Final Strategic Plan Final(1)

ENGINEERING KENYA @50...and beyond...

ENGINEERS BOARD OF KENYAStrategic Plan 2014-2019

AG Attorney General AIA Appropriation in AidBPO Business Process OutsourcingCBO Community Based Organization CPD Capacity Building and Professional Development EAC East African CommunityEBK Engineers Board of KenyaERB Engineers Registration BoardGDP Gross Domestic ProductGoK Government of KenyaICT Information Communication TechnologyIEK Institute of Engineers of Kenya ISO International Organization for Standardization KRA Key Result AreasMDAs Ministries, Departments and Agencies MDGs Millennium Development Goals M&E Monitoring and EvaluationMTEF Medium Term Expenditure Framework MTP Medium Term PlanNGO Non-Governmental OrganizationOGW Order of the Grand Warrior NIMES National Integrated Monitoring and Evaluation System PC Performance Contract PE Practicing Engineer PESTEL Political, Economic, Social-Cultural, Technological, Ecological, and Legal Environment PPP Public Private Partnership SWOT Strengths Weaknesses Opportunities and Threats

ABBREVIATIONS & ACRONYMS

EBK STRATEGIC PLAN 2014 - 2019

FOREWORD FROM THE CHAIRMAN

page 02 EBK STRATEGIC PLAN 2014 - 2019

FOREWORD

ENG. D M. WANJAU, PE

CHAIRMAN, ENGINEERS BOARD OF KENYA

Kenya Vision 2030 aims at making Kenya a newly industrialized country providing high quality life for all its citizens. The Government of Kenya (GoK) has embarked on a programme, under this development strategy of ensuring that Kenya becomes a middle income earning country by the year 2030. In achieving this, a sustainable economic growth target of 10% has been projected for achievement. In order for this to be a reality, comprehensive public sector reforms aimed at improving e�ciency and e�ectiveness in the delivery of public services are being implemented.

The recognition of the major role played by engineering practice in socio-economic development led to enactment of the Engineers Act 2011 and the creation of the Engineers Board of Kenya (EBK) whose object is to regulate engineering practice in Kenya. The Board will contribute towards improvement of engineering practice through capacity building and training of engineers, registration and regulation of their conduct for improved performance of the profession.

To operationalize the functions of the Engineers Board of Kenya, this strategic plan has been developed to enable the Board realize its mission and to address the challenges facing the profession. The development of this strategic plan is intended to guide the Board’s decisions and prioritize resource allocation in order to ensure achievement of set targets in service. The 2013-2018 strategic plan is expected to marshal human, �nancial and other resources in the provision of safe and quality facilities.

The targeted outputs will be realized if the Board’s Plan implementation team is guided by the core values of Integrity, Professionalism, Teamwork, Public Interest, Fairness, Respect and courtesy, Inclusiveness and Diversity. The Board on its part shall endeavor to provide support for the achievement of the strategic results enumerated in this Plan for the bene�t of all stakeholders and socio-economic development of the entire country.

MONITORINGRESOURCESIMPLEMENTATIONFRAMEWORKANALYSISINTRODUCTION DEV. AGENDA

MESSAGE FROM THE REGISTRAR

page 03EBK STRATEGIC PLAN 2014 - 2019

MESSAGE FROM THE REGISTRAR

ENG. NICHOLAS M. MUSUNI, PE

REGISTRAR,ENGINEERS BOARD OF KENYA

This strategic plan has been developed in order to operationalize the functions of Engineers Board of Kenya following enactment of the Engineers Act, 2011. The broad mandate of the Board is to regulate engineering practice in Kenya.

Guided by the Engineers Act, 2011 and extensive review of policies and consultations with the Ministry of Transport and Infrastructure and relevant stakeholders, the vision and mission of Engineers Board of Kenya has been developed. The vision for the Engineers Board of Kenya is “a safe, e�cient and e�ective engineering infrastructure, systems and processes for Kenya” .

The mission is to “ensure production of competent engineers and quality engineering services through regulation, capacity building and enforcing compliance with set engineering standards for improved socio-economic development”.In order to achieve its mission, sta� members are expected to identify themselves with core values that describe the standards that will govern the operations of the Board and its relationship with other key stakeholders.

To ensure that the Board’s functions are focused, �ve Key Result Areas (KRAs) have been identi�ed. The realization of KRAs through development of corporate objectives and corresponding strategies will deliver the key outputs of the Board and it is against the achievement of those KRAs that the performance of the Board will be measured.

The Board’s activities central to strategic plan implementation will be established by the setting of annual objectives, targets, allocation of resources, developing competitive reward and incentive systems, crafting e�cient service delivery mechanisms and formulating e�ective human resource management and development strategies. The management is called upon to implement speci�c activities in the Action Plans, which serve as a link between plan formulation and monitoring and evaluation.

The management undertakes to implement this Strategic Plan in furtherance of the Board’s mission. Finally, I recognize and acknowledge with appreciation the vital role played by all stakeholders in the development of this Strategic Plan.


06Chapter 01 - IntroductionBackground Information

RationaleMethodology

Organization of the Plan

09 Chapter 02 -

Kenya’s Development Agenda

Introduction

12Chapter 03 - Situation AnalysisIntroduction

Swot AnalysisPestel Analysis

Stakeholder Analysis

24Chapter 05 - Plan ImplementationIntroduction andAction PlanEBK Organization Structure

Staff EstabliishmentCoordination Mechanisms

Principle Risks and Management Measures

35Chapter 07 - Monitoring,Evaluation and Reporting

Strategies for Monitoring and EvaluationData and Information Collection

Schedule dMeetings and WorkshopsReports and Reviews

16Chapter 04 - Strategic FrameworkMandate of the BoardFunctions of the BoardVision, Mission and ValuesResult Areas and GoalsObjectives and Strategies

31Chapter 06 - Resource FlowsResource Mobilization

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TABLE OF CONTENTS



TABLES

Table 1: SWOT ANALYSYS 13Table 2: EBK’S PESTEL Analysis 14Table 3: EBK Stakeholder Analysis 15Table 4: EBK ACTION PLAN MATRICES 21Table 5: EBK’s Risk Management Framework 32Table 6: Projected Revenues (Financing) during the Plan period 34Table 7: Summary of Projected Revenues and Expenditures 35Table 8: Possible Funding other than direct Government funding 36

FIGURESFigure 1: EBK Organization Structure 26

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LIST OF TABLES AND FIGURES



ENGINEERS BOARD OF KENYASTRATEGIC PLAN 2014 - 2019

Chapter 1 - INTRODUCTION


1.1. BACKGROUND INFORMATIONThe practice of engineering is critically important in all sectors of the Kenyan economy. To ensure professionalism and upholding of ethical behavior in the engineering practice the Government of Kenya and other key stakeholders have established various structures and institutions which are legally mandated to provide oversight and related services to all strategic players in the economy.

The Engineers Registration Board (ERB), a statutory body, was established through an Act of Parliament in 1969. A minor revision to the Act was done in 1992 in order to accommodate the Technician Engineer grade. The Engineers Registration Board had the responsibility of regulating the activities and conduct of Practicing Engineers in the Republic of Kenya in accordance with the functions and powers conferred upon it by the Act.

The enactment of Engineers Act 2011 (No. 43) established the Engineers Board of Kenya (EBK). The mandate of EBK has been expanded to include responsibility for the registration of engineers and engineering �rms, regulation of engineering professional services, setting of standards, development and general practice of engineering. EBK therefore has developed a strategic plan so as to de�ne the necessary framework for the delivery of the revised mandate and continuation of its reform programme.

The Engineers Board of Kenya is composed of the following membership:1. The Chairperson appointed by the Cabinet Secretary from amongst the members appointed in accordance with the Engineers Act, 2011;2. The Principal Secretary in the Ministry responsible for matters relating to engineering;3. The Principal Secretary in the Ministry responsible for matters relating to �nance; 4. The Principal Secretary in the Ministry responsible for matters relating to higher education;5. The Chairperson of The Institution of Engineers of Kenya (IEK); 6. The Registrar; and7. Seven persons appointed by the Cabinet Secretary of whom, three shall be persons representing di�erent engineering disciplines, nominated by the Institution of Engineers of Kenya; one shall be a public o�cer from a public corporation responsible for matters relating to engineering; one shall be a representative of universities nominated by universities o�ering engineering courses in Kenya; and two shall be from the private sector.

