2 2 12 EP & RC U nd er ta ke jo in t re se ar ch p ro gr am m es w ith le ad a ge nc ie s N o. o f j oi nt re se ar ch pr og ra m m es A nn ua lly 10 2 2 2 2 2 1 1 1 1 1 5 EP & RC 28 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 Es ta bl ish a nd u pd at e a re po sit or y of re se ar ch da ta Re po sit or y of en vi ro nm en ta l da ta A nn ua lly 1 1 1 1 EP & RC D iss em in at e re se ar ch fin di ng s % o f r es ea rc h fin di ng s di ss em in at ed Bi en ni al ly 10 0 10 0 10 0 2 2 2. 5 2. 5 3 12 EP & RC Re vi ew o f r es ea rc h ag en da U pd at ed re se ar ch a ge nd a Pe ri od ic al ly 2 1 1 2 3 5 EP & RC Su b To ta l 16 2 17 9. 5 16 0. 5 18 2 16 3 84 7 K R A 1 : E nv ir on m en ta l Q ua lit y, Pr ot ec tio n an d C on se rv at io n St ra te gi c O bj ec tiv e 2: T o pr om ot e su st ai na bl e na tu ra l r es ou rc e ut ili za tio n 2. 1 Im pl em en ta tio n of en vi ro nm en ta l m an ag em en t to ol s D ev el op a nd su bm it en vi ro nm en ta l m an ag em en t p la ns fo r ga ze tte m en t N o. o f p ro po se d an d de ve lo pe d en vi ro nm en ta l m an ag em en t pl an s f or ga ze tte m en t A nn ua lly 5 1 1 1 1 1 2 2 2 2 2 10 EP & RC /L S D ev el op g ui de lin es an d pr oc ed ur es fo r e nv iro nm en ta l co ns er va tio n an d re st or at io n or de rs G ui de lin es a nd pr oc ed ur es fo r en vi ro nm en ta l co ns er va tio n an d re st or at io n or de rs A nn ua lly 1 1 5 5 LS % im pl em en ta tio n of g ui de lin es an d pr oc ed ur es f or en vi ro nm en ta l co ns er va tio n an d re st or at io n or de rs A nn ua lly 10 0 10 0 10 0 10 0 10 0 7 7 LS 2. 2 M ai ns tr ea m En vi ro nm en ta l Pl an ni ng in N at io na l an d C ou nt y de ve lo pm en t pl an ni ng C oo rd in at e th e Pr ep ar at io n an d re vi ew o f N EA P N o. o f R ep or ts Q ua rt er ly 48 20 28 10 10 20 EP & RC 29 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 C oo rd in at e th e pr ep ar at io n of C EA Ps M on ito r Im pl em en ta tio n of N EA P N o. o f m on ito ri ng re po rt s A nn ua lly 5 1 1 1 1 1 1 1 1 1 1 5 EP & RC M on ito r Im pl em en ta tio n of C EA Ps % o f C EA PS m on ito re d Q ua rt er ly 10 0 10 0 10 0 10 0 10 0 10 0 3 3 3 3 3 15 EP & RC D ev el op d at a ba se fo r C EA Ps . N o. o f D at a Ba se s A nn ua lly 1 1 1 1 EP & RC En ha nc e En vi ro nm en ta l Su st ai na bi lit y in M C D A s N o. o f c ap ac ity bu ild in g pr og ra m m es A nn ua lly 10 2 2 2 2 2 3 3 3 3 3 15 .0 EE I& PP / EP & RC N o. o f M C D A Re po rt s su bm itt ed a nd an al yz ed Q ua rt er ly 20 4 4 4 4 4 1 1 1 1 1 5 C PS Su b To ta l 10 17 16 20 20 83 K R A 1 : E nv ir on m en ta l Q ua lit y, pr ot ec tio n an d co ns er va tio n St ra te gi c O bj ec tiv e 3: T o pr om ot e pu bl ic b eh av io ra l c ha ng e in en vi ro nm en ta l m an ag em en t 3. 1 In te gr at e en vi ro nm en ta l ed uc at io n in fo rm al in st itu tio ns D ev el op a nd di ss em in at e In fo rm at io n, C om m un ic at io n an d Ed uc at io n (I EC ) m at er ia ls. N o. o f In fo rm at io n, C om m un ic at io n an d Ed uc at io n (I EC ) m at er ia ls de ve lo pe d/ co lla te d an d di ss em in at ed Q ua rt er ly 20 4 4 4 4 4 5 5 5 5 5 25 EE & IP P Fa ci lit at e fo rm al le ar ni ng in st itu tio n co c ur ri cu la r a ct iv iti es N o. o f a ct iv iti es fa ci lit at ed . Q ua rt er ly 5 1 1 1 1 1 4 4 4 4 4 20 EE I& PP C on du ct tr ai ni ng on e nv iro nm en ta l m an ag em en t f or tr ai ne rs N o. o f t ra in in gs Bi an nu al ly 10 2 2 2 2 2 4 4 4 4 4 20 EE I& PP 30 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 3. 2 Pr om ot e en vi ro nm en ta l ac tiv iti es in va ri ou s s ec to rs D ev el op a nd im pl em en t s ec to r sp ec ifi c en vi ro nm en ta l m an ag em en t pr og ra m m es N o. o f s ec to r sp ec ifi c pr og ra m m es de ve lo pe d an d im pl em en te d Bi an nu al ly 10 2 2 2 2 2 4 4 4 4 4 20 EE IP P D ev el op a nd di ss em in at e ap pr op ri at e m es sa ge s to sp ec ifi c au di en ce s N o. o f a ud ie nc e ta rg et ed w ith sp ec ifi c m es sa ge s Bi an nu al ly 10 2 2 2 2 2 1 1 1 1 1 5 EE I& PP Tr ai n va ri ou s s ec to rs in e nv iro nm en ta l m an ag em en t N o. o f s ec to rs tr ai ne d on en vi ro nm en ta l m an ag em en t Bi an nu al ly 10 2 2 2 2 2 3 3 3 3 3 15 EE I& PP En ga ge th e pu bl ic on e nv iro nm en ta l ac tiv iti es N o. o f p er so ns se ns iti ze d w ith in th e pr og ra m m es . Q ua rt er ly 10 0, 00 0 20 ,0 00 20 ,0 00 20 ,0 00 20 ,0 00 20 ,0 00 2 2 2 2 2 10 EE I& PP St re ng th en G re en P oi nt s a s de m on st ra tio n ce nt re s N o. o f gr ee n po in ts st re ng th en ed Q ua rt er ly 9 2 2 2 2 1 4 4 4 4 4 20 EE I& PP 3. 3 Im pl em en t N at io na l E SD Po lic y U nd er ta ke E SD an d RC E aw ar en es s pr og ra m m es N o. o f E SD an d RC E pr og ra m m es un de rt ak en Q ua rt er ly 20 4 4 4 4 4 2 2 2 2 2 10 EE I& PP 3. 4 Pr om ot e co m pl ia nc e to en vi ro nm en ta l la w s a nd re gu la tio ns Se ns iti ze th e re gu la te d co m m un ity o n en vi ro nm en ta l l aw s an d M EA S N o. o f r eg ul at ed co m m un iti es se ns iti ze d. Q ua rt er ly 20 4 4 4 4 4 2 2 2 2 2 10 EE I& PP U nd er ta ke tr ai ni ng on B as ic E nf or ce m en t C ou rs e (B EC ) f or N EM A a nd C ou nt y st aff N o. o f B EC tr ai ni ng s un de rt ak en Bi an nu al ly 10 2 2 2 2 2 4 4 4 4 4 20 EE I& PP / C & E U nd er ta ke P ri nc ip le s of C om pl ia nc e an d En fo rc em en t C ou rs e fo r N EM A a nd C ou nt y st aff N o. o f P ri nc ip le of C om pl ia nc e an d En fo rc em en t tr ai ni ng s un de rt ak en Bi an nu al ly 10 2 2 2 2 2 3 3 3 3 3 15 EE I& PP / C & E 31 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 U nd er ta ke c om pl ia nc e pr om ot io n pr og ra m m es fo r in du st ri es N o. o f co m pl ia nc e pr om ot io n pr og ra m m es un de rt ak en Bi an nu al ly 10 2 2 2 2 2 3 3 3 3 3 15 EE I& PP / C & E Su b To ta l 41 41 41 41 41 20 5 K R A 2 : E co lo gi ca l I nt eg ri ty o f E co sy st em s St ra te gi c O bj ec tiv e 4: T o pr om ot e co ns er va tio n a nd m an ag em en t o f a qu at ic a nd te rr es tr ia l e co sy st em s 4. 