You are on page 1of 46

ENGINEERING KENYA @50

...and beyond...

ENGINEERS BOARD OF KENYA


Strategic Plan 2014-2019

ABBREVIATIONS & ACRONYMS


AG
AIA
BPO
CBO
CPD
EAC
EBK
ERB
GDP
GoK
ICT
IEK
ISO
KRA
MDAs
MDGs
M&E
MTEF
MTP
NGO
OGW
NIMES
PC
PE
PESTEL
PPP
SWOT

Attorney General
Appropriation in Aid
Business Process Outsourcing
Community Based Organization
Capacity Building and Professional Development
East African Community
Engineers Board of Kenya
Engineers Registration Board
Gross Domestic Product
Government of Kenya
Information Communication Technology
Institute of Engineers of Kenya
International Organization for Standardization
Key Result Areas
Ministries, Departments and Agencies
Millennium Development Goals
Monitoring and Evaluation
Medium Term Expenditure Framework
Medium Term Plan
Non-Governmental Organization
Order of the Grand Warrior
National Integrated Monitoring and Evaluation System
Performance Contract
Practicing Engineer
Political, Economic, Social-Cultural, Technological, Ecological, and Legal Environment
Public Private Partnership
Strengths Weaknesses Opportunities and Threats

EBK STRATEGIC PLAN 2014 - 2019

FOREWORD FROM THE CHAIRMAN


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

FOREWORD
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 efficiency and
effectiveness 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
Boards 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,
financial and other resources in the provision of safe and quality facilities.
The targeted outputs will be realized if the Boards 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 benefit of all stakeholders and
socio-economic development of the entire country.

ENG. D M. WANJAU, PE
CHAIRMAN,
ENGINEERS BOARD OF KENYA

page 02

EBK STRATEGIC PLAN 2014 - 2019

MESSAGE FROM THE REGISTRAR


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

MESSAGE FROM
THE REGISTRAR
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, efficient and effective 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, staff 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 Boards functions are focused, five Key Result Areas (KRAs) have
been identified. 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 Boards 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 efficient service delivery
mechanisms and formulating effective human resource management and
development strategies. The management is called upon to implement specific
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
Boards mission. Finally, I recognize and acknowledge with appreciation the vital role
played by all stakeholders in the development of this Strategic Plan.
ENG. NICHOLAS M. MUSUNI, PE

REGISTRAR,
ENGINEERS BOARD OF KENYA

EBK STRATEGIC PLAN 2014 - 2019

page 03

TABLE OF CONTENTS
INTRODUCTION

DEV. AGENDA

Chapter 01 - Introduction
Background Information
Rationale
Methodology
Organization of the Plan

Chapter 03 - Situation Analysis


Introduction
Swot Analysis
Pestel Analysis
Stakeholder Analysis

ANALYSIS

FRAMEWORK

06

RESOURCES

IMPLEMENTATION

09

Introduction andAction Plan


EBK Organization Structure
Staff Establiishment
Coordination Mechanisms
Principle Risks and Management Measures

Strategies for Monitoring and Evaluation


Data and Information Collection
Schedule dMeetings and Workshops
Reports and Reviews

page 04

Kenyas Development Agenda


Introduction

Chapter 04 - Strategic Framework


Mandate of the Board
Functions of the Board
Vision, Mission and Values
Result Areas and Goals
Objectives and Strategies

24
31

Chapter 07 - Monitoring,
Evaluation and Reporting

Chapter 02 -

12
16

Chapter 05 - Plan Implementation

MONITORING

Chapter 06 - Resource Flows


Resource Mobilization

35
EBK STRATEGIC PLAN 2014 - 2019

LIST OF TABLES AND FIGURES


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

TABLES
Table 1: SWOT ANALYSYS
Table 2: EBKS PESTEL Analysis
Table 3: EBK Stakeholder Analysis
Table 4: EBK ACTION PLAN MATRICES
Table 5: EBKs Risk Management Framework
Table 6: Projected Revenues (Financing) during the Plan period
Table 7: Summary of Projected Revenues and Expenditures
Table 8: Possible Funding other than direct Government funding