1.2. RATIONALE FOR DEVELOPING THE PLAN In order to implement Vision 2030, the First Medium Term Plan (MTP) -2008-2012 and soon to be launched Second Medium Term Plan (2013-2017), all Government Ministries, Departments and Agencies (MDAs) are required to formulate strategic plans which dovetail the national development blueprints. The implementation of performance contracts initiative introduced by the Government in 2003 also requires that each public sector organization develop a Strategic Plan as a basis for prioritizing its activities.

The Strategic Plan is the cornerstone of the performance contracting process. Thus Public Sector organizations such as EBK are required to develop a comprehensive range of performance targets, which should be anchored to their strategic plans.

Development of a strategic plan will enable EBK to: • examine the new contextual environment in which it operates; • explore the factors and trends that a�ect the way it performs its core functions; • seek to meet its mandates and ful�l its vision and mission; • frame strategic issues which must be addressed; and • craft and implement strategies for responding to the pertinent issues.

1.3. METHODOLOGY OF DEVELOPING THE PLANDevelopment of this Plan relied heavily on review of the relevant documents such as the Vision 2030, First MTP

(2008-2012), Second MTP Concept Note and the Constitution 2010 among other documents in the infrastructure sector. Extensive review of the relevant documents and key informant interviews culminated in the formulation of the vision and mission statements as well as identi�cation of operating values. On the basis of the formulated mission, vision and core values, goals and strategic objectives were established and relevant strategies and implementation matrix crafted.

1.4. ORGANIZATION OF THE PLANThe Plan is organized around seven Chapters. Chapter 1 sets out the introduction and background giving the justi�cation for developing the Plan. Chapter 2 outlines Kenya’s Development Agenda while the Situation Analysis is contained in Chapter 3. The Strategic Framework is presented in Chapter 4. Chapter 5 focuses on the Plan Implementation Framework. Chapter 6 contains the Resource Flows. Chapter 7 presents Monitoring, Evaluation and Reporting Systems.

page 07

CH. 1: INTRODUCTION



1.1. BACKGROUND INFORMATIONThe practice of engineering is critically important in all sectors of the Kenyan economy. To ensure professionalism and upholding of ethical behavior in the engineering practice the Government of Kenya and other key stakeholders have established various structures and institutions which are legally mandated to provide oversight and related services to all strategic players in the economy.

The Engineers Registration Board (ERB), a statutory body, was established through an Act of Parliament in 1969. A minor revision to the Act was done in 1992 in order to accommodate the Technician Engineer grade. The Engineers Registration Board had the responsibility of regulating the activities and conduct of Practicing Engineers in the Republic of Kenya in accordance with the functions and powers conferred upon it by the Act.

The enactment of Engineers Act 2011 (No. 43) established the Engineers Board of Kenya (EBK). The mandate of EBK has been expanded to include responsibility for the registration of engineers and engineering �rms, regulation of engineering professional services, setting of standards, development and general practice of engineering. EBK therefore has developed a strategic plan so as to de�ne the necessary framework for the delivery of the revised mandate and continuation of its reform programme.

The Engineers Board of Kenya is composed of the following membership:1. The Chairperson appointed by the Cabinet Secretary from amongst the members appointed in accordance with the Engineers Act, 2011;2. The Principal Secretary in the Ministry responsible for matters relating to engineering;3. The Principal Secretary in the Ministry responsible for matters relating to �nance; 4. The Principal Secretary in the Ministry responsible for matters relating to higher education;5. The Chairperson of The Institution of Engineers of Kenya (IEK); 6. The Registrar; and7. Seven persons appointed by the Cabinet Secretary of whom, three shall be persons representing di�erent engineering disciplines, nominated by the Institution of Engineers of Kenya; one shall be a public o�cer from a public corporation responsible for matters relating to engineering; one shall be a representative of universities nominated by universities o�ering engineering courses in Kenya; and two shall be from the private sector.

1.2. RATIONALE FOR DEVELOPING THE PLAN In order to implement Vision 2030, the First Medium Term Plan (MTP) -2008-2012 and soon to be launched Second Medium Term Plan (2013-2017), all Government Ministries, Departments and Agencies (MDAs) are required to formulate strategic plans which dovetail the national development blueprints. The implementation of performance contracts initiative introduced by the Government in 2003 also requires that each public sector organization develop a Strategic Plan as a basis for prioritizing its activities.

The Strategic Plan is the cornerstone of the performance contracting process. Thus Public Sector organizations such as EBK are required to develop a comprehensive range of performance targets, which should be anchored to their strategic plans.

Development of a strategic plan will enable EBK to: • examine the new contextual environment in which it operates; • explore the factors and trends that a�ect the way it performs its core functions; • seek to meet its mandates and ful�l its vision and mission; • frame strategic issues which must be addressed; and • craft and implement strategies for responding to the pertinent issues.

1.3. METHODOLOGY OF DEVELOPING THE PLANDevelopment of this Plan relied heavily on review of the relevant documents such as the Vision 2030, First MTP

(2008-2012), Second MTP Concept Note and the Constitution 2010 among other documents in the infrastructure sector. Extensive review of the relevant documents and key informant interviews culminated in the formulation of the vision and mission statements as well as identi�cation of operating values. On the basis of the formulated mission, vision and core values, goals and strategic objectives were established and relevant strategies and implementation matrix crafted.

1.4. ORGANIZATION OF THE PLANThe Plan is organized around seven Chapters. Chapter 1 sets out the introduction and background giving the justi�cation for developing the Plan. Chapter 2 outlines Kenya’s Development Agenda while the Situation Analysis is contained in Chapter 3. The Strategic Framework is presented in Chapter 4. Chapter 5 focuses on the Plan Implementation Framework. Chapter 6 contains the Resource Flows. Chapter 7 presents Monitoring, Evaluation and Reporting Systems.

page 08

CH. 1: INTRODUCTION




Chapter 2 - Kenya’s Development Agenda


2.1. INTRODUCTION Kenya Vision 2030 is the long-term development blueprint for the Country. It is motivated by the collective aspirations for a better society by the year 2030. The aim of the Kenya Vision 2030 is to create a globally competitive and prosperous Country with a high quality of life by 2030. It aims to transform Kenya into a newly industrializing, middle-income Country providing high quality of life to all its citizens in a clean and secure environment. Simultaneously the Vision aspires to meet the Millennium Development Goals (MDGs) for Kenya by 2015. The Vision is anchored on three key pillars: economic, social, political and governance.

The Economic Pillar aims to achieve an average economic growth rate of 10 % per annum and to sustain the same till 2030 in order to generate more resources to meet the MDGs and Vision goals. The Social Pillar seeks to create and build a just and cohesive society that enjoys equitable social development in a clean and secure environment while the Political Pillar aims at realizing an issue- based, people centered, result- oriented and accountable democratic system.

The Vision 2030 has identi�ed seven key foundations on which the Vision will be anchored on. These foundations are: • Macroeconomic stability for long term development • Public sector reforms; • Infrastructure; • Energy; • Science, Technology and Innovations; • Land reforms; • Human resource development, labour and employment; • Security, peace building and con�ict resolution.

Infrastructure is an important enabler for sustained economic growth. Accordingly, the MTP 2008-2012 sought to accelerate and consolidate gains made in infrastructure development, focusing on quality, aesthetics and functionality of the infrastructure services. The Vision of the infrastructure sector is “to deploy and employ a�ordable and accessible infrastructure facilities and services in support of Vision 2030”.

To achieve this Vision the infrastructure sector is pursuing the following strategies: • Strengthening the institutional framework for infrastructure development and accelerating the speed of its completion; • Raising e�ciency and quality of infrastructure projects, and increasing the pace of implementation of infrastructure projects so that they are completed in speci�ed time frames; • Enhancing local content (materials and services) of identi�ed infrastructure projects i.e. minimising import content; • Developing and maintaining an integrated, safe and e�cient transport network; • Supporting the development of infrastructure initiatives around �agship projects; • Benchmarking infrastructure facilities and services provision with globally acceptable performance standards targeting enhanced customer satisfaction; • Integrating information and communication technologies in the processes of infrastructure services provision; • Implementing infrastructure projects that will stimulate demand in hitherto neglected areas targeting increased connectivity and reduced transport and other infrastructure costs; • Developing a national spatial plan to optimize the development and utilization of infrastructure facilities and services; • Modernizing and expanding sea port facilities; • Identifying, developing and retaining the requisite human resources to support the infrastructure facilities and services; and

page 10

• Enhancing private sector participation in the provision of infrastructure facilities and services strategically complemented by public sector interventions.

