Factors influencing implementation of the national accessibility to water strategy by the Tana Water Services Board
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The government of Kenya introduced the water sector reforms in response to the declining performance of the actors in the sector. The reforms saw the creation of eight regional water services boards responsible for the economical and efficient provision of water services in their areas of jurisdiction. The water services boards operate under a license issued by the regulator which has set clear targets towards the attainment of universal access. In order to meet the conditions of the license and by extension the national targets, the water services boards have to develop clear strategies to support the delivery of their mandate. Tana water services board being of the eight WSBs has developed strategies to realize national accessibility to water targets within its area of jurisdiction. Despite these strategies being in place, the performance of the water services board has not matched the targets set in the national policy documents. This hinders the desire to achieve the universal access. The main objective of this project was to examine the factors influencing the implementation of the national accessibility to water strategy within Tana water services board. The research design that was adopted was a case study and entailed assessing the factors influencing the national accessibility to water strategy within Tana water services board. The study used an interview guide to collect primary data from Tana water services board. Data collection involved interviewing the top managers within the board responsible for strategy implementation. The study found that top managers influence strategy implementation at the board by setting annual performance targets that are based on the strategic plan. It further revealed that organizational culture affects the strategic implementation at the board as employees are oriented on how operations are undertaken. The study also found that communication affects strategy implementation at Tana WSB in that if it is handled well it positively affects strategy implementation at all levels. The study therefore recommends that for successful implementation of strategy, emphasis should be placed on top management. This is critical as top management offer support to the strategic missions of the board. The study also recommends that for Tana Water Services Board to be successful in implementing its strategies there is need to address the level of participation of personnel in organizational communication. The study further recommends that since innovativeness affects strategy implementation, the institution should refocus its innovative practices effectively to realize best results in strategy implementation.
University of Nairobi, Kenya