1 Se cu re ri pa ri an re se rv e bo un da ri es M ap ri pa ri an la nd s fo r s el ec te d w at er bo di es to d et er m in e en cr oa ch m en t N o. o f rip ar ia n w et la nd m ap pe d Q ua rt er ly 40 8 8 8 8 8 11 11 11 11 11 55 EP & RC St ak eh ol de r En ga ge m en t N o. o f Re gi on al st ak eh ol de r en ga ge m en ts Q ua rt er ly 40 8 8 8 8 8 24 24 24 24 24 12 0 C M F En fo rc e co m pl ia nc e w ith th e pr ov isi on s o f EM C A R eg ul at io ns o n rip ar ia n re se rv es N o. o f en fo rc em en t ac tiv iti es un de rt ak en Q ua rt er ly 10 00 20 0 20 0 20 0 20 0 20 0 3 3 3 3 3 15 C & E 4. 2 C oo rd in at e le ad ag en ci es a nd st ak eh ol de rs in w et la nd s m an ag em en t In iti at e an d nu rt ur e st ra te gi c pa rt ne rs hi ps N o. o f p ar tn er s co lla bo ra tin g in w et la nd s m an ag em en t A nn ua lly 5 1 1 1 1 1 3 3 3 3 3 15 C M F D ev el op a nd su bm it fo r g az et te m en t in te gr at ed w et la nd s m an ag em en t p la ns N o. o f i nt eg ra te d w et la nd s m an ag em en t pl an s d ev el op ed Bi an nu al ly 10 2 2 2 2 2 3. 5 3. 5 3. 5 3. 5 3. 5 17 .5 LS C oo rd in at e st ak eh ol de rs to im pl em en t I nt eg ra te d W et la nd s M an ag em en t Pl an s % o f I nt eg ra te d W et la nd s M an ag em en t Pl an s im pl em en te d Q ua rt er ly 10 0 20 20 20 20 20 8 8 8 8 8 40 C M F 4. 3 C oo rd in at e C on se rv at io n an d m an ag em en t of se le ct ed de gr ad ed te rr es tr ia l ec os ys te m Es ta bl ish th e de gr ad at io n st at us o f ta rg et ed e co sy st em s N o. o f s ite s se le ct ed Q ua rt er ly 10 5 5 10 10 20 EP & RC 32 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 D ev el op en vi ro nm en ta l m an ag em en t p la ns N o. o f en vi ro nm en ta l m an ag em en t pl an s d ev el op ed A nn ua lly 10 2 3 3 2 8 12 12 8 40 EP & RC C oo rd in at e im pl em en ta tio n of e nv iro nm en ta l m an ag em en t p la ns % . o f ec os ys te m s re ha bi lit at ed Q ua rt er ly 10 0 25 25 25 25 3 3 3 3 3 15 C & E En fo rc em en t of re le va nt en vi ro nm en ta l le gi sla tio n on re ha bi lit at ed si te s N o. o f en fo rc em en t ac tio ns Q ua rt er ly 20 0 40 40 40 40 40 1 1 1 1 1 5 C & E Su b To ta l 66 .5 74 .5 68 .5 68 .5 64 .5 34 2. 5 K R A 2 : E co lo gi ca l I nt eg ri ty o f E co sy st em s St ra te gi c O bj ec tiv e 5: T o pr om ot e co ns er va tio n an d m an ag em en t o f e nv ir on m en ta lly si gn ifi ca nt a re as 5. 1 Pr ot ec tio n an d co ns er va tio n of en vi ro nm en ta lly si gn ifi ca nt A re as Id en tif y an d in ve nt or iz e of E SA s In ve nt or y Re po rt of id en tifi ed ES A s Bi an nu al ly 10 2 2 2 2 2 6 6 6 6 6 30 EP & RC D ev el op En vi ro nm en ta l m an ag em en t P la ns fo r ES A s f or G az et te m en t N o. o f E SA s M an ag em en t Pl an s de ve lo pe d Bi an nu al ly 10 2 2 2 2 2 8 12 12 8 40 EP & RC C oo rd in at e im pl em en ta tio n of th e M an ag em en t p la ns % o f P la ns im pl em en te d A nn ua lly 10 0 40 40 20 20 20 30 30 10 0 EP & RC Su b To ta l 6 34 38 48 44 17 0 K R A 2 : E co lo gi ca l I nt eg ri ty o f E co sy st em s St ra te gi c O bj ec tiv e 6: T o re st or e se le ct ed d eg ra de d aq ua tic a nd te rr es tr ia l e co sy st em s 6. 1 A ss es s a nd pr io rit iz e m os t de gr ad ed w at er bo di es in e ac h re gi on In ve nt or iz e w at er bo di es N o. o f d eg ra de d w at er b od ie s in ve nt or ie d Q ua rt er ly 8 8 8 10 6 16 C M F 33 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 C re at e aw ar en es s o f w et la nd s a t r es id en t co m m un ity le ve l N o. o f a w ar en es s fo ru m s o n w et la nd s Q ua rt er ly 40 8 8 8 8 8 4 4 8 EE I& PP Pr om ot e al te rn at iv e liv el ih oo ds to e as e pr es su re fr om w et la nd s N o. o f a lte rn at iv e liv el ih oo ds in iti at iv es pr om ot ed Q ua rt er ly 5 1 1 1 1 1 2 2 2 2 2 10 C M F 6 .2 C oo rd in at e re ha bi lit at io n of th e de gr ad ed w at er b od ie s Su pp or t r eh ab ili ta tio n of w at er b od ie s i n th e co un tr y N o. o f a qu at ic ec os ys te m s su pp or te d fo r re ha bi lit at io n A nn ua lly 8 2 2 2 2 10 0 20 0 50 50 40 0 C & E M on ito r r ec ov er y of th e re ha bi lit at ed aq ua tic e co sy st em s % im pr ov em en t ch an ge o f re ha bi lit at ed aq ua tic ec os ys te m s ba se d on ba se lin e Q ua rt er ly 50 % 10 % 10 % 10 % 10 % 10 % 4 4 4 4 4 20 EP & RC Su b To ta l 6 10 6 20 6 70 66 45 4 K R A 3 : C lim at e C ha ng e St ra te gi c O bj ec tiv e 7: T o su pp or t r ed uc tio n an d m on ito ri ng o f G re en H ou se G as es (G H G ) e m is si on s 7. 1 Es ta bl ish a re gu la to ry fr am ew or k fo r G H G e m iss io ns D ev el op a nd e nf or ce re gu la to ry re gi m e fo r gr ee nh ou se g as es N o. o f r eg ul at or y fr am ew or k de ve lo pe d A nn ua lly 1 1 4 1 1 1 7 C & E C us to m iz e se ct or sp ec ifi c G H G re po rt in g to ol s N o. o f t oo ls cu st om iz ed A nn ua lly 1 1 1 1 1 3 C & E Im pl em en t s ec to r ba se d G H G re po rt in g fr am ew or ks N o. o f r ep or ts su bm itt ed to C lim at e C ha ng e C ou nc il A nn ua lly 5 1 1 1 1 1 2 2 2 2 2 10 EP & RC H ar m on iz e im pl em en ta tio n of O zo ne D ep le tin g Su bs ta nc es re gu la tio ns w ith C lim at e C ha ng e A ct Re vi ew ed O D S re gu la tio n A nn ua lly 1 1 3 3 LS Su b To ta l 2 6 7 4 4 23 34 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 K R A 3 : C lim at e C ha ng e St ra te gi c O bj ec tiv e 8: T o ad va nc e im pl em en ta tio n of c lim at e ch an ge d ut ie s in to p ub lic a nd p ri va te en tit ie s 8. 1 Es ta bl ish co m pl ia nc e m on ito ri ng sc he m e on cl im at e ch an ge du tie s a nd ob lig at io ns in p ub lic a nd pr iv at e en tit ie s M on ito r a nd a sc er ta in co m pl ia nc e w ith as si gn ed c lim at e ch an ge d ut ie s N o. o f M D A s an d pr iv at e en tit ie s m on ito re d A nn ua lly 40 10 10 10 10 5 5 5 5 5 25 D C E Su b To ta l 5 5 5 5 5 25 K R A 3 : C lim at e C ha ng e St ra te gi c O bj ec tiv e 9: In te gr at e cl im at e ri sk a nd v ul ne ra bi lit y as se ss m en t i nt o al l f or m s o f a ss es sm en t 9. 