To realize these strategies, there is recognition that a vibrant and e�ective engineering profession built in a conducive environment is prerequisite for building and maintaining the said infrastructure. The e�ciency of achieving the success in the market depends, to wide extent, on the required knowledge and engineer’s skills, more over the correct use of the connection between government, academia and industry on local, regional and international level.

The premise is that engineering profession will propel industrial development, and help the country acquire competence in the manufacturing of equipment and products required for sustainable human development. However, most industries in the country still depend heavily on imported technology and equipment, and on imported technical expertise for maintenance yet what we need as a country is indigenous skilled human capital. One main reason for this problem may be the type of training given by these institutions most of which may not be adequate to prepare the engineer to perform in the market place. Another issue is that the current engineering manning level may not be equivalent to market demands. Indeed, Kenya is in urgent need of at least 30,000 engineers if it is to achieve the Vision 2030 goal of becoming a middle income country in 17 years.

In order to solve these issues, Kenya will focus on policies and measures to build domestic capacity and capabilities especially in engineering and construction through local and overseas training and cooperation and joint ventures with leading foreign construction and technology �rms.

CH. 2: : KENYA’S DEVELOPMENT AGENDA



2.1. INTRODUCTION Kenya Vision 2030 is the long-term development blueprint for the Country. It is motivated by the collective aspirations for a better society by the year 2030. The aim of the Kenya Vision 2030 is to create a globally competitive and prosperous Country with a high quality of life by 2030. It aims to transform Kenya into a newly industrializing, middle-income Country providing high quality of life to all its citizens in a clean and secure environment. Simultaneously the Vision aspires to meet the Millennium Development Goals (MDGs) for Kenya by 2015. The Vision is anchored on three key pillars: economic, social, political and governance.

The Economic Pillar aims to achieve an average economic growth rate of 10 % per annum and to sustain the same till 2030 in order to generate more resources to meet the MDGs and Vision goals. The Social Pillar seeks to create and build a just and cohesive society that enjoys equitable social development in a clean and secure environment while the Political Pillar aims at realizing an issue- based, people centered, result- oriented and accountable democratic system.

The Vision 2030 has identi�ed seven key foundations on which the Vision will be anchored on. These foundations are: • Macroeconomic stability for long term development • Public sector reforms; • Infrastructure; • Energy; • Science, Technology and Innovations; • Land reforms; • Human resource development, labour and employment; • Security, peace building and con�ict resolution.

Infrastructure is an important enabler for sustained economic growth. Accordingly, the MTP 2008-2012 sought to accelerate and consolidate gains made in infrastructure development, focusing on quality, aesthetics and functionality of the infrastructure services. The Vision of the infrastructure sector is “to deploy and employ a�ordable and accessible infrastructure facilities and services in support of Vision 2030”.

To achieve this Vision the infrastructure sector is pursuing the following strategies: • Strengthening the institutional framework for infrastructure development and accelerating the speed of its completion; • Raising e�ciency and quality of infrastructure projects, and increasing the pace of implementation of infrastructure projects so that they are completed in speci�ed time frames; • Enhancing local content (materials and services) of identi�ed infrastructure projects i.e. minimising import content; • Developing and maintaining an integrated, safe and e�cient transport network; • Supporting the development of infrastructure initiatives around �agship projects; • Benchmarking infrastructure facilities and services provision with globally acceptable performance standards targeting enhanced customer satisfaction; • Integrating information and communication technologies in the processes of infrastructure services provision; • Implementing infrastructure projects that will stimulate demand in hitherto neglected areas targeting increased connectivity and reduced transport and other infrastructure costs; • Developing a national spatial plan to optimize the development and utilization of infrastructure facilities and services; • Modernizing and expanding sea port facilities; • Identifying, developing and retaining the requisite human resources to support the infrastructure facilities and services; and

page 11

• Enhancing private sector participation in the provision of infrastructure facilities and services strategically complemented by public sector interventions.

To realize these strategies, there is recognition that a vibrant and e�ective engineering profession built in a conducive environment is prerequisite for building and maintaining the said infrastructure. The e�ciency of achieving the success in the market depends, to wide extent, on the required knowledge and engineer’s skills, more over the correct use of the connection between government, academia and industry on local, regional and international level.

The premise is that engineering profession will propel industrial development, and help the country acquire competence in the manufacturing of equipment and products required for sustainable human development. However, most industries in the country still depend heavily on imported technology and equipment, and on imported technical expertise for maintenance yet what we need as a country is indigenous skilled human capital. One main reason for this problem may be the type of training given by these institutions most of which may not be adequate to prepare the engineer to perform in the market place. Another issue is that the current engineering manning level may not be equivalent to market demands. Indeed, Kenya is in urgent need of at least 30,000 engineers if it is to achieve the Vision 2030 goal of becoming a middle income country in 17 years.

In order to solve these issues, Kenya will focus on policies and measures to build domestic capacity and capabilities especially in engineering and construction through local and overseas training and cooperation and joint ventures with leading foreign construction and technology �rms.


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Chapter 3 - Situation Analysis


3.1. INTRODUCTION This chapter covers analysis of internal and external environments likely to a�ect EBK. For the internal environment, it reviews strengths and weaknesses in the functional areas of the Board namely management, �nance, operations and service delivery. The outputs of internal environment analysis are the strengths and weaknesses of the Board while those of the external environment (PESTEL) are the opportunities and threats (challenges) facing the Board.

3.2. SWOT ANALYSISThe analysis of the pertinent environment yielded the following Strengths-Weaknesses-Opportunities and Threats (SWOT).

Table 1 - SWOT ANALYSYS

EBK will seek to capitalise on its strengths and exploit the available opportunities in a bid to overcome its weaknesses and reduce the impact of the threats. 3.1. PESTEL ANALYSISPESTEL analysis was undertaken to assess the environment under which EBK is operating as regards to political, economic, social-cultural, technological, legal and environmental factors. The EBK will make an attempt to maximize on the positive attributes and minimize the negative attributes of the PESTEL (Tables 1a and 1b).

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

Visionary leadershipStrong Legal Framework Technical ability of the staffTeamwork spirit Effective guidelines and regulations that guide programme implementationGood working environmentStaff willingness to undertake further training Diversity in composition of the Board

Inadequate human and financial resourcesInadequate facilitiesLow level of utilization of ICTLow levels of implementation by the Board

Political goodwill and improved governanceRapid growth in information communication technology (ICT)Improved relations with development partnersBenchmarking against best practices from other institutionsCollaboration with relevant stakeholdersSustainable funding policy systemA growing economyAvailability of professionals.

Non-compliance with the Engineers Act, 2011High expectations by stakeholders.Inadequate resources to develop engineering practice demands.Reliance on development partner funding.Negative political input.Inadequate number of engineers and lecturer engineersCross-cutting Issues such as insecurity, HIV/AIDS, corruption, displacement and gender.Non-compliancewith existing laws and regulations

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CH. 3: SITUATION ANALYSIS



Table 2a: EBK’S PESTEL Analysis

Table 2b: EBK’S PESTEL Analysis

Political factors Economic factors Social- cultural factors

Positive attributes

Negative attributes

Positive attributes Negative attributes

Positive attributes

Negative attributes

• Political goodw ill for gazetting EBK regulations

• Goodw ill from development partners

• Political stability

• Inadequate AG legal staff to f inalize regulations leading to delays

• Frequent changes in the political leadership may delay implementation of reforms

• Increased investor confidence

• Increased economic grow th

• Increased budgetary allocations

• Cost reduction and savings on government operations

• Unstable exchange rates

• Brain drain

• Overdependence on donors

• Low remuneration of engineers

• Willingness to participate and ow n the strategic planning process

• Inadequate qualif ied w omen and youth engineers

• Impact of HIV and AIDS Pandemic

• Cherishing of corruption practices

Technological factors Ecological factors Legal factors

Positive attributes

Negative attributes Positive attributes Negative attributes

Positive attributes

Negative attributes

• Implementation of E- government policy

• Improved access to ICT facilities

• Increased acquisition of computer skills

• High skilled manpow er

• High turnover of skilled ICT manpow er

• Inadequate recruitment of technical staff

• Increased counterfeit technology

• Inadequate training tow ards technological advancement

• Enforcement of the environmental management and

• co-ordination Act 1999

• Conducive w orking environment

• Politicization of the environmental issues

• Non adherence to the environmental management and

• co-ordination Act 1999

• Natural disasters

• Existence of a legal institution

• Existence of legal statutes for EBK

• Inadequate legal staff at EBK.

