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Kenya’s water sector confronts serious challenges: widespread arid and semi-arid regions, climate change impacts, low per capita water availability, underinvestment, and growing populations. Unpredictable rainfall, prolonged droughts, and severe floods put additional pressure on limited resources. The National Water Master Plan projects a sharp rise in water demand by 2030, underscoring the urgency for bold and strategic action.
Our Plan prioritizes water harvesting and storage infrastructure. Dams and reservoirs are not just engineering feats; they are lifelines for domestic use, industry, and agriculture. Their role is central in ensuring water security and food self-sufficiency.
We have aligned our vision with global and regional development goals—particularly the UN Sustainable Development Goals 2, 6, and 13—emphasizing food security, sustainable water use, and climate resilience. Our work also supports the African Union Agenda 2063 and the East African Community Vision 2050, both focused on equitable resource management and poverty eradication.
Locally, our Plan upholds Kenya’s Constitution, particularly the right to “clean and safe water in adequate quantities.” As a national agency, NWHSA is mandated to implement public water works for storage, flood control, and drought response. These roles complement the water and sanitation responsibilities of County Governments.
Our targets are ambitious but clear. Under Kenya Vision 2030 and the Bottom-up Economic Transformation Agenda (BETA), we aim to boost national water storage by 125 million cubic meters (MCM) by 2027. Major projects—like the Siyoi Muruny, Soin Koru, Bosto, Umaa, and Badasa dams—will drive this growth. We also plan to promote household rainwater harvesting for 100,000 homes and construct 360 small dams and 203 boreholes to mitigate drought impacts. Flood protection through dykes and river training structures will further safeguard communities.
These efforts will significantly expand irrigation—covering 22,000 acres—directly enhancing food security and reducing reliance on imports. They support the Ministry of Water, Sanitation and Irrigation’s target of achieving 80% national water coverage by 2027, up from 60% today. Water is a foundational enabler for BETA, supporting agriculture, housing, healthcare, MSMEs, and climate action.
We recognize that infrastructure alone is not enough. Strong governance frameworks like the Water Act 2016 and the National Water Policy 2021 are key to ensuring transparency, accountability, and sustainability. We are committed to their full implementation.
This Strategic Plan is the product of careful research, internal and external analysis, and stakeholder engagement. Drawing lessons from our legacy—the evolution from the National Water Conservation & Pipeline Corporation (NWCPC) to NWHSA—we refined our priorities to focus on long-term water solutions and strategic drought response.
To implement this plan, we rely on our team of 172 skilled staff. We’ve established a robust performance framework, with clear annual work plans, evaluations, and performance contracting. Our success depends not only on strategy but on having the right people with the right skills. We are investing in capacity development and continuous training.
We are also prepared to navigate external pressures, from political and economic shifts to climate and legal dynamics. Growing urbanization offers an opportunity for infrastructure expansion, though challenges like compensation delays and outdated equipment persist. We’re adopting technologies like GIS and green solutions to improve monitoring, efficiency, and sustainability.
Internally, our strength lies in our people, processes, and governance. We are committed to attracting top talent through competitive compensation, a supportive work environment, and professional growth opportunities. Our operations teams and compliance units work together to ensure sound financial management, legal integrity, and responsive procurement processes. Digitization efforts are streamlining administrative functions and reducing risks.
Operational efficiency is being reinforced through digital tools, refined HR practices, and a well-structured organization. Procurement follows the Public Procurement and Disposal Act (PPDA) 2015, ensuring compliance and timely delivery of projects. We’re also addressing aging equipment through strategic maintenance and replacement to boost performance.
Through detailed environmental scanning, we’ve identified six key strategic issues: water harvesting and storage, flood control, data management, partnerships, financial sustainability, and institutional capacity.
These issues inform our six strategic goals: Increase water harvesting and storage for irrigation, reduce flooding impacts, improve data availability for better decisions.
Others include: strengthening partnerships and collaboration, ensure sustainable funding and enhance institutional effectiveness and service delivery.
To realize these goals, our strategies include expanding water infrastructure, boosting drought resilience, protecting lives and livelihoods, leveraging data, and diversifying funding sources—including government support, donor partnerships, joint ventures, and commercial ventures via our Business Development Unit.
Monitoring and evaluation are central to our approach. We’ll track progress through site visits, stakeholder feedback, and formal reviews, including mid- and end-term evaluations. Performance Contracts tied to key results will ensure accountability and continuous learning.
At NWHSA, we are fully committed to building a water-secure Kenya. Through collaboration, strategic planning, and innovation, we believe this vision is achievable. We invite all stakeholders and Kenyans to join us in realizing this shared future—because water is, and always will be, the lifeline of our nation.
The Author serves as the CEO of the National Water Harvesting and Storage Authority.