1 Es ta bl ish cl im at e ri sk a nd vu ln er ab ili ty as se ss m en t pr oc ed ur es Re vi ew N EM A lic en si ng re gi m e to In te gr at e cl im at e ri sk pr oo fin g as p ar t o f EM Ps N o of re gu la tio ns re vi ew ed A nn ua lly 4 1 1 1 1 3 3 3 3 12 LS Su pp or t r ev ie w of a ss es sm en ts to in te gr at e cl im at e ri sk an d vu ln er ab ili ty as se ss m en t N o. o f as se ss m en ts su pp or te d A nn ua lly 5 1 1 1 1 1 4 4 4 4 4 20 EP & RC Su b To ta l 4 7 7 7 7 32 K R A 3 : C lim at e C ha ng e St ra te gi c O bj ec tiv e 10 : T o m ob ili ze a nd d ep lo y cl im at e Fi na nc e 10 .1 Po sit io n N EM A as a n eff ec tiv e cl im at e fin an ce en tit y D ev el op st ra te gi c re la tio ns a nd pa rt ne rs hi ps w ith ex ist in g an d ne w cl im at e fu nd in g en tit ie s N o. o f en ga ge m en ts w ith E nt iti es Bi e nn ua lly 10 2 2 2 2 2 3 3 3 3 3 15 D ire ct or at e Es ta bl ish st ro ng a nd re sp on siv e pr oj ec t pi pe lin e fo r f un di ng N o. o f p ro je ct s fu nd ed Bi e nn ua lly 10 2 2 2 2 2 2 2 2 2 2 10 D ire ct or at e Su b To ta l 10 10 10 10 10 50 35 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 10 .2 En ha nc e th e ca pa ci ty o f N EM A to a cc es s cl im at e fin an ce Bu ild a pp ro pr ia te in te rn al c ap ac iti es N o of st aff tr ai ne d, de pl oy ed a nd eq ui pp ed A nn ua lly 50 10 10 10 10 10 5 5 5 5 5 25 D FA K R A 3 : C lim at e C ha ng e St ra te gi c O bj ec tiv e 11 : S up po rt im pl em en ta tio n of C C A , N A P, N D C , N C C A P 11 .1 Es ta bl ish a M on ito ri ng , Re po rt in g an d Ve ri fic at io n (M RV ) s ys te m fo r c lim at e C ha ng e ac tiv iti es Im pl em en ta tio n of N A P, N D C a nd N C C A P N o. o f im pl em en ta tio n re po rt s A nn ua lly 4 1 1 1 1 2 2 2 2 8 D ire ct or at e St re ng th en A ir q ua lit y M on ito ri ng sy st em A ir q ua lit y M on ito ri ng sy st em in p la ce A nn ua lly 1 1 3 1 1 1 2 8 EP & RC 11 .2 Su pp or t i m pl e m en ta tio n of m iti ga tio n an d A da pt iv e in te r ve nt io ns D es ig n an d im pl em en t r el ev an t an d re sp on siv e C lim at e C ha ng e Pr og ra m m es N o of pr og ra m m es de si gn ed A nn ua lly 4 1 1 1 1 2 2 2 2 8 D ire ct or at e 11 .3 Su pp or t r e or ie nt at io n of sc ho ol c ur ri cu la to re sp on d to th e ad ve nt o f C lim at e C ha ng e D ev el op re le va nt co nt en t f or su bm iss io n to K IC D N o. o f co nt en t pu bl ic at io ns su bm itt ed to K IC D A nn ua lly 5 1 1 1 1 1 2 2 2 2 2 10 D ire ct or at e St ra te gi c en ga ge m en ts w ith r el ev an t st ak eh ol de rs N o of en ga ge m en ts w ith S ta ke ho ld er A nn ua lly 5 1 1 1 1 1 2 2 2 2 2 10 D ire ct or at e Su b To ta l 7 9 9 9 10 44 K R A 3 : C lim at e C ha ng e St ra te gi c O bj ec tiv e 12 : T o pr om ot e pr og ra m m es o n C ar bo n N eu tr al ity 12 .1 En ha nc e ca rb on ne ut ra lit y pr og ra m m es in in st itu tio ns Im pl em en t a c ar bo n ne ut ra l p la n fo r N EM A % Im pl em en ta tio n of th e C ar bo n ne ut ra l p la n Q ua rt er ly 10 0 20 20 20 20 20 1 1 1 1 1 5 D ire ct or at e Su b To ta l 2 2 2 2 2 10 36 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 Su pp or t E st ab lis hm en t of c ar bo n m an ag em en t i ns tit ut es in U ni ve rs iti es to st re ng th en M RV ca pa ci tie s N o. o f c ar bo n m an ag em en t in st itu te s es ta bl ish ed A nn ua lly 5 1 1 1 1 1 1 1 1 1 1 5 D ire ct or at e K R A 4 : E nv ir on m en ta l G ov er na nc e & C oo rd in at io n St ra te gi c O bj ec tiv e 13 : T o St re ng th en th e R eg ul at or y Fr am ew or k fo r E nv ir on m en ta l M an ag em en t 1 3. 1 D ev el op en vi ro nm en ta l le gi sla tio n, re gu la tio ns a nd gu id el in es Re vi ew e xi st in g an d de ve lo p en vi ro nm en ta l le gi sla tio n an d gu id el in es N o. o f Le gi sla tio ns re vi ew ed A nn ua lly 4 1 1 1 1 4 4 4 12 LS A dv is e on le gi sla tiv e an d ot he r m ea su re s fo r t he m an ag em en t of th e en vi ro nm en t en vi ro nm en ta l m an ag em en t N o. o f a dv is or y op in io ns o n m an ag em en t o f en vi ro nm en t Q ua rt er ly 40 1 1 1 1 1 3 3 3 9 LS C re at e aw ar en es s on e nv iro nm en ta l le gi sla tio n an d gu id el in es N o. o f p er so ns se ns iti ze d on en vi ro nm en ta l le gi sla tio n an d gu id el in es Bi an nu al ly 50 ,0 00 1 1 1 1 1 5. 5 5. 5 6 6 6 29 LS /E EI & PP 13 .2 A dv is e th e go ve rn m en t o n ra tifi ca tio n an d do m es tic at io n of M ul ti la te ra l En vi ro nm en ta l A gr ee m en ts (M EA s) Re vi ew p ro vi si on s o f ne w M EA s, in o rd er to ad vi se g ov er nm en t o n ra tifi ca tio n. N o of M EA s ra tifi ed A nn ua lly 3 1 1 1 3 3 3 3. 5 3. 5 16 LS /C & E/ C M F/ EP & RC D ev el op re le va nt en vi ro nm en ta l le gi sla tio ns , p ol ic ie s an d pl an s t o do m es tic at e M EA s N o. v isi on o f po lic ie s a nd le gi sla tio ns to do m es tic at e M EA s Pe ri od ic al ly 3 1 1 1 3. 0 3 3 3. 5 3. 5 16 LS /C & E/ 37 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 C on tr ib ut e to th e de ve lo pm en t o f co un tr y po sit io n pa pe rs a nd p ar tic ip at e in n eg ot ia tio ns o f M EA s a nd N at io na l re po rt in g on M EA s N o of C O Ps pa rt ic ip at ed N o. o f co un tr y pa pe rs de ve lo pe d N o. o f N at io na l re po rt s p re pa re d A nn ua lly 20 5 5 5 5 5 20 .0 22 .0 22 .0 25 .0 25 .0 11 4. 0 LS /C & E/ EP & RC Pe rf or m in te rn at io na l O bl ig at io ns u nd er M EA s N o of M EA s Su pp or te d A nn ua lly 6 6 6 6 6 6 12 12 12 12 20 68 C & E/ EP & RC Su b To ta l 43 .5 52 .5 53 57 58 26 4 K R A 4 : E nv ir on m en ta l G ov er na nc e & C oo rd in at io n O bj ec tiv e 14 : T o Pr om ot e Sy ne rg y in M an ag em en t o f E nv ir on m en ta l F un ct io ns 14 .1 Es ta bl ish a n en vi ro nm en ta l su pe rv is or y an d co or di na tio n m ec ha ni sm fo r v ar io us st ak eh ol de rs D ev el op a g ov er na nc e an d co or di na tio n fr am ew or k fo r v ar io us st ak eh ol de rs in cl ud in g M C D A s Fr am ew or k de ve lo pe d Q ua rt er ly 1 1 3 2 2 2 9 C & E/ LS Es ta bl ish a se cr et ar ia t to o pe ra tio na liz e th e fr am ew or k O pe ra tio na l se cr et ar ia t es ta bl ish ed A nn ua lly 4 1 1 1 1 2 1 1 1 5 D ire ct or at e U nd er ta ke m on ito ri ng an d ev al ua tio n on o pe ra tio ns o f st ak eh ol de rs N o. o f M & E re po rt s Q ua rt er ly 20 4 4 4 4 4 1 1 1 1 1 5 M & E 14 .2 Es ta bl ish a m ec ha ni sm fo r a lte rn at iv e di sp ut e re so lu tio n on en vi ro nm en ta l m at te rs D ev el op a n al te rn at iv e di sp ut e re so lu tio n fr am ew or k fo r en vi ro nm en ta l go ve rn an ce D isp ut e Re so lu tio n Fr am ew or k de ve lo pe d Q ua rt er ly 1 1 3 1 1 1 6 LS Su b To ta l 1. 