• Slow approval of regulations

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3.1. STAKEHOLDER ANALYSISThe stakeholders identi�ed in Table 3 are critical to the success of EBK. The exercise of stakeholder analysis will be a continuous one due to the dynamic nature of the EBK.

TABLE 3: EBK STAKEHOLDER ANALYSIS

Stakeholder(s) Stakeholder Expectations EBK Expectations

Board members Effective and efficient delivery of mandate of the Board

• Provide Strategic direction • Resource mobilization • Play an oversight role in the

management of the Board • Project a positive image of the

Board

Individual Engineers including accredited checkers and Engineering firms

Effective and efficient delivery of mandate of the Board

• Compliance with the Engineers Act, 2011and other relevant laws

•

Management and Employees

• Stable and progressive organization • Competitive terms and conditions of

service • Transparency and Accountability • Efficiency and effectiveness in

service delivery

• Commitment and productivity • Portrayal of the right image of

Board • Adherence to rules and

regulations of • EBK • Provision of effective and efficient

services to partners and stakeholders

Government Ministries Departments and Agencies (MDAs)

• Provision of quality engineering development programs and services

• Provision of adequate funding and resources.

• Quality service delivery

National and County Governments

• Effective and efficient delivery of mandate of the Board

• Quality service delivery

Suppliers • Professional conduct of business • Prompt settlement for

products/services provided

• Supply of quality goods and services

• Ethical relations in all their operations

Learning / Research Institutions offering engineering programmes

• Collaboration in research and capacity building

• Collaboration in research and capacity building

• Approved and Accredited Programmes

• Use of Modern Technologies

Media • Dissemination of accurate and timely information

• Fair and accurate reporting

Foreign Engineering Regulatory Boards

• Collaboration on research and development of best engineering practices

• Exchange programs

• Collaboration on research and development of best engineering practices

• Exchange programs

NGOs, CBOs, and Private sector

• Citizen engagement • Standards/interpretation of

expectations

• Needs analysis and insights on public expectations.





Chapter 4 - Strategic Framework


4.1. MANDATE The Mandate of the Board is derived from the core functions as set out in the Engineers Act, 2011. The Mandate of EBK is: 1. Registration of engineers and engineering consulting �rms;2. Regulating engineering professional services;3. Setting of standards;4. Development of the general practice of engineering; and 5. Training and capacity development.

4.2. FUNCTIONS AND POWERS OF THE BOARDSpeci�cally, the Mandate of the Board shall cover functions as set out in the Engineers Act, 2011 which are to:(a) Receive, consider, make decisions on applications for registration and register approved applications; (b) Keep and maintain the Register;(c) Publish the names of registered and licensed persons under the Act;(d) Issue licenses to quali�ed persons under the provisions of the Act;(e) Publish and disseminate materials relating to its work and activities;(f ) Carry out inquiries on matters pertaining to registration of engineers and practice of engineering;(g) Enter and inspect sites where construction, installation, erection, alteration, renovation, maintenance, processing or manufacturing works are in progress for the purpose of verifying that— i. Professional engineering services and works are undertaken by registered persons under the Act; ii. Standards and professional ethics and relevant health and safety aspects are observed;(h) Assess, approve or reject engineering quali�cations of foreign persons intending to o�er professional engineering services or works;(i) Evaluate other engineering programmes both local and foreign for recognition by the Board;(j) Enter and inspect business premises for veri�cation purposes or for monitoring professional engineering works services and goods rendered by professional engineers;(k) Instruct, direct or order the suspension of any professional engineering services works, projects, installation process or any other engineering works, which are done without meeting the set out standards;(l) Approve and accredit engineering programs in public and private universities and other tertiary level educational institutions o�ering education in engineering;(m) Set standards for engineers in management, marketing, professional ethics, environmental issues, safety, legal matters or any other relevant �eld;(n) Prepare detailed curriculum for registration of engineers and conduct professional examinations for the purposes of registration;(o) Establish a school of engineering and provide facilities and opportunities for learning, professional exposure and skills acquisition, and cause continuing professional development programmes for engineers to be held;(p) Establish the Kenya Academy of Engineering and Technology whose purpose shall be to advise the National and the County Governments on policy matters relating to engineering and technology;(q) Plan, arrange, co-ordinate and oversee continuing professional training and development and facilitate internship of graduate engineers;(r) Collaborate with engineering training institutions, professional associations, engineering organizations and other relevant bodies in matters relating to training and professional development of engineers;(s) Determine the fees to be charged by professional engineers and �rms for professional engineering

services rendered from time to time;(t) Hear and determine disputes relating to professional conduct or ethics of engineers;(u) Develop, maintain and enforce the code of ethics for engineers and regulate the conduct and ethics of the engineering profession in general;(v) Determine and de�ne disciplines of engineering recognised under the Engineers Act;(w) Conduct recruitment of sta� of the Board through a competitive process; and(x) Carry out such other functions related to the implementation of this Act.

4.3. VISIONThe Vision of EBK is a “safe, e�cient and e�ective engineering infrastructure, systems and processes for Kenya”

4.4. MISSIONThe mission of EBK is “to ensure production of competent engineers and quality engineering services through regulation, capacity building and enforcing compliance with set engineering standards for improved socio-economic development”.

4.5. VALUES All members of sta� of the Board will uphold the following core values in their day-to-day operations: i. Integrity ii. Professionalism iii. Teamwork iv. Public Interest v. Fairness vi. Respect and courtesy vii. Inclusiveness and Diversity

4.6. KEY RESULT AREAS AND GOALSWithin the strategy period, EBK has committed to focus on �ve Key Result Areas (KRAs). EBK will allocate its resources to these focus areas to deliver the key outputs and its mandate. The KRAs are as follows: i. Engineers and engineering �rms registered. ii. Engineering professional services regulated. iii. Engineering standards developed and enforced. iv. Capacity for general practice of engineering developed. v. Engineers Board of Kenya developed and sustained.

The following strategic goals are identi�ed as priority areas for implementation during the Plan period: These goals are: i. Register all engineers and engineering consulting �rms ii. Regulate engineering professional services iii. Develop and implement engineering standards iv. Develop the general practice of engineering. v. Develop and Sustain EBK

4.7. OBJECTIVES AND STRATEGIES The above goals shall have the following objectives and strategies:

Goal 1: Register all engineers and engineering consulting �rms.Objective: To license quali�ed and competent engineers and engineering consulting �rms to practise engineering in Kenya.

Strategies: i. Review and evaluate all applications for licensing.ii. Develop and implement an e�ective licensing renewal process.

Goal 2: Regulate engineering professional services.Objective: To ensure e�ective and e�cient enforcement and compliance to the Engineers Act, 2011 and the regulations thereof.

Strategies: i. Sensitize, educate and promote ethical and professional behaviour of licensed engineers and engineering consulting �rms.ii. Investigate and discipline violations to the Engineer’s Act, 2011 and its regulations.

Goal 3: Develop and implement engineering standards

Objective: To ensure compliance with set standards in engineering practice.

Strategies:i. Develop and implement an Engineers Procedures Manual.ii. Sensitize professionals about the manual and code of ethics for engineers.

Goal 4: Develop the general practice of engineering

Objective: To build capacity through training and assessment of individual engineers and engineering �rms.

Strategiesi. Develop and implement a continuing professional development program for professional engineers.ii. Develop and implement an internship program for graduate engineersiii. Evaluate, approve and accredit engineering programs for public/private universities and other tertiary institutions.iv. Administer engineering examinations required for licensure.

Goal 5: Develop and Sustain EBK

Objective: To ensure that EBK delivers on its Mandate in a sustainable manner.

Strategies:i. Develop and implement EBK �nance policy.ii. Formulate and implement a robust human resource strategyiii. Craft and utilize a modern ICT system iv. Develop and implement an M&E systemv. Develop amicable working relations with institutions training in engineering.

Implementation of the goals, objectives and strategies outlined above will enable EBK to address a number of challenges as set out in this Plan.

page 17

CH. 4: STRATEGIC FRAMEWORK









page 18

























page 19








































page 20




KE

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neer

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d en

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nsul

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firm

s re

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Goa

l No.

