Government and public sector planning - forging a common vision across state departments
Our client on this assignment was the Ministry of Environment, Water and Natural
Resources (MEWNR) in the Republic of Kenya. This Ministry was established by Executive Order No. 2/2013 to undertake
protection, conservation, rehabilitation and development of environment and
natural resources for sustainable development. Previously, this mandate had
been undertaken by the Ministries of Environment and Mineral Resources,
Forestry and Wildlife, Water and Irrigation, and Regional Development
Authorities as defined in the Presidential circular No.1/2008.
MEWNR’s mandate was executed through two State
Departments, each headed by a Principal Secretary: State Department of
Environment and Natural Resources, and State Department of Water. Integrating the these state functions into one required.
the vast interest that matters relating to environment, water and natural
resources attract across various sectors, the envisaged implications of
devolution in the sector as required in the Constitution of Kenya 2010, and in
compliance with the Republic’s national values and principles as carried in
Article 10 of the Constitution of Kenya 2010, MEWNR’s planning process demanded
extensive consultation of stakeholders, consensus building, referencing of a
wide variety of policy guidelines and the incorporation of key government directives.
The client was therefore looking to work with a competent and adequately experienced consulting firm that understood the workings of government, and that would be able manage the anticipated change process, build consensus within the wide range of stakeholders and effectively forge a common vision for the new ministry.
We structured the assignment around the following:
1. review of alignment of the Ministry’s strategy with
reference to the Constitution of Kenya, 2010, Kenya Vision 2030, United Nations Millennium Development Goals (MDGs), and the
Jubilee government Manifesto.
2. moderation and
harmonisation of pre-existing strategic directions of four previous
ministries (Ref. Presidential Circular No.1/2008) i.e., Ministries of Environment and Mineral Resources; Water;
Forestry and Wildlife and Regional Development Authorities.
3. engagement with MENWR’s leadership, and, in particular,
the two Principal Secretaries in the Ministry, Ministry Directors and Senior Management to agree on key strategic
directions for the Ministry
4. engagement with
key state departments and other stakeholders that would directly impact, or be
impacted by, various decisions within the Ministry’s strategic planning process
5. eesign of the
Ministry’s strategy implementation and review process for the planning period
and its integration with various annual
performance contracts within the Ministry
6. support of the Ministry in dissemination of the new
strategy and implementation work plans across the Ministry’s implementing
7. regular reporting to the
two Principal Secretaries and to the Cabinet Minister, and moderation of
engagements between various stakeholders in connection with the ministry's new strategic direction.
The new ministry adopted the new strategic direction much easier. Performance contracts for the two Principal Secretaries, and for the CEOs in the ministry's respective semi-autonomous state agencies (SAGAs), were all based on the outputs of this work, with the implementation matrix, monitoring and evaluation frameworks being used for performance management through the next five years.