0 9. 0 5. 0 5. 0 5. 0 25 .0 K R A 5 : G re en e co no m y fo r S us ta in ab le D ev el op m en t St ra te gi c O bj ec tiv e 15 : T o pr om ot e su st ai na bl e bl ue e co no m y 15 .1 Es ta bl ish a n en vi ro nm en ta l su pe rv is or y an d co or di na tio n Im pl em en t re co m m en da tio ns of S ta te o f t he C oa st re po rt N o. o f re co m m en da tio ns im pl em en te d A nn ua lly 9 2 2 3 1 1 8 8 12 4 4 36 C M F 38 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 m ec ha ni sm fo r v ar io us st ak eh ol de rs in th e bl ue ec on om y C oo rd in at e en vi ro nm en ta l a ct iv iti es im pl em en te d by st ak eh ol de rs u nd er In te gr at ed C oa st al Z on e M an ag em en t P la n N o. o f re po rt s A nn ua lly 5 1 1 1 1 1 5 5 5 5 5 25 C M F 15 .2 En su re su st ai na bl e ut ili za tio n an d co ns er va tio n of co as ta l, m ar in e an d in la nd w at er re so ur ce s In ve nt or iz e co as ta l, m ar in e an d in la nd w at er re so ur ce s t o de te rm in e st at us o f w at er q ua lit y, qu an tit y an d b io di ve rs ity N o. o f In ve nt or ie s of co as ta l, m ar in e an d in la nd w at er re so ur ce s Bi a nn ua lly 10 2 2 2 2 2 8 8 8 8 10 42 C M F U nd er ta ke m ar in e an d fr es h w at er N at ur al re so ur ce s ac co un tin g Va lu at io n re po rt Bi e nn ua lly 2 1 1 4 4 8 EP & RC 15 .3 W as te m an ag em en t a nd po llu tio n co nt ro l fo r w at er b od ie s U pd at e C oa st al Z on e Po llu tio n Pr ev en tio n G ui de lin es U pd at ed gu id el in es A nn ua lly 1 1 4 4 C M F Pr ep ar e an d im pl em en t M ar in e/ A qu at ic L itt er A ct io n Pl an % o f a ct io n pl an im pl em en te d A nn ua lly 10 0% 20 20 20 20 20 6 8 8 10 12 44 C M F M on ito r p ol lu tio n pa tte rn s i n w at er bo di es in cl ud in g m ar in e lit te r a nd m ar in e pl as tic s w as te N o. o f w at er bo di es m on ito re d Q ua rt er ly 20 4 4 4 4 4 8 8 8 8 8 40 C M F M ap pi ng o f p ol lu tio n so ur ce s i m pa ct in g on co as ta l, m ar in e an d in la nd w at er b od ie s N o. o f w at er bo di es m ap pe d A nn ua lly 15 3 3 3 3 3 9 9 9 9 9 45 EP & RC Id en tifi ca tio n an d st op pa ge o f i lle ga l di sc ha rg es in w at er bo di es % o f i lle ga l di sc ha rg es st op pe d A nn ua lly 10 0 20 20 20 20 20 10 10 10 10 10 50 C & E 39 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 15 .4 En ha nc e pu bl ic aw ar en es s a nd ed uc at io n on su st ai na bl e b lu e ec on om y D ev el op tr ai ni ng an d aw ar en es s pr og ra m m es o n su st ai na bl e bl ue ec on om y N o. o f pr og ra m m es im pl em en te d A nn ua lly 5 1 1 1 1 1 3 3 3 3 3 15 EE I& PP St re ng th en a nd c re at e pa rt ne rs hi ps in b lu e ec on om y in iti at iv es N o. o f pa rt ne rs hi ps A nn ua lly 5 1 1 1 1 1 2 2 2 2 2 10 C M F Su b To ta l 63 65 65 63 63 31 9 K R A 5 : G re en e co no m y fo r S us ta in ab le D ev el op m en t St ra te gi c O bj ec tiv e 16 : T o pr om ot e gr ee n ec on om y 16 .1 Pr om ot e pr og ra m m es th at re du ce en vi ro nm en ta l he al th ri sk s D ev el op st an da rd s t ha t re du ce e nv iro nm en ta l ri sk s i n de ve lo pm en t se ct or s N o. o f S ta nd ar ds de ve lo pe d A nn ua lly 5 1 1 1 1 1 2 2 2 3 3 12 C & E M ai ns tr ea m in g gr ee n de si gn s i n N EM A lic en si ng re gi m e N o. o f l ic en si ng re gi m es gr ee n de si gn m ai ns tr ea m ed A nn ua lly 8 4 4 2 2 2 4 4 14 C & E Es ta bl ish p ro gr am m es to su pp or t g re en m an ag em en t p ra ct ic es in e st ab lis he d fa ci lit ie s N o. o f pr og ra m m es Es ta bl ish ed A nn ua lly 5 1 1 1 1 1 4 4 4 4 4 20 C & E D ev el op c ap ac ity bu ild in g pr og ra m m es fo r e co f ri en dl y en vi ro nm en ta l m an ag em en t N o. o f pr og ra m m es de ve lo pe d A nn ua lly 5 1 1 1 1 1 4 4 4 4 4 20 E EI & PP 16 .2 En ha nc e na tu ra l r es ou rc e us e effi ci en t an d cl ea ne r pr od uc tio n te ch no lo gi es Pr om ot e cl ea ne r pr od uc tio n ap pr oa ch es to in du st ry fo r re du ct io n of w as te ge ne ra tio n at so ur ce % o f i nd us tr ie s ad op tin g cl ea ne r pr od uc tio n Q ua rt er ly 70 % 10 10 15 15 20 3 3 4 5 5 20 C & E In iti at e pr og ra m m es th at p ro m ot es in du st ri al sy m bi os is in a ci rc ul ar e co no m y N o. o f pr og ra m m es in iti at ed A nn ua lly 2 1 1 2 4 2 5 2 15 C & E 40 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 D ev el op a nd im pl em en t Ex te nd ed P ro du ce rs Re sp on sib ili ty (E PR ) fo r s us ta in ab le m an ag em en t o f em er gi ng w as te st re am s i nc lu di ng pl as tic a nd E w as te N o. o f E PR s de ve lo pe d A nn ua lly 3 1 1 1 4 5 5 14 C & E 16 .3 Re du ce en vi ro nm en ta l de gr ad at io n in su pp or t t o su st ai na bl e de ve lo pm en t Es ta bl ish n at ur al re so ur ce s a cc ou nt in g sy st em s t o en su re up sc al in g of p ay m en t fo r e co sy st em se rv ic es N o. o f n at ur al re so ur ce s ac co un tin g sy st em s es ta bl ish ed A nn ua lly 2 1 1 10 10 20 EP & RC C oo rd in at e ta rg et ed / de m an d dr iv en re se ar ch to in fo rm de ve lo pm en t op po rt un iti es in g re en ec on om y N o. o f co or di na te d re se ar ch pr og ra m m es A nn ua lly 10 2 2 2 2 2 2 2 2 3 3 12 EP & RC 16 .4 En ha nc e up ta ke o f gr ee n e co no m y te ch no lo gi es an d in no va tio ns by v ar io us st ak eh ol de rs Pr om ot e pu bl ic aw ar en es s a nd ed uc at io n on G re en ec on om y N o. o f st ak eh ol de r se ns iti za tio n fo ru m s h el d Q ua rt er ly 5 1 1 1 1 1 3 3 3 3 4 16 EE I& PP D ev el op G ui de lin es o n gr ee n te ch no lo gi es N o. o f g re en te ch no lo gi es de ve lo pe d Q ua rt er ly 15 3 3 3 3 3 4 4 4 4 4 20 EP & RC U nd er ta ke e xh ib iti on s on g re en te ch no lo gi es N o. o f ex hi bi tio ns h el d A nn ua lly 5 1 1 1 1 1 3 3 3 3 3 15 EE I& PP Su b To ta l 33 46 30 53 36 19 8 K R A 6 : I ns tit ut io na l C ap ac ity St ra te gi c O bj ec tiv e 17 : T o St re ng th en C or po ra te G ov er na nc e 17 .1 En ha nc e Bo ar d O ve rs ig ht R ol e C on du ct B oa rd ev al ua tio n Bo ar d Ev al ua tio n re po rt A nn ua lly 5 1 1 1 1 1 5 5 5 5 5 25 D ire ct or G en er al 41 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 Bu ild c ap ac ity o f t he Bo ar d % B oa rd m em be rs ca pa ci ty b ui lt A nn ua lly 10 0% 10 0 10 0 10 0 10 0 10 0 3 3. 