1 Re

gist

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ll en

gine

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nd e

ngin

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g fir

ms

Stra

tegi

c O

bjec

tive

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cens

e qu

alifi

ed, c

ompe

tent

eng

inee

rs a

nd fi

rms

to p

ract

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neer

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in K

enya

.

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tivity

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me

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Year

1

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et fo

r Ye

ar 2

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for

Year

3

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et fo

r Ye

ar 4

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rget

for

Year

5

Tota

l To

tal c

ost

(Ksh

s 00

0)

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y

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iew

and

ev

alua

te a

ll ap

plic

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ns fo

r lic

ensi

ng (

1)

Rec

eive

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doc

umen

t al

l app

licat

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20

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No.

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pplic

atio

ns

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ived

20

35

3105

25

30

3110

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20

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No.

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1

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16

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2014

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2 18

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5

2014

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firm

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CH. 7: MONITORING, EVALUATION AND REPORTINGMONITORINGRESOURCESIMPLEMENTATIONFRAMEWORKANALYSISINTRODUCTION DEV. AGENDA

page 21

NO

TES

ON

GO

AL

NO

. 11.

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rate

gic

plan

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ecte

d to

ens

ure

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as

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uate

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re

re

gist

ered

with

in th

e �r

st th

ree

year

s of

the

plan

by

sust

aine

d se

nsiti

zatio

n ca

mpa

ign

with

the

empl

oyer

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aini

ng in

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tions

and

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publ

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e nu

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r of p

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se b

y 4,

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from

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curr

ent 1

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r 20

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n

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ship

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oth

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ic a

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e se

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and

sust

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d ca

mpa

ign

with

em

ploy

ers

. It i

s es

timat

ed th

at 8

5% o

f int

erns

sho

uld

be re

ady

for a

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sion

as

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the

se

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r of t

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lting

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xpec

ted

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se b

y 41

5 fr

om th

e cu

rren

t 327

(Dec

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r 201

3) t

o 84

2 by

end

of p

lan

perio

d.

TABL

E 4:

EBK

AC

TIO

N P

LAN

MAT

RICE

S

Key

Resu

lt Ar

ea

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neer

ing

prof

essi

onal

ser

vice

s re

gula

ted

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l No.

2 Re

gula

te e

ngin

eerin

g pr

ofes

sion

al s

ervi

ces

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tegi

c O

bjec

tive

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nsur

e ef

fect

ive

enfo

rcem

ent a

nd c

ompl

ianc

e to

the

Engi

neer

s Ac

t 201

1

Stra

tegy

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tivity

Ti

me

fram

e Pe

rform

ance

In

dica

tors

Ta

rget

for

Ye

ar 1

Ta

rget

for

Year

2

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et

for

Year

3

Targ

et fo

r

Year

4

Targ

et fo

r

Year

5

Tota

l To

tal c

ost

(Ksh

s ‘0

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Resp

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bilit

y

Sen

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and

prom

ote

ethi

cal

and

prof

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havio

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f lic

ense

d en

gine

ers

and

firm

s.(1

)

Dev

elop

and

im

plem

ent

a C

omm

unic

atio

ns

Pla

n

2014

-201

8 C

omm

unic

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ns

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n in

pla

ce

1

1

Dep

. R

egis

trar-

Cap

acity

B

uild

ing

&P

rofe

ssio

nal

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elop

men

t

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cate

st

akeh

olde

rs

thro

ugh

foru

ms

2014

-201

8 N

o. o

f for

ums

held

2

3 4

4 4

17

No.

of r

epor

ts

2 3

4 4

4 17

Cos

t 5,

000

6,50

0 8,

000

8,45

0 8,

820

36

,720

Inve

stig

ate

and

disc

iplin

e vio

latio

ns t

o th

e E

ngin

eer’s

Act

20

11 a

nd it

s re

gula

tions

. (2

)

Con

duct

In

spec

tion

prog

ram

mes

2014

-201

8 N

o. o

f ins

pect

ions

2

4 4

4 4

18

Dep

. R

egis

trar-

Com

plia

nce

and

Sta

ndar

ds

Hol

d pr

ocee

ding

s of

vio

lato

rs o

f E

ngin

eers

Act

20

11

2014

-201

8 N

o. o

f re

ports

of

proc

eedi

ngs

1

1 1

1 1

5

Cos

t 4,

000

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0 6,

300

6,61

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945

29

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NO

TES

ON

GO

AL

NO

. 21.

Th

e re

port

s sh

all d

ocum

ent p

roce

edin

gs o

f ses

sion

s w

ith re

com

men

datio

ns o

n th

e w

ay fo

rwar

d.2.

T

he re

port

sha

ll al

so c

onta

in n

umbe

rs o

f dis

cipl

ined

indi

vidu

al e

ngin

eers

and

�rm

s vi

olat

ing

the

Act.

CH. 4: STRATEGIC FRAMEWORKMONITORINGRESOURCESIMPLEMENTATIONFRAMEWORKANALYSISINTRODUCTION DEV. AGENDA


(1)

(2)

Key

Resu

lt Ar

ea

Engi

neer

ing

stan

dard

s de

velo

ped

and

impl

emen

ted.

Goa

l No.

3 De

velo

p an

d im

plem

ent e

ngin

eerin

g st

anda

rds

Stra

tegi

c O

bjec

tive

To e

nsur

e co

mpl

ianc

e w

ith s

et s

tand

ards

in

engi

neer

ing

prac

tice.

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tegy

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tivity

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me

fram

e Pe

rform

ance

In

dica

tor

Targ

et fo

r

Year

1

Targ

et fo

r Ye

ar 2

Ta

rget

for

Ye

ar 3

Ta

rget

for

Ye

ar 4

Ta

rget

for

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ar 5

To

tal

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l cos

t (K

shs

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spon

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lity

Dev

elop

and

im

plem

ent

an

Eng

inee

rs

Pro

cedu

res

Ope

ratio

ns

Man

ual(1

)

Form

ulat

e

Pro

cedu

res

Ope

ratio

ns

Man

ual

2014

-201

8

Man

ual

1 -

1 -

1 3

D

ep.

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istra

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ianc

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d S

tand

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ch

the

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ngin

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roce

dure

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pera

tions

M

anua

l

2014

-201

8 La

unch

1

1

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t 10

,000

2,00

0

3,00

0

15,0

00

Sen

sitiz

e pr

ofes

sion

als

abou

t th

e E

ngin

eers

P

roce

dure

s m

anua

l (2

)

Dev

elop

se

nsiti

zatio

n m

ater

ials

on

Man

uals

2014

-201

8 N

o. o

f mat

eria

ls

deve

lope

d

1 1

1 1

1 5

Dep

. R

egis

trar-

Com

plia

nce

and

Sta

ndar

ds

Con

duct

ed

ucat

iona

l fo

rum

s

2014

-201

8 N

o. o

f for

ums

cond

ucte

d

2 2

2 2

2 10

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orts

1

1 1

1 1

5

Cos

t 4,

000

4,20

0 4,

410

4,66

0 4,

900

22

,170


NO

TES

ON

GO

AL

NO

. 31.

Th

e M

anua

l sha

ll be

revi

sed

ever

y tw

o ye

ars.

2.

The

repo

rts

shal

l doc

umen

t pro

ceed

ings

of f

orum

s w

ith re

com

men

datio

ns o

n th

e w

ay fo

rwar

d.



(1)

(2)

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CH. 4: STRATEGIC FRAMEWORKMONITORINGRESOURCESIMPLEMENTATIONFRAMEWORKANALYSISINTRODUCTION DEV. AGENDA

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Chapter 5 - Plan Implementation Framework


5.1 INTRODUCTIONThis chapter operationalizes the objectives by linking plan formulation to monitoring and evaluation. It also identi�es the sta�ng needs and how each functional area �ts into the Plan.

5.2 ACTION PLAN This section forms an important component of the strategy development process. It sets the requisite framework upon which monitoring and evaluation of the strategic plan will be done by documenting what needs to be done, when it needs to be done, by whom, and the resources needed to do it. It helps in both the appraisal of performance and in the identi�cation of any remedial actions. It operationalizes the strategic objectives. It also helps to better motivation of sta� through explicit assignments of responsibilities for implementing and monitoring programmes. The relevant action plan matrices for EBK are presented in Annex 1.

