STRATEGIC PLAN 2025/2026-2029/2030

The Salaries and Remuneration Commission (SRC) Strategic Plan 2025/2026–2029/2030 is a five-year roadmap for implementing SRC’s constitutional mandate under Article 230 of the Constitution and the SRC Act, 2011. Its central focus is to promote fair and equitable remuneration, productivity, fiscal sustainability and effective management of the public wage bill.

1. Vision and Mission

Vision: A fair and equitable remuneration for a productive public service.

Mission: To set, review and advise on fiscally sustainable remuneration for the public service through stakeholder engagement, research and analysis.

The plan is guided by six core values: Fairness, Accountability, Integrity, Collaboration, Innovation and Objectivity (FAICIO).

2. What the Plan Seeks to Achieve

The plan responds to major challenges affecting public-sector remuneration, including:

Sustainability of the public wage bill.
Historical disparities in remuneration.
Need to link remuneration more closely to productivity and performance.
Compliance with SRC remuneration decisions and advice.
Changing labour-market and economic conditions.
Need for stronger stakeholder engagement and public awareness.
Institutional capacity, governance and digital-transformation requirements.
Emerging technologies, including AI, big data and digital systems.

3. Key Strategic Objectives

KRA 1 – Productivity and Performance

Strengthen recognition of productivity and performance.
Implement productivity-linked reward and recognition mechanisms.
Promote national productivity dialogue and build capacity in productivity measurement.

KRA 2 – Wage Bill, Equity and Fairness

Improve the wage-bill-to-revenue ratio.
Establish wage-bill forecasting and analytics.
Progressively harmonise remuneration structures.
Regularly review salary structures.

KRA 3 – Policy, Research and Compliance

Review and develop remuneration policies.
Strengthen SRC's policy and legal framework.
Conduct evidence-based research and comparative studies.
Strengthen compliance with SRC remuneration guidelines.

KRA 4 – Communication and Stakeholders

Strengthen strategic communication.
Improve SRC's visibility and public awareness.
Review stakeholder mapping and engagement.
Strengthen partnerships.

KRA 5 – Institutional Strengthening and Digital Transformation

Strengthen corporate governance.
Develop staff and succession-management systems.
Align organisational structures with strategic objectives.
Implement performance management.
Scale up ICT infrastructure.
Automate business processes.
Improve data management and analytics.
Strengthen resource mobilisation and financial management.
Enhance internal controls, enterprise risk management and business continuity.

4. Major Five-Year Targets

Some of the plan's headline targets are:

Increase public-sector institutions implementing productivity/performance-linked rewards from 22 to 1,009.
Reduce/maintain the wage-bill-to-ordinary-revenue ratio at 35% by the end of the plan.
Increase harmonised public-service salary structures from 14% to 44%.
Increase updated remuneration policies from 86% to 95%.
Maintain 100% of policy decisions informed by SRC research and analysis.
Increase compliance with SRC remuneration guidelines from 86% to 95%.
Increase SRC's overall image/visibility/reputation index from 67.4% to 80%.
Increase stakeholder perception of SRC from 70.5% to 85%.
Increase employee satisfaction from 61.8% to 85%.
Increase funded SRC requirements from 67% to 87%.
Achieve 100% implementation of internal and external audit recommendations within prescribed timelines.

5. Digital Transformation and ICT

For ICT and institutional modernisation, the plan specifically calls for:

Scaling up ICT infrastructure to meet business requirements.
Automating business processes.
Enhancing data-management capacity.
Establishing data analytics capabilities and a data warehouse.
Using technology for wage-bill forecasting and dashboards.
Supporting evidence-based and data-driven decision-making.

This makes digital transformation a cross-cutting enabler, rather than treating ICT simply as an administrative support function.