5 4 4. 5 5 20 D ire ct or G en er al Pr om ot e th e Po llu te r Pa ys P ri nc ip le o n en vi ro nm en ta l lic en si ng In st itu tio na liz ed Po llu te r Pa ys po lic y on en vi ro nm en ta l lic en si ng A nn ua lly 1 1 3 3 Bo ar d M ob ili ze re so ur ce s fo r e nv iro nm en ta l co ns er va tio n an d m an ag em en t. A m ou nt o f fin an ci al re so ur ce s i n K sh . m ob ili ze d A nn ua lly 50 0 10 0 10 0 10 0 10 0 10 0 5 6 6 6 8 31 Bo ar d Su b To ta l 16 14 .5 15 15 .5 18 79 K ra 6 : I ns tit ut io na l C ap ac ity St ra te gi c O bj ec tiv e 18 : To E nh an ce N EM A’ s C or po ra te Im ag e 18 .1 Im pr ov e V isi bi lit y an d co rp or at e im ag e D ev el op a nd Im pl em en t c or po ra te co m m un ic at io ns st ra te gy C or po ra te C om m un ic a tio ns st ra te gy Q ua rt er ly 2 1 1 4 1 5 C C C M N o of M ed ia en ga ge m en ts Q ua rt er ly 15 3 3 3 3 3 10 12 15 18 20 75 C C C M U pd at ed so ci al m ed ia p la tfo rm s Q ua rt er ly 2 5 5 5 5 5 1 1. 5 2 2. 5 3 10 C C C M N o. o f pu bl ic at io ns pu bl ish ed Q ua rt er ly 20 4 4 4 4 4 1 1. 1 1. 2 1. 5 1. 8 6. 6 C C C M D ev el op a nd im pl em en t c or po ra te br an di ng st ra te gy . C or po ra te B ra nd st ra te gy Q ua rt er ly 1 1 3 3 C C C M C or po ra te b ra nd m at er ia ls Q ua rt er ly 35 7 7 7 7 7 5 5. 5 6. 5 7. 5 8 32 .5 C C C M D ev el op a nd im pl em en t C or po ra te So ci al R es po ns ib ili ty st ra te gy C SR st ra te gy Q ua rt er ly 1 1 3 1 4 C C C M C SR P la ns Q ua rt er ly 5 1 1 1 1 1 2 2 2 3 3 12 C C C M Su b To ta l 31 22 .1 26 .7 34 .5 38 .8 15 3. 1 42 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le C ar ry o ut a nd im pl em en t pe rc ep tio n su rv ey re co m m en da tio ns . Pe rc ep tio n in de x Q ua rt er ly 2 1 5 2 3 5 D ire ct or G en er al K R A 6 : I ns tit ut io na l C ap ac ity St ra te gi c O bj ec tiv e 19 : T o St re ng th en H um an C ap ita l 19 .1 A tta in a nd M ai nt ai n op tim al st affi ng le ve ls U nd er ta ke Jo b Ev al ua tio n & w or kl oa d an al ys is Jo b ev al ua tio n re po rt A nn ua lly 1 2 6 6 D FA W or kl oa d an al ys is re po rt Pe ri od ic al ly 1 2 6 6 D FA Sa la ry su rv ey re po rt A nn ua lly 1 1 5 5 D FA St aff sk ill s in ve nt or y re po rt Pe ri od ic al ly 1 1 D FA Re vi ew ed st aff es ta bl ish m en t Pe ri od ic al ly 1 1 2 2 D FA Re vi ew ed or ga ni za tio na l st ru ct ur e Pe ri od ic al ly 1 1 0. 5 0. 5 D FA % Im pl em en ta tio n of th e re co m m en da tio ns Q ua rt er ly 10 0% 0 0 50 30 20 0 0 75 7 10 92 D FA Lo bb y an d re cr ui t s ta ff N o. o f s ta ff re cr ui te d A nn ua lly 60 0 30 0 18 0 12 0 80 0 1, 20 0 1, 50 0 3, 50 0 D FA A lig n sk ill s & co m pe te nc ie s w ith th e jo b Le ve l o f al ig nm en t Pe ri od ic al ly 10 0% 50 30 20 7 5 3 15 D FA 19 .2 Tr ai n an d de ve lo p st aff U nd er ta ke tr ai ni ng N ee ds A ss es sm en t TN A re po rt A nn ua lly 2 1 1 3 3 6 D FA D ev el op tr ai ni ng an d de ve lo pm en t pr og ra m s ( In ho us e) N o. p ro gr am s de ve lo pe d A nn ua lly 5 1 1 1 1 1 1. 5 1. 5 1. 5 1. 5 1. 5 7. 5 D FA In st itu tio na liz e co ac hi ng a nd m en to ri ng pr og ra m m es C oa ch in g an d m en to ri ng gu id el in es d ev el op ed Pe ri od ic al ly 1 1 1 1 1 2 D FA M on ito r & e va lu at e eff ec tiv en es s o f tr ai ni ng p ro gr am s M & E re po rt Pe ri od ic al ly 2 1 1 2 3 5 D FA 43 Im pl em en t i nt er ns hi p pr og ra m s N o. o f i nt er ns Q ua rt er ly 40 0 10 0 10 0 10 0 10 0 10 0 25 25 25 25 25 12 5 D FA 19 .3 Su cc es si on m an ag em en t D ev el op & im pl em en t su cc es si on m an ag e m en t s tr at eg y Su cc es si on m an ag em en t s tr at eg y A nn ua lly 1 1 3 3 D FA S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 Su cc es si on m an ag em en t a ct io n pl an A nn ua lly 1 1 2 2 D FA Le ve l o f I m pl e m en ta tio n Q ua rt er ly 10 0 50 30 20 5 3 2 10 D FA 19 .4 En ha nc e Pe rf or m an ce m an ag e m en t Re vi ew p er fo rm an ce m an ag em en t f ra m e w or k Re vi ew ed p er fo rm an ce m an ag em en t t oo l A nn ua lly 1 1 2 2 D FA C oo rd in at e Pe rf or m an ce C on tr ac t A pp ro ve d Pe rf or m an ce C on tr ac t ( PC ) Q ua rt er ly 5 1 1 1 1 1 3 3 3 3 3 15 D FA U nd er ta ke p er fo r m an ce a pp ra is al A pp ra is al re po rt s Bi a nn ua lly 5 2 2 2 2 2 1 1 1 1 1 5 D FA In tr od uc e pe rf or m an ce m an ag em en t in ce nt iv es & re w ar ds Le ve l o f i m pl e m en ta tio n A nn ua lly 10 0 10 0 10 0 10 0 10 0 10 0 2 2 2 2 2 10 D FA Re vi ew S tr at eg ic P la n St ra te gi c Pl an Re vi ew ed Pe ri od ic al ly 2 1 1 1 4 8 10 22 D FA M on ito r a nd e va lu at e th e im pl em en ta tio n of N EM A P ro gr am m es an d ac tiv iti es M on ito ri ng re po rt s Q ua rt er ly 25 5 5 5 5 5 5 5 5 6 6 27 M a nd E / C PS 19 .5 En su re c on du ci ve w or k en vi ro nm en t Pr ov id e ad eq ua te o f fic e sp ac e N EM A H Q A nn ua lly 1 1 10 0 70 0 40 0 40 0 40 0 20 00 D FA C ou nt y offi ce s 15 3 3 3 3 3 15 0 15 0 15 0 15 0 15 0 75 0 D FA Pr ov id e offi ce to ol s an d eq ui pm en t O ffi ce to ol s an d eq ui pm en t pr oc ur ed . A nn ua lly 10 0% 20 20 20 20 20 10 5 10 5 10 5 10 5 10 5 52 5 D FA 44 U nd er ta ke w or k en vi ro nm en t a nd em pl oy ee sa tis fa ct io n su rv ey Em pl oy ee sa t isf ac tio n/ w or k en vi ro nm en t in de x Bi en ni al ly 2 1 1 3 3 6 D FA O SH A re po rt s Bi en ni al ly 1 1 0 D FA S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 Le ve l o f I m pl e m en ta tio n of re co m m en da tio ns A nn ua lly 10 0% 40 30 30 50 30 20 10 0 D FA 19 .8 Im pr ov e re co rd s m an ag em en t D ev el op & Im pl em en t re co rd s m an ag em en t po lic y A pp ro ve d po lic y A nn ua lly 1 1 1. 