5.3 ORGANIZATION STRUCTURE OF EBKThe appropriateness of an organizational structure is judged according to how well it aids in the achievement of the relevant objectives and how it a�ects the behavior of the individuals in EBK. In light of the strategies and programmes contained in the Plan the organizational structure has been designed in line with the “structure follows strategy” principle (Figure 1).

The members of the Board of the Engineers Board of Kenya shall be responsible for the conduct and management of EBK’s a�airs. The Board has the role of establishing strategic direction of the Board and ensuring appropriate oversight, stewardship and accountability,

The governance of EBK is vested in the Board members while the day-to-day management is vested in the Registrar as the Chief Executive. This arrangement is expected to increase e�ectiveness, e�ciency and productivity through shortening of the reporting lines, enabling e�ective coordination of functions and limiting the number of direct reporting to allow for more strategic focus. The structure in Figure 1 presents EBK’s structure which will steer operations of EBK during the next �ve years.

CH. 5: PLAN IMPLEMENTATION FRAMEWORKMONITORINGRESOURCESIMPLEMENTATIONFRAMEWORKANALYSISINTRODUCTION DEV. AGENDA


Figure 1: EBK Organization Structure

CH. 5: PLAN IMPLEMENTATION FRAMEWORK

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5.3.1 OFFICE OF THE REGISTRAR/CHIEF EXECUTIVE OFFICERThe Chief Executive O�cer is an ex-o�cio member of the Board. He/She has overall responsibility for the day to day management and administration of the a�airs of EBK, providing advisory and administration services to the Board and administration of the Engineers Act, 2011. Other functions include providing advisory services to the Government and other bodies on engineering matters, coordination and preparation of the budgets and other �nancial estimates and accounts and reporting to the Government/Parliament on annual basis on the activities of the Board.

5.3.2 CAPACITY BUILDING AND PROFESSIONAL DEVELOPMENT The Department's mandate will be to develop, promote and support the training and professional development of persons involved in engineering. It is also responsible for developing appropriate policies, strategies, rules and regulations for promoting and supporting training and professionalism in engineering.

The objectives of the capacity building and professional development are to enable fresh graduate engineers to acquire professional competence and therefore qualify for registration as professional engineers; enable local engineers compete e�ectively with their foreign counterparts; to improve the knowledge, skills and performance of practical engineers so as to enable them keep abreast of new developments in technology and changing demands of their environment.

5.3.3 COMPLIANCE AND STANDARDS The main functions of the department are formulation of regulations and setting up standards, issuance of licenses or permits to engineers; monitoring and inspecting sites to ensure regulatory compliance; taking appropriate enforcement action in cases of non-compliance or breach of licence/conditions; providing technical input to development of engineering regulations and standards; and ensuring that all infrastructure products comply with the set rules and regulations.

5.3.4 REGISTRATION AND ACCREDITATION The purpose of registration and accreditation department is to ensure that the accredited engineering programmes satisfy the minimum academic requirements for registration as a graduate engineer with the Engineers Board of Kenya (EBK). In accordance with the purpose, the department will evaluate programme or programmes leading to the award of engineering degrees and accredits those programmes which will be adjudged as adequately preparing their graduates for registration as graduate engineers and entry into the profession.

5.3.5 LEGAL AND PUBLIC COMMUNICATIONSThe Department provides legal and policy analysis and advice concerning the Engineers Act, applicable laws, rules, regulations as well as facilitating the resolution of legal matters and speedy resolution of complaints. It is also responsible for investigating and enforcing cases of violations against statutory requirements as well as recommending disciplinary sanctions in line with the Engineers Act.

The Department provides the Board of Directors with secretarial services, advises the Board on legal matters as well as implementing good corporate governance practices. The department will also develop and implement communication strategies aimed at promoting and enhancing EBK’s image. The department will coordinate media events, conferences and exhibitions as well as spearheading special campaigns aimed at creating public awareness on the role played by EBK in the socio-economic development of the country. Other functions include lobby and advocacy on issues of public interest.



5.3.6 FINANCE AND ADMINISTRATION The Department is charged with planning, development and evaluation of �nancial policies and systems, including budgeting for prudent management and control of �nancial resources. It is also responsible for interpreting EBK’s �nancial position and advising the Registrar/Chief Executive and Board of Directors on the measures to be taken to improve the organization’s �nancial performance. Other functions include, analyzing and interpreting policy issues and reports on �nancial and taxation issues.

It is also responsible for planning, coordinating and implementing human capital and administration policies, strategies, systems and processes and ensuring they are aligned to the strategic objectives. Speci�c duties include organizational analysis and design, recruitment and selection, performance management, assessment of training needs, design and delivery of sta� training and development programmes, job evaluation and pay structure design among others.

5.3.7 INFORMATION COMMUNICATION TECHNOLOGYThis section is responsible for developing, coordinating and implementing strategic design speci�cations aimed at the computerization and networking of all functions, activities and processes in order to enhance organizational e�ectiveness. Speci�c functions include developing or modifying software programmes to support organizational needs, designing and installing interactive web sites that include database connectivity. It will also troubleshoot basic problems including care and maintenance of information technology systems, coordinating the repair and maintenance of hardware systems as well as monitoring computer security measures. Other functions include providing technical support services to computer users as well as training computer users to acquire skills needed to implement computer-based information systems.

5.3.8 INTERNAL AUDIT/ RISK MANAGEMENT This department will be involved in developing and implementing a comprehensive loss and waste prevention programme through independent, systematic and objective audit reviews and programmatic evaluations of business policies, systems, processes and practices. It will continuously assess the e�ectiveness of internal controls, processes and degree of compliance as well as identifying organizational risk factors. Prepare audit reports and make recommendations and suggestions that are geared towards process and service delivery improvement and tenets of good corporate governance practices.

5.3 STAFF ESTABLISHMENT The Board has been relying on sta� from the parent Ministry to ful�ll its Mandate. However, in order to successfully implement the Strategic Plan and the expansive roles and responsibilities in the Engineers Act, 2011, it is necessary to establish and maintain an optimal sta�ng level for the successful delivery of the Plan. This will be informed by job and workload analysis within the newly established organization structure to determine optimal sta�ng levels required to “man” the new structure.

For EBK to position itself to achieve its goals it must have capacity building as a major focal area. EBK will therefore formulate a recruitment plan, human resource plan, provide competitive terms and conditions of service, and implement attractive career path guidelines and schemes of service. In order to have a motivated workforce, EBK will develop and implement an e�ective performance management system; formulate and implement internal incentive systems; establish talent management systems; and improve the working environment.



The projected sta� levels for the Board during the Plan Period are summarized in Annex 2. As shown in Annex 2, the Board intends to start with a sta� complement of 31 rising to 45 by the end of the Plan period. The projected sta� costs during the Plan Period are presented in Annex 3.

5.4 COORDINATION MECHANISMEBK recognizes that the achievement of objectives, strategies and activities will require collaboration with various Government Ministries, Departments, Agencies (MDAs) and other stakeholders. The Board will therefore establish proper coordinating mechanisms to bring appropriate agencies together to determine level of appropriate involvement, timelines and provision of resources required for speci�c programmes and projects.

The internal coordination mechanism will be achieved through the meetings and reporting systems of various management and administrative organs of EBK including the Board and its standing committees, the senior management and departmental committees, and other operational units in the organization structure. The implementation (action plan) matrices which clearly show what will be done and who will be responsible, among other details, will also be a principal coordinative mechanism.

The external coordination mechanism will primarily rest with the Board, whose members represent key stakeholders. EBK will also be a member of several national, regional and international associations and other professional bodies. Such memberships and alliances will provide the much needed coordination of EBK’s strategic and operational activities.

5.5 PRINCIPAL RISKS AND RISK MANAGEMENT MEASURESImplementation of this Plan is prone to various risks. The principal risks will be considered and measures put in place to mitigate them as in Table 3.



Table 5: EBK’s Risk Management Framework

RISK FACTOR LEVEL OF RISK RISK MANAGEMENT MEASURES

Non-availability of adequate resources

High • Lobby for increased funding • Recruitment of qualified staff • Provision of competitive compensation packages • Establishment of Talent Management Strategies • Preparation of proper Annual Work Plans

and Budgets to accompany funds requisitions from the exchequer.

