The NAIVAWASCO Strategic Plan for 2025/26 – 2029/30 has been unveiled, presenting a comprehensive roadmap designed to propel our organization toward a future defined by excellence, resilience, and unwavering service to the Naivasha community. This isn’t just a document; it’s a solemn promise to our community, a commitment to fostering a healthier, more contented, and thriving future through reliable service delivery. 

Our Guiding Vision and Mission

At the heart of this transformative plan is our inspiring Vision: to become “A model of excellence in the provision of water and sanitation services that customers trust”. This vision is not merely an aspiration but a call to action that will guide every decision we make.

Our Mission reinforces this commitment: “To provide sustainable water and sanitation services for a healthier, contented, and thriving community”. This mission is the heartbeat of our plan, driving every initiative we undertake over the next five years.

Our Values and Pledge

• We Walk the Talk: Committed to translating promises into actions and delivering on our commitments with integrity and consistency.
• We Are Better Together: Believing in the power of collaboration and teamwork for greater success and innovation.
• We Get It Done: Focusing on results and achieving goals with efficiency and determination.
• We Offer Excellent Service: Striving for excellence in every aspect of service delivery, ensuring the highest quality experience for our customers.

Our strategic mantra and slogan, “With You Forever,” encapsulates NAIVAWASCO’s long-term vision and dedication to being a citizen-centered organization, responsive to the evolving needs of Naivasha’s residents.

Addressing the Challenges, Seizing the Opportunities

• Infrastructure Needs: Many systems are outdated, requiring expansion and modernization due to rapid urbanization and population growth. Geographical challenges, such as a vast, flat terrain, necessitate energy-intensive pumping from boreholes, significantly impacting operational costs.
• Financial Constraints: Limited financial resources restrict investment in new projects and maintenance of existing systems, exacerbated by debt collection issues.
• Environmental Pressures: Changing weather patterns and water scarcity affect water availability and quality, demanding adaptive strategies and sustainable practices.
• Community Expectations: Meeting and exceeding customer expectations for high-quality and reliable services, while effectively managing public perception, remains crucial.

Yet, these challenges are matched by our determination to succeed and our resolve is strengthened. . We aim to bridge these gaps through targeted liquidity management, efficiency improvement initiatives such as automation, and sustainable practices.

Our Three Strategic Pillars for Transformation

The Strategic Plan rests on three strategic pillars designed to address these challenges and drive our vision forward:

1. Achieving Robust Financial Sustainability

Our goal is to surpass 120% O+M (Operations & Maintenance) cost coverage by 2030.To achieve this, we will focus on:

• Revenue Maximization and Cost Optimization: Aiming for revenue collection efficiency exceeding 97% and reducing non-revenue water (NRW) to 18%. We also plan to enhance energy efficiency.
• Digital Transformation: Prioritizing digitalization to optimize operations and improve efficiency, including the deployment of a Customer Relationship Management (CRM) system.
• • Diversifying Funding: Exploring partnerships and grants to attract additional funds and improve the risk-return profile of investments. Our financial projections show year-on-year revenue growth, from KES 470.92 million to KES 525.26 million by 2029/30, 
• with a strong surplus projected for 2029/30.

2. Expanding Access to Quality Water and Sanitation Services

This pillar aims to increase access to safely managed drinking water to 96% and safely managed sanitation to 56%. Key initiatives include:

• Improved Water Access: Addressing infrastructure needs, improving water quality (e.g., through defluoridation units), and promoting pro-poor initiatives. This involves extensive projects like laying hundreds of kilometers of new HDPE pipes across various zones such as Mai-Mahiu, Kinungi, Ngondi, and Lakeview, procuring and installing pumps, drilling boreholes, and constructing masonry tanks and automated water kiosks.
• Improved Sanitation Access: Expanding sewer coverage with projects like new UPVC sewer extensions in Suberico, Koinange, and Hopewell, along with initiatives like the Manera Primary School Biogas project and the expansion of the Fecal Sludge Treatment Plant (FSTP).
• Robust Community and Stakeholder Engagement: Actively involving stakeholders to align initiatives with community expectations, enhance satisfaction, and support our goals.

3. Enhancing Institutional Capacity

We are committed to strengthening our institutional capacity through improved workforce management and governance. This involves:

• Workforce Engagement and Development: Optimizing staffing (reducing staff per 1,000 connections from 8 to 5 by 2029/30), implementing comprehensive training programs (aiming for 40 average training hours per staff), and performance management via the Balanced Scorecard (with 100% of staff on Balanced Scorecards by 2027/28.
• Corporate Governance: Enhancing board practices, ensuring 100% achievement of board composition and diversity KPIs, and maintaining regular risk and audit review.

A Call for Partnership