5 1. 5 D FA Le ve l o f i m pl e m en ta tio n A nn ua lly 10 0% 25 25 25 25 15 15 20 20 70 D FA Se ns iti ze st aff % o f s ta ff se ns i tiz ed A nn ua lly 10 0% 40 30 20 10 2 1. 5 0. 5 5 D FA 19 .9 Im pr ov e Te rm s an d C on di tio ns of se rv ic e Re vi ew T er m s a nd C on di tio ns o f S er vi ce Te rm s a nd C on di tio ns im pr ov ed Pe ri od ic al ly 1 1 2 2 D FA 19 .1 0 C ro ss c ut tin g po lic ie s m ai ns tr ea m ed (G en de r, A D A , H IV & A ID S, D is ab ili ty a nd N at io na l C oh e si on a nd v al ue s) M ai ns tr ea m c ro ss c ut tin g po lic ie s Le ve l o f i m pl e m en ta tio n Q ua rt er ly 10 0% 30 25 25 10 10 2 2 2 2 2 10 D FA Su b To ta l 43 7. 5 10 67 .5 17 01 20 07 .5 23 04 75 17 .5 K RA 6 : I ns tit ut io na l C ap ac ity St ra te gi c O bj ec tiv e 20 : To e nh an ce F in an ci al su st ai na bi lit y of th e A ut ho rit y 20 .1 En ha nc e re so ur ce m ob ili za tio n In cr ea se A pp ro pr ia tio n In A id (A I A ) A m ou nt c ol le ct ed (K sh s.m n) Q ua rt er ly 2, 40 0 30 0 45 0 50 0 55 0 60 0 10 10 10 10 10 50 D FA En ga ge /lo bb y th e G ov er nm en t t o in cr ea se th e fu nd in g le ve l Fu nd s a llo ca te d Q ua rt er ly 7, 00 0 1, 20 0 1, 30 0 1, 40 0 1, 50 0 1, 60 0 5 5 5 5 5 25 D FA 45 En ga ge m en t w ith D ev el op m en t p ar tn er s to fu nd p ar t o f t he A u th or ity ’s pr og ra m m es Fu nd s a llo ca te d Q ua rt er ly 1, 68 0 18 0 25 0 30 0 45 0 50 0 2 2 2 2 2 10 D FA S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 St re ng th en in g th e bi la te ra l a nd m ul til at er al de ve lo pm en t p ar t ne rs hi ps a nd d on or su pp or t A m ou nt ra is ed Q ua rt er ly 3, 80 0 30 0 50 0 80 0 1, 00 0 1, 20 0 15 25 30 45 50 16 5 D FA 20 .2 St re ng th en th e ca pa ci ty fo r N EM A to fu n dr ai se Es ta bl ish a re so ur ce m ob ili za tio n co or di na tio n un it Re so ur ce m ob ili za tio n co or di na tio n un it A nn ua lly 1 2 2 D FA Bu ild c ap ac ity o f s ta ff to d ev el op b an ka bl e pr op os al s N o. o f s ta ff tr ai ne d A nn ua lly 30 st aff tr ai ne d 10 5 5 5 5 6 1 1 1 1 10 D FA D ev el op B an ka bl e pr oj ec t p ro po sa ls N o. o f p ro po sa ls fu nd ed Q ua rt er ly 15 3 3 3 3 3 2 1 1 1 1 6 D FA 20 .3 En su re p ru de nt m an ag em en t of fi na nc ia l re so ur ce s A dh er e to th e Pu bl ic Fi na nc ia l M an ag e m en t A ct 2 01 5 (P FM A ct 2 01 5) a nd b es t fin an ci al m an ag em en t pr ac tic es Fi na nc ia l a nd A ud it re po rt s Q ua rt er ly 20 4 4 4 4 4 4 4 4 4 4 20 D FA A lig n w or k pl an s t o ap pr ov ed b ud ge ts % A dh er en ce to A pp ro ve d w or k pl an s a nd bu dg et s Q ua rt er ly 10 0% 10 0 10 0 10 0 10 0 10 0 2 2 2 2 2 10 D FA St re ng th en in g in te rn al fin an ci al c on tr ol sy st em s A dh er en ce to fin an ci al m an ua l /A ud it Re po rt s Q ua rt er ly 10 0% 10 0 10 0 10 0 10 0 10 0 5 5 5 5 5 25 D FA Pr om ot io n of e ffi ci en t us e of a va ila bl e re so ur ce s A pp ro ve d bu dg et s Q ua rt er ly 20 4 4 4 4 4 5 5 5 5 5 25 D FA 46 S tr en gt he n pr oc ur e m en t p ro ce ss I m pl em en t t he p ro cu re m en t p la n Su pp ly C ha in m an ag em en t Re po rt ss Q ua rt er ly 20 4 4 4 4 4 7 8 8. 5 9 10 42 .5 C PO Su b To ta l 65 68 73 .5 89 95 39 0. 5 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 K RA 6 : I ns tit ut io na l C ap ac ity St ra te gi c O bj ec tiv e 21 : T o en ha nc e Se rv ic e D el iv er y 21 .1 Im pr ov e cu st om er sa tis fa ct io n Im pl em en t S er vi ce C ha rt er Im pl em en ta tio n Re po rt s A nn ua lly 5 1 1 1 1 1 1 1 1 1 1 5 C C C M C ar ry o ut c us to m er sa tis fa ct io n su rv ey . Re po rt s Bi en ni al ly 2 1 1 2. 5 2. 5 5 C C C M Im pl em en t c us to m er sa tis fa ct io n su rv ey fin di ng s. Re po rt s Q ua rt er ly 20 4 4 4 4 1 1 1 1 1 5 C C C M Im pl em en t Q M S 90 01 : 20 15 Re ta in ed C er tifi ca tio n Q ua rt er ly 5 1 1 1 1 1 3 3 10 4 4 24 D FA 21 .2 Le ve ra ge IC T in al l o pe ra tio ns Re vi ew , I m pl em en t, M on ito r I C T St ra te gy an d Po lic y Re vi se d IC T Po lic y an d St ra te gy A nn ua lly 2 1 1 2 2 4 SS A M od er ni ze a nd U pg ra de IC T/ G IS In fr as tr uc tu re N o. o f P er so na l C om pu te rs pr oc ur ed A nn ua lly 10 0 20 20 20 20 20 2. 5 2. 5 2. 5 2. 5 2. 5 12 .5 SS A N o. o f s er ve rs pr oc ur ed A nn ua lly 2 1 1 7. 5 7 .5 15 SS A N o. o f p ri nt er s pr oc ur ed A nn ua lly 47 7 10 10 10 10 1. 05 1. 5 1. 5 1 .5 1. 5 7. 05 SS A Li ce ns es R e ne w al (F ire w al l, Vo IP , Q p ul se , A nt iv ir us , N av i si on ) A nn ua lly 10 0% 10 0 10 0 10 0 10 0 10 0 3 3 3 3 3 15 SS A M od er ni ze G IS L ab o ra to ry Im ag er ie s p ro cu re d A nn ua lly 5 1 1 1 1 1 4 4 4 4 4 20 EP & RC Pl ot te r p ro cu re d A nn ua lly 1 1 1 EP & RC 47 U AV D ro ne s pr oc ur ed A nn ua lly 2 1 1 1. 5 1. 5 3 EP & RC G IS T ab le ts Pr oc ur ed A nn ua lly 50 20 10 10 10 3 1. 5 1. 5 1. 5 7. 5 EP & RC S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 N o. o f S ub sc rip tio n Li ce ns es A nn ua lly 10 2 2 2 2 2 3 3 3 3 3 15 EP & RC In te rn et B an d w id th U pg ra de Q ua rt er ly 5m bp s p er co un ty ac ro ss 8 re gi on s 1 2 2 2 1 0. 1 0. 2 0. 2 0. 2 0. 1 0. 8 SS A In te rn et B an d w id th U pg ra de Q ua rt er ly 5m bp s p er co un ty ac ro ss 8 re gi on s 1 2 2 2 1 0. 1 0. 2 0. 2 0. 2 0. 1 0. 8 SS A U pg ra de E RP a nd Im pl em en t N at io nw id e Li ce ns in g Sy st em ER P up gr ad ed A nn ua lly 10 0% 10 0 8 8 SS A N at io nw id e Li ce ns in g Sy st em pr oc ur ed A nn ua lly 1 1 70 70 SS A Ro ll ou t o f N a tio nw id e Li ce ns in g Sy st em . A nn ua lly 8 re gi on s 3 3 2 1 1 1 3 SS A In te gr at e G IS m od ul es in to C T sy st em s N o. o f I C T sy s te m s w ith a G IS m od ul e. A nn ua lly 3 1 1 1 0 SS A Le ve l o f A ut o m at io n A nn ua lly 75 % 2 2 2 2 2 0 SS A Im pr ov e In fo rm at io n Se cu rit y fu nc tio n D ev el op a nd Im pl em en t In fo rm at io n Se cu rit y M an ag em en t S ys te m s (I SM S) p ol ic y/ fr am ew or k A nn ua lly In fo r m at io n Sy st em s Po lic y 1 1 1 1 1 2. 