Inadequate cooperation by stakeholders

Medium • Encourage Participation in consultative meetings • Enter into strategic partnerships with relevant

institutions to exploit benefits that accrue from such collaboration.

Reduced National and County Governments’ political goodwill

High • Lobby for continued political goodwill and issue-based decisions.

• Request the National and County Governments to provide an enabling environment and requisite resources.

Rapid Technological Changes

High • Keep abreast with global technological changes. • Undertake regular training of staff on ICT. • Continually upgrade equipment in accordance

with the ICT trends.

Resistance to change Low • Enhance consultation and involvement of stakeholders at all stages of strategy formulation and implementation.

• Create awareness of the intended changes in good time through active participation and discussions.




Chapter 6 - Resource Flows


RESOURCE MOBILIZATIONSuccessful implementation of the Strategic Plan, will depend not only on the quality and commitment of sta� but also on the availability and e�cient utilisation of other resources. As shown in Table 4, to �nance the implementation of the Strategic Plan, EBK will require a total of Ksh. 2.382 Billion over the �ve-year period. The various sources of revenue are:

• The National Treasury through the MTEF budgeting process which will cover both recurrent and capital expenditure;• Appropriation-in-Aid (AIA) which includes subscriptions, application fees, and miscellaneous income;• Development partners; and• Public Private Partnerships.

The projected estimated revenues from each source during the Plan Period are presented in Table 6.

Table 6: Projected Revenues (Financing) during the Plan period

CH. 6: RESOURCE FLOWSMONITORINGRESOURCESIMPLEMENTATIONFRAMEWORKANALYSISINTRODUCTION DEV. AGENDA


YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 TOTAL

Sources of Revenue (Funding) Kshs ‘000’ Kshs ‘000’ Kshs ‘000’ Kshs ‘000’ Kshs ‘000’ Kshs ‘000’

Appropriations in Aid

Subscriptions1 38,766 42,594 45,594 49,402 53,272 229,126

Application fees2 7,581 6,196 4,902 5,213 5,295 29,187

Miscellaneous income3 1,650 1,815 1,997 2,196 2,416 9,804

Sub Total 47,997 50,103 52,493 56,811 60,713 268,117

World Bank Funding4 75,000 50,000 25,000 - - 150,000

Government Funding5 249,059 288,053 455,439 476,054 495,543 1,964,148

Total Revenues 372,056 388,156 532,932 532,865 556,256 2,382,265

1 The annual subscriptions used to ca lcula te the revenues are: Graduate Engineers (Kshs 2,000); Professional Engineers (Kshs 10,000); Consulting Engineers (Kshs 20,000); Engineering Consulting Fi rms (Kshs 30,000); Temporary Engineer (Non-Citizen) (Kshs 20,000). 2 The appl ication fees for graduate engineers are Kshs 2,000; Kshs 10,000 for a ll other citizen categories; and Kshs 25,000 for non-citizens . 3 Miscel laneous income was estimated at Kshs 1,650,000 for Year 1 and grown at 10% per annum thereafter. 4 The World Bank Funding represents figures that the World Bank has committed to. 5 Government Funding (94%) i s primari ly due to the internship graduate programme costs .

It is important to note that out of the total Kshs 12.2 billion required to achieve the Key Result Areas Cost (Strategic Plan Budget) (Annex 4), Kshs 11.2 billion (78%) is the amount required for internship for the graduate engineers and which is to be fully funded by the Government.

Table 7: Summary of Projected Revenues and Expenditures

6.2 POSSIBLE FUNDING OTHER THAN DIRECT GOVERNMENT FUNDING The recommended option for funding the training of engineers is to impose a levy on all capital development/infrastructure as was successfully done in the training of the hospitality industry. Through the catering levy, Kenya has been able to develop more than adequate local personnel that have replaced the 1980s predominant expatriate personnel in the hotel industry.

Indeed Kenya is exporting hospitality professionals to the neighboring countries especially Uganda, Tanzania and Rwanda and even to the Middle East. Without adequate �exible funding like the capital/infrastructure projects training levy, Kenya will not be able to locally meet the engineering personnel required for the implementation of Vision 2030 which envisages capital/ infrastructure projects on not less than Kshs 200 billion per year.

Indeed, while Kenya started producing graduate engineers long before Tanzania, currently Tanzania has more than 4 times locally registered engineers as compared to Kenya due to a well structured and funded graduate engineers internship programme.




Item Kshs. '000’

Kshs. '000’

Kshs. '000’

Kshs. '000’

Kshs. '000’

Kshs. '000’

Revenues

Appropriation in Aid 47,997 50,103 52,493 56,811 60,713 268,117

Donors- World Bank 75,000 50,000 25,000 - - 150,000

Government 249,059 288,053 455,439 476,054 495,543 1,964,148

Total 372,056 388,156 532,932 532,865 556,256 2,382,265

Expenditures

Total Capital Expenditure 77,000 2,500 6,500 16,000 2,500 104,500

Recurrent Costs 16,870 18,557 20,413 22,454 24,699 102,993

Strategy Implementation Cost 290,186 367,099 506,019 507,911 529,057 2,200,272

Total Expenditure 372,056 388,156 532,932 532,865 556,256 2,382,265

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With levy of only 1% on capital/infrastructure projects cost, Kenya would be able to meet the graduate engineers internship costs both for the current number that is unregistered and future engineering graduates of all disciplines. If 0.5% levy is imposed, the amount raised would be adequate to fund graduating engineering graduates while government directly funds the internship of the current backlog of the unregistered engineers.

Table 8 below shows the proposed internship funding from the capital/infrastructure training levy. The EBK board and the Institute of Engineers should undertake a vigorous lobbying with Government and members of Parliament for the imposition of the levy to ensure the Country’s self su�ciency in supply of professional engineers to meet the Country’s development goals driven by infrastructure development.

Table 8: Possible Funding other than direct Government funding

Estimated Capital

Projects Cost

Rate

Year1 Year2 Year3 Year4 Year5 Total

Ksh.

'000’

Ksh.

'000’

Ksh.

'000’

Ksh.

'000’

Ksh.

'000’

Ksh.

'000’

A. Capital Development Levy (To Fully Fund Internship Program immediately)

Public Sector 200,000,000 220,000,000 242,000,000 266,200,000 292,820,000 1,221,020,000

Private Sector at 15% Of Government 30,000,000 33,000,000 36,300,000 39,930,000 43,923,000 183,153,000

Capital Expenditure 230,000,000 253,000,000 278,300,000 306,130,000 336,743,000 1,404,173,000

Levy to Replace direct Government 0.1% 230,000 253,000 278,300 306,130 336,743 1,404,173

Funding % of Internship cost

251% 137% 101% 109% 117% 125%

B. Capital Development Levy (To Fully Fund Internship Program In Five Years)

Public Sector 200,000,000 220,000,000 242,000,000 266,200,000 292,820,000 1,221,020,000

Private Sector at 15% Of Government 30,000,000 33,000,000 36,300,000 39,930,000 43,923,000 183,153,000

Capital Expenditure 230,000,000 253,000,000 278,300,000 306,130,000 336,743,000 1,404,173,000

Levy to Replace direct Government 0.85% 1,955,000 2,150,500 2,365,550 2,602,105 2,862,315.5 11,935,470.5

Funding % of Internship cost

163% 86% 90% 94% 98.90% 99.67%




Chapter 7 - Monitoring, Evaluation and Reporting


7.1 INTRODUCTION Monitoring implementation of the Strategic Plan constitutes a systematic tracking of activities and actions to assess progress. Progress will be measured against speci�c targets and schedules included in the Plan. The action plan helps the users to remain alert to any short-falls or deviations and take early corrective action. E�ective monitoring helps to identify di�culties and problem areas, and to take immediate remedial action, thereby ensuring that the relevant targets are achieved. Regular reporting at all levels is necessary for follow-up and proper record keeping.

7.2 STRATEGIES FOR MONITORING AND EVALUATION 7.2.1 Plan Implementation TeamStrategic Plan Implementation Teams will be appointed at the National as well as County levels. Their role will be to follow up and ensure that strategies and projects are being implemented, performance measured, progress reports are made and discussed, and corrective action is taken where necessary.

