Strategic Plan 2018-2022

The Kenya National Bureau of Statistics (KNBS) 2013-2017 Strategic Plan implementation period came to an end. Based on fundamental changes that took place in the operating environment, and shifts in macro-level planning cycle, it was necessary to review the implementation status and utilize the same to inform the development of a Strategic Plan covering the period 2018-2022. The 2018-2022 Strategic Plan is aligned to the trends and emerging issues in the dynamic operating environment, and the International and National Development Agenda. The Bureau is expected to play a critical role of enabling the Government to achieve its medium and long-term development plan, through provision of credible statistical information for evidence-based policy decision-making and to guide resource allocation to the devolved units. Furthermore statistical information generated by the Bureau will enable the government in monitoring and evaluation of the implementation programmes under the MTP III (2018-2022) and the “Big Four” Agenda. Review of past performance The Plan was prepared to ensure that the Bureau remains relevant in its operational environment by capitalizing on its strengths and minimizing its weaknesses while exploiting opportunities and mitigating threats. The future direction of KNBS is informed by an in-depth analysis of achievements, performance gaps, emerging issues, challenges faced and lessons learnt during the 2013-2017 plan period. Several issues emerged while implementing the Bureau’s programmes and activities and challenges faced hindered full achievement of the set targets during the 2013-2017 Strategic Plan period. An analysis of the Bureau’s Strengths, Weaknesses, Opportunities and Threats (SWOT analysis) was critical in understanding its immediate operational environment. In addition, the Bureau’s external environment plays a big role in defining its operations and was therefore assessed through an analysis of the Policy framework; Political, Economic, Social, Technological, Environmental and Legal (PESTEL) factors affecting it. A Risk Analysis was carried out in the Strategic Plan to identify potential Risks and espouse mitigation measures. These analyses subsequently informed the Strategic Model of the Strategic Plan. Key achievements The Bureau realized key milestones during the 2013-2017 Strategic Plan period some of which include: a) Designed and implemented various surveys to provide baseline data, update key indicators and address data gaps; b) Designed and developed an expanded household-based Master Sampling frame (fifth National Sample Survey and Evaluation Programme – NASSEP V) and revamped thebusiness register; c) Adopted current standards and methods in some areas and the use of best practices in compilation of statistics and development of Data Quality Assessment Framework (DQAF) in the areas of National Accounts, Balance of Payments and Government Finance Statistics; d) Award of ISO 9001:2015 Standard Certification for implementing the Quality Management System (QMS); e) Adopted technology in data production and management processes e.g. use of Computer Assisted Personal Interview (CAPI); f) Developed a national indicator framework for monitoring the Sustainable Development Goals (SDGs); g) Enhanced National Statistical System (NSS) coordination through technical assistance to Ministries, Counties, Departments and Agencies (MCDAs). Fourteen Sector Plans have been developed that will provide the requisite foundation for development of NSDS; h) Enhanced mobilization of financial resources from both the government and other stakeholders, including World Bank; i) Increased provision of disaggregated data at the county level e.g. generation of county statistical abstract. Challenges Encountered Key challenges that hindered full implementation of 2013-2017 Strategic Plan included: a) Inadequate staff b) Inadequate office space and unfavourable work environment c) Late disbursement of funds d) Slow uptake of alternative data sources due to restriction in access and limited capacity. e) Low levels of visibility f) Low response rate in surveys and censuses. Strategic Framework The Plan was guided by the Bureau’s zeal and commitment to pursue its Vision, uphold key Values, and operationalize its Mission. The Vision will guide ththe Bureau’s long-term aspirations. In addition, the Mission statement details the path which it will take in actualizing this long-term strategy. The Core Values have also been developed and aligned to the prevailing operational environment with a view to focusing organizational synergies on long-term goals. The Vision: “To be a global leader in the provision of quality statistical services”. The Mission: “To provide, manage and promote quality statistical services through utilization of best practices for evidence-based decision making”. Core Values: P-Professionalism; I-Integrity; C-Confidentiality; C-Customer Focus; IInnovation; and T-Teamwork abbreviated as PICCIT. As a result, five Strategic Results Areas (SRAs) were identified to form the focus pillars upon which results will be pursued and measured. These are: i. Production of quality Statistics, ii. Coordination of the National Statistical System (NSS), iii. Capacity Building, iv. Financial resource mobilization and management, and v. Enhancing Bureau’s Corporate Image. The Strategic issues under each Strategic Results Area were determined and Strategic Objectives to be pursued in each area formulated to address the thematic challenges. The Strategies for realizing each SRA were identified alongside corresponding Programmes and Activities. Successful implementation of the proposed strategies will develop the institutional capacity of the Bureau to enable it build synergies to mitigate both external and internal challenges. The Plan’s implementation will also provide the actual process through which the Bureau’s strategic goals will be realized. Financial resources will be required for implementation of identified activities in the Five Strategic Result Areas (SRAs) in this Strategic Plan. For all the activities to be undertaken during the Plan period, cost estimates have been outlined in the implementation matrix. The total amount required for the 2018-2022 period is Ksh. 45,711.33 Million (Ksh. 45.7 Billion). The financial resources are expected to be generated from internal and external sources based on the projected cash inflows. Management of resources will be guided by operational rationalization, while appropriate resource mobilization strategies, will be pursued to strengthen the Bureau’s financial resource base. The Strategic Plan recognizes the importance of Monitoring, Evaluation and Reporting in the achievement of intended results. Progressive monitoring will be carried out based on the expected outputs and measurable indicators set out in the Implementation Matrix; and envisaged outputs and annual targets in the Results Matrix. In conclusion, the Strategic Plan sets out a coherent, systematic and sustainable road-map on which to anchor the Bureau’s Programmes and operational initiatives for the 2018-2022 period. However, the Plan also acknowledges that the environment is dynamic and the Bureau will have to be adaptive to changing circumstances. With an effective M&E underpinning the proposed activities and continuous refocusing and re-orientation of the strategies, the Plan will provide effective guidance to the Bureau’s operations in the Plan Period