5 0. 5 0. 5 0. 5 0. 5 4. 5 SS A D ev el op IC T In fr as tr uc tu re A pp ra is al a nd A ss et R eg ist er A nn ua lly IC T A ss et Re gi st er 1 1 1 1 1 SS A 48 D ev el op a nd Im pl em en t B io m et ri c Sy st em A nn ua lly Bi om et ri c sy st em 1 5 5 D FA /S SA S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 Im pr ov e In te rn et & K no w le dg e M an ag e m en t S ys te m . N o. o f c us to m iz ed M od ul es A nn ua lly 2 1 1 1 1 2 SS A Im pl em en t I nf or m a tio n Te ch no lo gy In fr as tr uc tu re L ib ra ry (I TI L) G ap A na ly sis Re po rt A nn ua lly 1 1 1 1 SS A IT IL c er tifi ca tio n A nn ua lly 1 1 2 2 SS A Su b To ta l 27 .1 5 10 0. 7 41 .2 35 .2 31 .1 23 5. 35 K RA 6 : I ns tit ut io na l C ap ac ity St ra te gi c O bj ec tiv e: 2 2 Ri sk M an ag em en t 22 .1 Re du ct io n of ri sk e xp os ur e in op er at io ns o f t he A ut ho rit y U nd er ta ke S en sit iz a tio n of S ta ff on ri sk m an ag em en t N o. o f s ta ff se ns i tiz ed A nn ua lly 40 5 13 5 13 5 13 5 5 5 5 15 C IA Im pl em en t t he In st i tu tio na l R isk M an ag em en t F ra m ew or k (I RM F) % Im pl em en ta tio n of R isk m an ag em en t fr am e w or k Q ua rt er ly 10 0% 10 0 10 0 10 0 10 0 10 0 2 2 2. 5 2. 5 3 12 C IA Re vi ew o f I RM F Re vi ew ed IR M F do cu m en t A nn ua lly 1 1 2 2 C IA Re vi ew in te rn al co nt ro ls to a ss es s a nd ad vi se o n th ei r e ffe c tiv en es s A ud it re po rt s A nn ua lly 5 1 1 1 1 1 3 3. 5 4 4. 5 5 20 C IA U nd er ta ke G ov er n an ce C om pl ia nc e A ud its N o. o f G ov er n an ce C om pl ia nc e A ud its A nn ua lly 5 1 1 1 1 1 3 0 0 3 0 6 C IA U nd er ta ke L eg al C om pl ia nc e A ud its N o. o f L eg al C om pl ia nc e A ud its Bi en ni al ly 2 1 1 0 3 0 3 0 6 LS Pr ep ar e C on tr ac ts a nd M O U s % o f C on tr ac ts an d M O U s pr ep ar ed A nn ua lly 10 0% 10 0 10 0 10 0 10 0 10 0 LS 49 S/ N o St ra te gy K ey A ct iv iti es Pe rf or m an ce In di ca to r R ep or tin g Sc he du le Ta rg et fo r 5 ye ar s A nn ua l T ar ge ts Bu dg et (K sh s. M ill io ns ) To ta l Bu dg et R es po ns ib le Y 1 Y 2 Y 3 Y 4 Y 5 Y 1 Y 2 Y 3 Y 4 Y 5 U nd er ta ke In fo rm a tio n Sy st em s S ec ur ity A ud it In fo rm at io n Sy st em s A ud it Re po rt s A nn ua lly 5 1 1 1 1 1 1 1 1 1 1 5 SS A U nd er ta ke In fo rm a tio n Sy st em s S ec ur ity A ud it In fo rm at io n Sy st em s A ud it Re po rt s A nn ua lly 5 1 1 1 1 1 1 1 1 1 1 5 SS A Su b To ta l 14 14 .5 14 .5 14 9 66 A pp en di x 2: M on ito ri ng a nd E va lu at io n R ep or tin g Fr am ew or k K ey R es ul t A re a O ut co m e K ey P er fo rm an ce In di ca to r Ba se lin e Ta rg et A ch ie ve m en ts Va ri an ce K RA 1 : En vi ro nm en ta l Q ua lit y, Pr ot ec tio n an d C on se rv at io n En ha nc ed in te gr ity o f t he en vi ro nm en t K en ya E nv iro nm en t P er fo rm an ce In de x (K EP I) 56 .2 3% 61 % % . o f c as es p ro se cu te d & d ef en de d 10 0% 10 0% In cr ea se in n um be r o f f ac ili tie s in sp ec te d To b e es ta bl ish ed in 20 19 25 ,0 00 N o. o f f ac ili tie s A ud ite d To b e es ta bl ish ed in 20 19 15 ,0 00 % o f e nv iro nm en ta l i nc id en ts re sp on de d to To b e es ta bl ish ed in 20 19 10 0% % o f f ac ili tie s m ap pe d an d ca te go ri ze d To b e de te rm in ed b y G IS la b 20 19 10 0% Im pr ov ed p ro te ct io n an d co ns er va tio n of th e en vi ro nm en t In cr ea se in re se ar ch p ro gr am m es 6 20 Re po sit or y of e nv iro nm en ta l d at a in pl ac e 1 Le ve l o f i m pl em en ta tio n of th e En vi ro nm en ta l R es ea rc h A ge nd a To b e es ta bl ish ed in 20 19 10 0% Su st ai na bl e m an ag em en t o f en vi ro nm en ta l re so ur ce s Le ve l o f im pl em en ta tio n o f en vi ro nm en ta l m an ag em en t p la ns 10 0% 50 Le ve l o f i m pl em en ta tio n of g ui de lin es an d pr oc ed ur es fo r e nv iro nm en ta l co ns er va tio n an d re st or at io n 10 0% En vi ro nm en ta l p la nn in g m ai ns tr ea m ed in N at io na l an d C ou nt y D ev el op m en t Pl an ni ng N o. o f N EA Ps p re pa re d 1 1 % o f E A Ps m on ito re d fo r c om pl ia nc e 10 0% N EA P re vi ew ed 1 1 % o f C EA Ps re vi ew ed 10 0% C EA Ps d at a ba se in p la ce 1 Pu bl ic b eh av io ur c ha ng e to w ar ds e nv iro nm en ta l m an ag em en t % o f en vi ro nm en ta l g re en in g pr og ra m m es d ev el op ed a nd im pl em en te d by st ak eh ol de rs To b e de te rm in ed in 20 19 10 0% In cr ea se in in st itu tio ns im pl em en tin g Ed uc at io n fo r S us ta in ab le D ev el op m en t (c ol le ge s, sc ho ol s a nd u ni ve rs iti es 14 20 In cr ea se in d oc um en ta ri es o n en vi ro nm en t m an ag em en t 1 10 In cr ea se in S ec to r b as ed e xh ib iti on s 10 50 In cr ea se in M C D A s o ffi ce rs , pr iv at e se ct or a nd C SO s tr ai ne d in en vi ro nm en t m an ag em en t 40 0 2, 00 0 In cr ea se in n um be r o f in st itu tio ns (U ni ve rs ity a nd C ol le ge s) m ai ns tr ea m in g en vi ro nm en ta l su st ai na bi lit y in th ei r p ro gr am m es 5 20 K RA 2 : Ec ol og ic al In te gr ity of E co sy st em s C oo rd in at ed su st ai na bl e m an ag em en t o f a qu at ic a nd te rr es tr ia l e co sy st em s N o. o f r ip ar ia n sit es re se rv e bo un da ri es se cu re d 40 In cr ea se in n um be r o f w et la nd s su st ai na bl y m an ag ed 20 In cr ea se in s el ec te d de gr ad ed te rr es tr ia l ec os ys te m s r es to re d 10 In cr ea se in e nv iro nm en ta lly si gn ifi ca nt ar ea s p ro te ct ed a nd c on se rv ed 3 10 Le ve l o f re ha bi lit at io n of se le ct ed de gr ad ed w at er b od ie s 10 0% 51 K RA 3 : C lim at e C ha ng e M an ag em en t C lim at e ch an ge m ai ns tr ea m ed in to e nv iro nm en ta l m an ag em en t r eg ul at or y fr am ew or k Fr am ew or k de ve lo pe d 1 Le ve l o f c om pl ia nc e re po rt in g to C lim at e C ha ng e C ou nc il 10 0% 10 0% Re vi ew ed O D S re gu la tio n 1 1 C om pl ia