13
14
15
21
32
34
35
36

FIGURES
Figure 1: EBK Organization Structure

26

EBK STRATEGIC PLAN 2014 - 2019

page 05

ENGINEERS BOARD OF KENYA


STRATEGIC PLAN 2014 - 2019
Chapter 1 - INTRODUCTION

page 06

EBK STRATEGIC PLAN 2014 - 2019

CH. 1: INTRODUCTION
INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

1.1.
BACKGROUND INFORMATION
The 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 firms, regulation of
engineering professional services, setting of standards, development and general practice of engineering. EBK
therefore has developed a strategic plan so as to define 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 finance;
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; and
7.
Seven persons appointed by the Cabinet Secretary of whom, three shall be persons representing
different engineering disciplines, nominated by the Institution of Engineers of Kenya; one shall
be a public officer from a public corporation responsible for matters relating to engineering; one
shall be a representative of universities nominated by universities offering 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 affect the way it performs its core functions;

seek to meet its mandates and fulfil 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 PLAN
Development of this Plan relied heavily on review of the relevant documents such as the Vision 2030, First MTP

EBK STRATEGIC PLAN 2014 - 2019

page 07

CH. 1: INTRODUCTION
INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

(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 identification 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 PLAN
The Plan is organized around seven Chapters. Chapter 1 sets out the introduction and background giving the
justification for developing the Plan. Chapter 2 outlines Kenyas 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

EBK STRATEGIC PLAN 2014 - 2019

ENGINEERS BOARD OF KENYA


STRATEGIC PLAN 2014 - 2019
Chapter 2 - Kenyas Development
Agenda

EBK STRATEGIC PLAN 2014 - 2019

page 09

CH. 2: : KENYAS DEVELOPMENT AGENDA


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

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 identified 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 conflict 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
affordable 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 efficiency and quality of infrastructure projects, and increasing the pace of
implementation of infrastructure projects so that they are completed in specified time
frames;

Enhancing local content (materials and services) of identified infrastructure projects i.e.
minimising import content;

Developing and maintaining an integrated, safe and efficient transport network;

Supporting the development of infrastructure initiatives around flagship 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

EBK STRATEGIC PLAN 2014 - 2019

CH. 2: : KENYAS DEVELOPMENT AGENDA


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

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 effective engineering profession built in a
conducive environment is prerequisite for building and maintaining the said infrastructure. The efficiency of
achieving the success in the market depends, to wide extent, on the required knowledge and engineers 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 firms.

EBK STRATEGIC PLAN 2014 - 2019

page 11

ENGINEERS BOARD OF KENYA


STRATEGIC PLAN 2014 - 2019
Chapter 3 - Situation Analysis

page 12

EBK STRATEGIC PLAN 2014 - 2019

CH. 3: SITUATION ANALYSIS


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

3.1.
INTRODUCTION
This chapter covers analysis of internal and external environments likely to affect EBK. For the internal
environment, it reviews strengths and weaknesses in the functional areas of the Board namely management,
finance, 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 ANALYSIS
The analysis of the pertinent environment yielded the following Strengths-Weaknesses-Opportunities and
Threats (SWOT).
Table 1 - SWOT ANALYSYS

STRENGTHS

WEAKNESSES

Visionary leadership
Strong Legal Framework
Technical ability of the staff
Teamwork spirit
Effective guidelines and regulations that guide
programme implementation
Good working environment
Staff willingness to undertake further training
Diversity in composition of the Board

Inadequate human and financial resources


Inadequate facilities
Low level of utilization of ICT
Low levels of implementation by the Board

OPPORTUNITIES

THREATS

Political goodwill and improved governance


Rapid growth in information communication
technology (ICT)
Improved relations with development partners
Benchmarking against best practices from other
institutions
Collaboration with relevant stakeholders
Sustainable funding policy system
A growing economy
Availability of professionals.

Non-compliance with the Engineers Act, 2011


High 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

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 ANALYSIS
PESTEL 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).

EBK STRATEGIC PLAN 2014 - 2019

page 13

CH. 3: SITUATION ANALYSIS


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

RESOURCES

IMPLEMENTATION

MONITORING

Table 2a: EBKS PESTEL Analysis


Political factors
Positive
attributes
Political
goodw ill for
gazetting
EBK
regulations
Goodw ill
from
development
partners
Political
stability

Negative
attributes
Inadequate AG
legal staff to
finalize
regulations
leading to
delays
Frequent
changes in the
political
leadership may
delay
implementation
of reforms

Econom ic factors
Positive
attributes
Increased
investor
confidence
Increased
economic
grow th
Increased
budgetary
allocations

Social- cultural factors

Negative attributes
Unstable
exchange rates
Brain drain
Overdependence
on donors
Low
remuneration of
engineers