7.2.2 Cascading the Plan to all cadres of Sta�The Strategic Plan must translate to work. The Plan and its targets will therefore be cascaded downwards to the lowest positions. This will help each member of sta� to understand and plan for their respective roles. Speci�cally:

i. Annual performance targets derived from the Strategic Plan will be cascaded to Departmental Heads;ii. The Departmental Heads will cascade the performance targets to the sta� in the respective departments;iii. The performance targets will end up in the individual sta� Performance Appraisal System;

7.2.3 Departmental and Individual Annual Work PlansDetailed annual work plans with clear performance indicators and assigned responsibilities for their achievement will be developed. The Plans will include key performance indicators that will inform management decision making. Also included will be the frequency of reporting on these indicators. This will form the foundation of the M&E system.

7.2.4 Data and Information Collection Elaborate data and information collection templates and procedures will be developed to measure performance as per the indicators and report appropriately to management. These procedures will be incorporated into existing Quality Management System and functional operating manuals so that they become part of routine work. An integrated monitoring and evaluation database will be developed and aligned to the National Integrated Monitoring and Evaluation System (NIMES).

7.2.5 Scheduled Meetings and Workshopsi. Monthly Review Meetings at the Departmental level will be scheduled to ensure implementation is on track. ii. Quarterly Review Meetings at the Corporate and Departmental levels will be scheduled to get and give feedback on the pertinent performance indicators. iii. The overall oversight of the Strategic Plan and its implementation is a critical role of the Board of Directors. Therefore progress reporting will be an Agenda Item in all Board of Directors Meetings.iv. A Strategy Review Workshop will be held annually during the month of August.



7.3 WHAT TO MEASUREEBK will apply both quantitative and qualitative tools to monitor performance of respective Departments and Sections. The major techniques of monitoring and evaluation that shall be used are variance analysis, ratio analysis, and budgets.

7.3.1 Variance AnalysisEBK shall simply compare the performance targets with the actual results and any variance identi�ed. As a consequence of variance analysis and identi�cation of causes, EBK shall take appropriate remedial actions.

7.3.2 Ratio AnalysisRatio analysis is concerned with e�ciency of the objectives. Pertinent ratios will be calculated quarterly, semi-annually and annually and the actual results compared with the target ratios. The di�erences between target and actual ratios will be identi�ed and analyzed. This analysis will invoke appropriate remedial actions.

7.3.3 Budgetary Analysis Under this monitoring and evaluation process, actual revenues and expenses will continually be checked against planned results and variances investigated. If necessary, action plans will be changed so that they are brought in line with the budgeted results or the budget will be amended to take account of new developments.

7.4 PROGRESS REPORTSProgress reports will regularly be prepared by the implementing Departments as per the budgetary cycles. The Plan Implementation Team will act as the internal consultant to assist the Departments in preparation and presentation of reports. The reports will describe actions taken by the departments toward achieving speci�c outcomes and strategies of the Plan and may include costs, bene�ts, performance measures, and progress to date. In preparing annual reports the Board will dedicate a Chapter to “Strategy implementation” which will focus on progress made and challenges faced.

7.5 ANNUAL, MIDTERM AND END TERM REVIEWi. At the end of each �nancial year, a report will be produced and released to the public. It will evaluate the year’s activities and indicate the extent to which the Board has implemented the Plan. ii. A midterm review of the Strategy will also be carried out in the third year of implementation of this Plan. iii. An end term review will also be carried out on the �fth year and summarize the results in terms of lessons learnt. These lessons will inform the next planning cycle and the same shared with both internal and external stakeholders.

7.6 LINKING M&E TO ANNUAL PERFORMANCE CONTRACTSThe Performance Contract (PC) which the EBK will sign annually with GoK is derived from the Strategic Plan. The PC is therefore a principal monitoring and evaluation tool. The actual performance of various administrative levels will be continually monitored and evaluated at the end of the �scal year against the agreed targets in the Performance Contract.



Annex 1: Projected sta� levels during the Plan Period

CH. 7: MONITORING, EVALUATION AND REPORTING

JOB TITLE JOB GROUP YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5

Registrar 8 1 1 1 1 1

Deputy Registrar - CPD 7 1 1 1 1 1

Deputy Registrar–Compliance, Standards & Enforcement 7 1 1 1 1 1

Deputy Registrar - Registration 7 1 1 1 1 1

Finance & Admin Manager 6 1 1 1 1 1

Internal auditor 6 1 1 1 1 1

Legal & Public Communications Manager 6 1 1 1 1 1

Human resource Officer 6 1 1 1 1 1

ICT Manager 6 1 1 1 1 1

Asst.Registrar - Internship Program 6 1 1 1 1 2

Asst. Registrar - CPD Program 6 1 1 1 1 1

Asst. Registrar - Counties & Regions 6 1 1 4 4 4

Asst. Registrar-Compliance, Standards & Enforcement 6 5 5 5 5 5

Asst. Registrar-Employment & liaison 6 1 1 1 1 1

Asst. Registrar-Registration 6 1 1 1 1 1

Standards Officer 5 1 1 1 1 1

Public Comm. Officer 5 1 1 1 1 1

Legal Officer 5 1 1 1 1 1

Accounts Officer 5 1 1 1 1 1

Finance Officer 5 1 1 1 1 1

Admin Officer 5 1 1 1 1 1

Procurement Officer 5 1 1 1 1 1

ICT Officer 5 1 1 1 1 1

CPD Assistants 4 - 1 1 2 2

Assistants (CPD Programme) 4 - - 1 1 2

Assistants (Compliance Standards & Enforcement) 4 - - 1 1 3

Assistants (Registration) 4 - 1 1 1 1

Assistants (Admin/HR) 4 1 2 2 2 2

Assistants (Legal Affairs) 4 1 1 1 1 1

Secretaries 3 3 3 3 3 3

Drivers 2 4 5 5 5 5

Support Staff 1 3 3 3 3 3

Total 39 42 48 49 53



CH. 7: MONITORING, EVALUATION AND REPORTING

Annex 2: PROJECTED COSTS FOR THE KEY RESULT AREAS (STRATEGY IMPLEMENTATION COST)

Projected Costs for the Key Result Areas (Strategy Implementation Cost)

OPERATING COSTS FOR KEY RESULT

AREAS (STRATEGIC PLAN

BUDGET)


Key Result Area Kshs '000 Kshs '000 Kshs '000 Kshs '000 Kshs '000 Kshs '000 Review and evaluate Applications for Licensing 5 000.00 6 250.00 7 000.00 8 500.00 9 250.00 36 000.00 Develop & implement effective renewal process 2 000.00 2 100.00 2 205.00 2 315.00 2 430.00 11 050.00 Sensitize, educate engineers & public on professional behavior 5 000.00 6 500.00 8 000.00 8 400.00 8 820.00 36 720.00 Investigate and discipline Violations to the Act 4 000.00 6 000.00 6 300.00 6 615.00 6 945.00 29 860.00 Develop engineers’ procedures operations manual 10 000.00 2 000.00 3 000.00 15 000.00 Sensitize Engineers on procedures manual 4 000.00 4 200.00 4 410.00 4 660.00 4 900.00 22 170.00 Develop and implement Continuing Professional Development program for engineers 4 000.00 4 000.00 4 200.00 4 410.00 4 630.00 21 240.00 Evaluate and accredit engineering programs for universities 3 000.00 1 300.00 1 430.00 1 573.00 1 730.00 9 033.00 Administer Engineering Professional Exams for licensing 3 000.00 3 150.00 3 300.00 3 465.00 3 640.00 16 555.00 Funding Internship program for Graduate Engineers[1] 120 000.00 240 000.00 360 000.00 360 000.00 360 000.00 1 440 000.00 Implement Financing and Financial management strategy 6 700.00 3 900.00 4 290.00 14 890.00 Implement the Human resource strategy[2] 81 986.00 87 899.00 95 304.00 101 706.00 110 828.00 477 723.00 Develop and Implement ICT strategy 34 000.00 3 000.00 5 000.00 3 000.00 5 000.00 50 000.00 Develop and implement an effective M&E system 7 500.00 2 700.00 2 970.00 3 267.00 3 594.00 20 031.00 Total (Kshs ‘000’) 290 186.00 367 099.00 506 019.00 507 911.00 529 057.00 2 200 272.00



3,000.00 20,240.00


A publication of:

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ENGINEERS BOARD OF KENYAP.O. BOX 30324 - 00100, NAIROBI, KENYA

Tel: +254 (0)20 271 9974 | +254 722 509 972 | +254 735 330 744Email: [email protected] | Website: www.ebk.or.ke

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