nc e w ith a ss ig ne d cl im at e ch an ge d ut ie s N o. o f M D A s a nd p ri va te e nt iti es m on ito re d To b e de te rm in ed in 20 20 10 0 In cr ea se in r eg ul at io ns in te gr at in g cl im at e ri sk p ro ofi ng 1 4 C lim at e ri sk a ss es sm en t m ai ns tr ea m ed in to en vi ro nm en ta l r eg ul at io ns In cr ea se in e nv iro nm en ta l r eg ul at io ns m ai ns tr ea m in g cl im at e ri sk a ss es sm en t 1 5 En ha nc ed a cc es s t o cl im at e fin an ce fo r a da pt at io n an d m iti ga tio n ac tio ns in K en ya In cr ea se in c lim at e ch an ge fu nd in g 1 B ill io n 5 Bi lli on En ha nc ed su pp or t to th e im pl em en ta tio n of c lim at e ch an ge p ol ic y an d ac tio n pl an s In cr ea se su pp or t p ro gr am m es fo r cl im at e ch an ge p ol ic y an d ac tio n pl an s 1 4 A ir q ua lit y sy st em in p la ce 1 In cr ea se p ub lic at io ns su bm itt ed to K en ya In st itu te o f C ur ri cu la r D ev el op m en t ( K IC D ) 1 5 C ar bo n ne ut ra l N EM A % im pl em en ta tio n of th e ca rb on n eu tr al pl an fo r N EM A 10 0% En ha nc ed c ap ac ity fo r ca rb on m an ag em en t a nd M on ito ri ng , r ep or tin g an d Ve ri fic at io ns (M RV ) N o. o f c ar bo n in st itu te s e st ab lis he d in U ni ve rs iti es 5 52 K RA 4 : En vi ro nm en ta l G ov er na nc e an d C oo rd in at io n Su st ai na bl e m an ag em en t o f en vi ro nm en ta l r es ou rc es N o. o f L eg isl at io ns re vi ew ed 3 N o. o f a dd iti on al a dv is or y op in io ns o n m an ag em en t o f e nv iro nm en t 42 40 N o. o f p er so ns se ns iti ze d on en vi ro nm en ta l l eg isl at io n an d gu id el in es 50 ,0 00 C om pl ia nc e to th e pr in ci pl e of in te rn at io na l c oo pe ra tio n in th e m an ag em en t o f en vi ro nm en ta l r es ou rc es Le ve l o f c om pl ia nc e 10 0% 10 0% N o. o f M EA s p ro gr am m es im pl em en te d 6 6 K RA 5 : G re en ec on om y fo r su st ai na bl e de ve lo pm en t En ha nc ed m ar in e ec os ys te m in te gr ity a nd h ea lth fo r su st ai na bl e bl ue e co no m y L ev el o f i m pl em en ta tio n of re co m m en da tio ns o f t he st at e of th e C oa st re po rt 10 0% % re du ct io n of s an d ha rv es tin g fr om se ns iti ve m ar in e ec os ys te m s a nd h ot sp ot s 10 0% N o. o f n at ur al re so ur ce s a cc ou nt in g sy st em s f or P ay m en t f or E co sy st em Se rv ic es (P ES ) e st ab lis he d an d va lu at io n re po rt s 2 Im pr ov ed w at er q ua lit y fo r m ar in e an d in la nd w at er bo di es In cr ea se in p ol lu tio n tr ac ki ng 1 15 N o. o f P ol lu tio n so ur ce s f or w at er b od ie s m ap pe d 15 % im pl em en ta tio n of th e m ar in e / aq ua tic li tte r a ct io n pl an 10 0% In cr ea se in p ro gr am m es th at re du ce e nv iro nm en ta l h ea lth ri sk s a nd e nh an ce w as te m an ag em en t N o. o f c ap ac ity b ui ld in g pr og ra m m es fo r e co f ri en dl y en vi ro nm en ta l m an ag e m en t 5 N o. o f fa ci lit ie s ad op tin g gr ee n m an ag em en t p ra ct ic es 15 % o f i nd us tr ie s a do pt in g cl ea ne r p ro du ct io n To b e de te rm in ed in 20 19 70 % N o. o f E xt en de d Pr od uc er s Re sp on sib ili ty (E PR ) a do pt in g su st ai na bl e m an ag em en t o f em er gi ng w as te 3 53 K RA 6 : In st itu tio na l C ap ac ity En ha nc ed e nv iro nm en ta l go ve rn an ce % . o f B oa rd m em be rs e va lu at ed 10 0% 10 0% % o f B oa rd M em be rs c ap ac ity b ui lt 10 0% Fi na nc ia l r es ou rc es m ob ili ze d K ES . M 50 0 Im pr ov ed c or po ra te im ag e Im pr ov em en t o f cu st om er sa tis fa ct io n in de x 73 .8 % 83 .8 % Im pr ov em en t i n re so lu tio n of p ub lic co m pl ai nt s 90 % 95 % In cr ea se in n um be r o f N EM A m ed ia co ve ra ge 25 75 Im pr ov ed v isi bi lit y of N EM A C or po ra te Br an d 5 35 En ha nc ed p er fo rm an ce a nd st aff m or al e Im pr ov ed e m pl oy ee sa tis fa ct io n in de x 63 .9 % 83 % In cr ea se % . o f s ta ff tr ai ne d 53 % 73 % In cr ea se in n um be r o f s ta ff re cr ui te d to a tta in a nd m ai nt ai n op tim al st affi ng le ve ls 41 7 10 10 In cr ea se in n um be r o f S ta ff ap pr ai se d 30 3 41 7 Im pr ov em en t i n p er fo rm an ce c on tr ac t co m po sit e sc or e 3. 53 42 2. 60 0 Im pr ov e on th e le ve l o f im pl em en ta tio n of th e st ra te gi c pl an 92 % 95 % Im pr ov ed w or k en vi ro nm en t i nd ex 48 % 68 % Su st ai ne d fin an ci al st ab ili ty fo r th e A ut ho rit y to u nd er ta ke it s m an da te In cr ea se in in te rn al ly g en er at ed re ve nu e (A in A m ill io n K ES .) 70 0 2, 40 0 Im pr ov ed g ra nt s f ro m G oK (M ill io n K ES ) 4, 00 0 7, 00 0 In cr ea se in e xt er na lly g en er at ed re ve nu e (M ill io n K ES ) 1, 30 0 5, 48 0 En ha nc ed se rv ic e de liv er y Im pr ov ed a ut om at io n in de x 65 % 75 % C om pl ia nc e w ith th e se rv ic e ch ar te r 10 0% In cr ea se in st aff to c om pu te r r at io 1. 65 :1 1: 1 Re du ce d le ve l o f r isk e xp os ur e in th e op er at io ns o f t he A ut ho rit y Lo w er ed ri sk le ve ls H ig h, M ed iu m a nd Lo w Lo w 54 STRATEGIC PLANNING COMMITTEE MEMBERS 1 Mamo Boru Mamo - Ag. Director General 2 Prof. Geoffrey Wahungu - Director General 3 Kennedy Ochuka - Director Finance & Administration 4 David Ongare - Director Compliance &Enforcement 5 Zephaniah Ouma - Ag. Director Compliance & Enforcement 6 Irene Kamunge - Director Legal Services 7 Dr. Charles Lange - Deputy Director, Environmental Research &Planning 8 Salome Machua - Deputy Director, Enforcement 9 Esther Chege - Deputy Director, Human Resource & Administration 10 Betty Nzioka - Deputy Director, Monitoring and Evaluation 11 Mildred Nganga - Chief Internal Audit 12 Michael Omusula - Chief Accountant 13 Kipksogei Langat - Chief Procurement Officer 14 Evans Nyabuto - Chief Communication Manager 15 Francis Inganga - Chief Research 16 Dr. Catherine Mbaisi - Ag. Deputy Director, Environmental Education, Information and Public Participation 17 Wangare Kirumba - Principal Planning Officer 18 Linda Kosgei - Ag. Director, Legal Services 19 Godffrey Mwangi - Principal Environment Planning Officer 54