Positive
attributes

Negative
attributes

Willingness
to
participate
and ow n the
strategic
planning
process

Inadequate
qualified
w omen and
youth
engineers
Impact of
HIV and
AIDS
Pandemic
Cherishing
of corruption
practices

Cost reduction
and savings on
government
operations

Table 2b: EBKS PESTEL Analysis

Technological factors
Positive
attributes

Negative
attributes
High
turnover of
skilled ICT
manpow er

Implementation
of Egovernment
policy

Improved
access to ICT
facilities

Inadequate
recruitment
of technical
staff

Increased
acquisition of
computer skills
High skilled
manpow er

page 14

Increased
counterfeit
technology
Inadequate
training
tow ards
technological
advancement

Ecological factors

Legal factors

Positive attributes

Negative attributes

Enforcement of
the
environmental
management
and

Politicization of
the
environmental
issues

co-ordination
Act 1999
Conducive
w orking
environment

Non adherence
to the
environmental
management
and

Positive
attributes

Negative
attributes

Existence
of a legal
institution

Inadequate
legal staff at
EBK.

Existence
of legal
statutes for
EBK

Slow
approval of
regulations

co-ordination
Act 1999
Natural disasters

EBK STRATEGIC PLAN 2014 - 2019

CH. 3: SITUATION ANALYSIS


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

3.1.
STAKEHOLDER ANALYSIS
The stakeholders identified 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)
Board members

Stakeholder Expectations
Effective and efficient delivery of
mandate of the Board

EBK Expectations
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
Management and
Employees

Effective and efficient delivery of


mandate of the Board

Compliance with the Engineers


Act, 2011and other relevant laws

Stable and progressive organization

Commitment and productivity

Competitive terms and conditions of


service

Portrayal of the right image of


Board

Transparency and Accountability

Adherence to rules and


regulations of

Efficiency and effectiveness in


service delivery

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

National and County


Governments

Effective and efficient delivery of


mandate of the Board

Quality service delivery

Suppliers

Professional conduct of business

Supply of quality goods and


services

Quality service delivery

Prompt settlement for


products/services provided
Learning / Research
Institutions offering
engineering
programmes

Provision of adequate funding and


resources.

Collaboration in research and


capacity building

Ethical relations in all their


operations
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

Collaboration on research and


development of best engineering
practices

Exchange programs

Exchange programs

Citizen engagement

Needs analysis and insights on


public expectations.

NGOs, CBOs, and


Private sector

Standards/interpretation of
expectations

EBK STRATEGIC PLAN 2014 - 2019

page 15

ENGINEERS BOARD OF KENYA


STRATEGIC PLAN 2014 - 2019
Chapter 4 - Strategic Framework

page 16

EBK STRATEGIC PLAN 2014 - 2019

CH. 4: STRATEGIC FRAMEWORK


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

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 firms;
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 BOARD
Specifically, 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 qualified 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 qualifications of foreign persons intending to offer 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 verification 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 offering education in engineering;
(m)
Set standards for engineers in management, marketing, professional ethics, environmental issues, safety,
legal matters or any other relevant field;
(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 firms for professional engineering

EBK STRATEGIC PLAN 2014 - 2019

page 17

CH. 4: STRATEGIC FRAMEWORK


INTRODUCTION

(t)
(u)
(v)
(w)
(x)

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

services rendered from time to time;


Hear and determine disputes relating to professional conduct or ethics of engineers;
Develop, maintain and enforce the code of ethics for engineers and regulate the conduct and ethics of the
engineering profession in general;
Determine and define disciplines of engineering recognised under the Engineers Act;
Conduct recruitment of staff of the Board through a competitive process; and
Carry out such other functions related to the implementation of this Act.

4.3.
VISION
The Vision of EBK is a safe, efficient and effective engineering infrastructure, systems and processes for Kenya
4.4.
MISSION
The 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 staff 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 GOALS
Within the strategy period, EBK has committed to focus on five 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 firms 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 identified as priority areas for implementation during the Plan period:
These goals are:
i.
Register all engineers and engineering consulting firms
ii.
Regulate engineering professional services
iii.
Develop and implement engineering standards
iv.
Develop the general practice of engineering.
v.
Develop and Sustain EBK

page 18

EBK STRATEGIC PLAN 2014 - 2019

CH. 4: STRATEGIC FRAMEWORK


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

4.7.
OBJECTIVES AND STRATEGIES
The above goals shall have the following objectives and strategies:
Goal 1:
Register all engineers and engineering consulting firms.
Objective: To license qualified and competent engineers and engineering consulting firms to practise engineering
in Kenya.
Strategies:
i.
Review and evaluate all applications for licensing.
ii.
Develop and implement an effective licensing renewal process.
Goal 2:
Regulate engineering professional services.
Objective: To ensure effective and efficient 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 firms.
ii.
Investigate and discipline violations to the Engineers 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 firms.
Strategies
i.
Develop and implement a continuing professional development program for professional engineers.
ii.
Develop and implement an internship program for graduate engineers
iii.
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

EBK STRATEGIC PLAN 2014 - 2019

page 19

CH. 4: STRATEGIC FRAMEWORK


INTRODUCTION

Objective:

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

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

Strategies:
i.
Develop and implement EBK finance policy.
ii.
Formulate and implement a robust human resource strategy
iii.
Craft and utilize a modern ICT system
iv.
Develop and implement an M&E system
v.
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 20

EBK STRATEGIC PLAN 2014 - 2019

Annually

Regularly update
database of licensed
engineers and
engineering firms
2,000

Updated database
Cost

2
Updated
database

No .of databases

Cost (000)

2,100

Updated
database

6,250

15

50

2,205

Updated
database

7,000

20

70

540

2,315

Updated
database

8,500

30

100

1380

2,430

Updated
database

9,250

35

150

1770

1800

3755

Target for
Year 5

10

110

415

4 110

9 900

14 535

Total

11,050

36,000

Total cost
(Kshs 000)

Dep. RegistrarRegistration/
Accreditation

Accreditation

Dep. RegistrarRegistration/

Responsibility

IMPLEMENTATION

RESOURCES

NOTES ON GOAL NO. 1


1.
Strategic plan expected to ensure that the backlog of eligible graduates (estimated at 4,000) not registered as graduate engineers are
registered within the first three years of the plan by sustained sensitization campaign with the employers, training institutions and creating
public awareness.
2.
The number of professional engineers expected increase by 4,000 from the current 1,697 (December 2013) to 5,697 by end of the plan
period through implementation of internship graduate programme, collaborative initiatives with both public and private sector and
sustained campaign with employers . It is estimated that 85% of interns should be ready for admission as professional engineers after the
second year of the programme.
3.
The number of consulting engineers expected to increase by 415 from the current 327 (December 2013) to 842 by end of plan period.

Develop and
implement an
effective
licensing
renewal
process (2)

5,000

No. of consulting
firms registered4

2014-2018

45

240

1600

3110

Target for
Year 4

FRAMEWORK

2013-2018

No. of consulting
engineers
registered3

2014-2018

180

1900

2530

Target for
Year 3

ANALYSIS

Create database of
licensed engineers and
engineering firms

10

No. of professional
engineers
registered2

2014-2018

2800

3105

Target for
Year 2

DEV. AGENDA

Review and
evaluate all
applications for
licensing (1)

1800

No. of graduate
engineers
registered1

2014-2018

2035

Register successful
applicants

No. of applications
received

Target for
Year 1

2014-2018

Performance
Indicators

Receive and document


all applications

Time frame

To license qualified, competent engineers and firms to practice engineering in Kenya.

Strategic Objective

Activity

Register all engineers and engineering firms

Goal No.1

INTRODUCTION

Strategy

Engineers and engineering consulting firms registered

Key Result Area

TABLE 4: EBK ACTION PLAN MATRICES

CH. 7: MONITORING, EVALUATION AND REPORTING


MONITORING

page 21

page 22

Time
frame

4,000

Cost

No. of reports of
proceedings

No. of inspections

5,000

Cost

6,000

6,500

6,300

8,000

6,615

8,450

6,945

8,820

Year 5

Year 4

18

17

17

Total

29,860

36,720

Total cost
(Kshs 000)

Dep. RegistrarCompliance
and Standards

Dep. RegistrarCapacity
Building
&Professional
Development

Responsibility

IMPLEMENTATION

NOTES ON GOAL NO. 2


1.
The reports shall document proceedings of sessions with recommendations on the way forward.
2.
The report shall also contain numbers of disciplined individual engineers and firms violating the Act.

2014-2018

2014-2018

No. of reports

No. of forums held

Communications
Plan in place

Target for

Target for

FRAMEWORK

Hold
proceedings of
violators of
Engineers Act
2011 (2)

(1)

2014-2018

2014-2018

Year 2

Year 1

Target
for
Year 3

ANALYSIS

Conduct
Inspection
programmes

Educate
stakeholders
through forums

Develop and
implement a
Communications
Plan

Target for

Target for

DEV. AGENDA

Investigate and
discipline
violations to the
Engineers Act
2011 and its
regulations. (2)

Sensitize,
educate and
promote ethical
and professional
behaviour of
licensed
engineers and
firms.(1)

Performance
Indicators

To ensure effective enforcement and compliance to the Engineers Act 2011

Strategic Objective

Activity

Regulate engineering professional services

Goal No.2

INTRODUCTION

Strategy

Engineering professional services regulated

Key Result Area

CH. 4: STRATEGIC FRAMEWORK


RESOURCES
MONITORING

EBK STRATEGIC PLAN 2014 - 2019

Time
frame

EBK STRATEGIC PLAN 2014 - 2019


2
1
4,000

Reports
Cost

No. of forums
conducted

No. of materials
developed

10,000

Cost

4,200

4,410

2,000

Year 3

4,660

Year 4

Target for

4,900

3,000

Year 5

Target for

10

Total

22,170

15,000

Total cost
(Kshs 000)

Dep. RegistrarCompliance
and Standards

Dep. RegistrarCompliance
and Standards

Responsibility

FRAMEWORK
IMPLEMENTATION

NOTES ON GOAL NO. 3


1.
The Manual shall be revised every two years.
2.
The reports shall document proceedings of forums with recommendations on the way forward.

2014-2018

2014-2018

Develop
sensitization
materials on
Manuals

Launch

Manual

Year 2

Year 1

Target for

ANALYSIS

Conduct
educational
forums (2)

2014-2018

Launch the
Engineers
Procedures
Operations
Manual

2014-2018

Target for

Target for

DEV. AGENDA

Sensitize
professionals about
the Engineers
Procedures manual
(2)

Develop and
implement an
Engineers
Procedures
Operations
Manual(1)

Formulate
Procedures
Operations
Manual (1)

Performance
Indicator

To ensure compliance with set standards in engineering practice.

Strategic Objective

Activity

Develop and implement engineering standards

Goal No.3

INTRODUCTION

Strategy

Engineering standards developed and implemented.

Key Result Area

CH. 4: STRATEGIC FRAMEWORK


RESOURCES
MONITORING

page 23

page 24

Time frame

2014-2018

2014-2018

Encourage organizations
to engage interns

2014-2018

Examine students for


licensure

Design internship
programme

2014-2018

Develop exams required


for licensure

200

120,000

Cost

240,000

400

3,150

1,300

360,000

600

3,300

1,430

360,000

600

3,465

1,573

4,410

Target for
Year 4

360,000

600

3,640

1,730

4,630

Target for
Year 5

1800

20

20

12

15

Total

1,440,000

16,555

9,033

20,240
21,240

Total cost
(Kshs 000)

Dep. Registrar-Capacity
Building &Prof.
Development

Dep. Registrar-Capacity
Building & Professional
Development

Dep. Registrar-Capacity
Building & Professional
Development

Dep. Registrar-Capacity
Building &Professional
Development

Responsibility

IMPLEMENTATION

No. of interns engaged by


organizations

3,000

Cost
Internship programme
developed

No. of examinations conducted

3,000

Cost
No. of exams developed

No. of engineering colleges


assessed

4,200

Target for
Year 3

FRAMEWORK

Develop and
implement internship
programme for
graduate engineers
(4)

Administer
engineering
examinations required
for licensure(3)

2014-2018

4,000

Target for
Year 2

ANALYSIS

Assess tertiary education


providers to offer curricula
that are attractive and
relevant

Criteria developed

Develop criteria for all


engineering programs

2014-2018

3,000

Cost

1
2

Program in place

Provide CPD opportunities


for engineers through
conferences, workshops
and meetings

2014-2018

2014-2018
No. of conferences, workshops
held

Benchmark CPD program


against best practice

Target for
Year 1

DEV. AGENDA

Evaluate, approve and


accredit engineering
programs for
public/private
universities and other
tertiary institutions (2)

Develop and
implement a
continuing
professional
development program
for engineers. (1)

Performance Indicator

To build capacity through training and assessment to individual engineers and engineering firms.

Activity

Develop general practice of engineering

Strategic Objective

Strategy

Capacity for general practice of engineering developed

Goal No.4

INTRODUCTION

Key Result Area

CH. 4: STRATEGIC FRAMEWORK


RESOURCES
MONITORING

EBK STRATEGIC PLAN 2014 - 2019

Time frame

EBK STRATEGIC PLAN 2014 - 2019

2014-2018

2014-2018

2014-2018

2014-2018

Hire Consultant to create


M&E System

Utilize the M&E System

Establish a database of
institutions

Facilitate networking
meetings between the Board
and institutions

2014-2018

No. of networking meetings

Database in place

Cost

M&E Systems in use

M&E Systems in place

Cost

ICT System operationalized

ICT system in place

7,500

34,000

78,960
81,986

5,0006,700

2,700

3,000

90,816
87,899

2,970

5,000

106,577
95,304

3,900

3,267

3,000

120,429
101,706

Target for
Year 4

3,594

5,000

138,797
110,828

4,290

Target for
Year 5

10

Total

20,031

50,000

535,578
477,723

13,190
14,890

Total cost
(Kshs 000)

Legal & Public


Affairs Manager

Int .Auditor

ICT. Mgr

HR. & Admin. Mgr

Fin. & Admin. Mgr

Responsibility

FRAMEWORK

Develop amicable
working relations with
institutions training in
engineering (5)

Craft and utilize an


effective M&E system
(4)

Operationalize ICT System

2014-2018

Create ICT System

Cost

HR Strategy in place

Policy in place

Cost

Finance Policy in place

Target for
Year 3

ANALYSIS

Develop and
implement an ICT
system (3)

2014-2018

2014-2018

Develop HR Strategy

Institutionalize human
resource strategy

2014-2018

Institutionalize finance policy

Finance Policy in place

Target for
Year 2

DEV. AGENDA

Formulate and
implement a robust
human resource
strategy (2)

2014-2018

Formulate finance policy

Target for
Year 1

INTRODUCTION

Develop and
implement finance
policy (1)

Performance Indicator

TO ENSURE THAT EBK DELIVERS ON ITS MANDATE IN A SUSTAINABLE MANNER

STRATEGIC OBJECTIVE

Activity

DEVELOP AND SUSTAIN EBK

GOAL NO.5

Strategy

ENGINEERS BOARD OF KENYA DEVELOPED AND SUSTAINED

KEY RESULT AREA

CH. 4: STRATEGIC FRAMEWORK


IMPLEMENTATION

RESOURCES
MONITORING

page 25

ENGINEERS BOARD OF KENYA


STRATEGIC PLAN 2014 - 2019
Chapter 5 - Plan Implementation
Framework

page 26

EBK STRATEGIC PLAN 2014 - 2019

CH. 5: PLAN IMPLEMENTATION FRAMEWORK


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

5.1 INTRODUCTION
This chapter operationalizes the objectives by linking plan formulation to monitoring and evaluation. It also
identifies the staffing needs and how each functional area fits 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 identification of any remedial actions. It operationalizes the strategic objectives. It also
helps to better motivation of staff 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 EBK
The appropriateness of an organizational structure is judged according to how well it aids in the achievement of
the relevant objectives and how it affects 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 EBKs affairs. 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 effectiveness, efficiency and
productivity through shortening of the reporting lines, enabling effective coordination of functions and limiting
the number of direct reporting to allow for more strategic focus. The structure in Figure 1 presents EBKs structure
which will steer operations of EBK during the next five years.

EBK STRATEGIC PLAN 2014 - 2019

page 27

page 28

Accounts Officer

Internal
Auditor

ICT Officer

ICT
Manager

Procurement Officer

Assstant
Registrar-Counties &
Regions

HR Officer

Assistant Registrar
Compliance Standards
& Enforcement

HR & Admin
Manager

Admin Officer

Legal & Public


Comm. Officer

Legal Officer

Assistant Registrar
Employment &
Liason

Public
Communications
Officer

Assistant
Registrar
Registration

RESOURCES

Finance Officer

Finance
Manager

IMPLEMENTATION

Assistant RegistrarCPD Programs

Deputy RegistrarRegistration &


Accreditation

FRAMEWORK

Deputy RegistrarCompliance Standards &


Enforcement

ANALYSIS

Assistant RegistrarInternship Program

Deputy RegistrarCapacity Building &


Professional

DEV. AGENDA

REGISTRAR

INTRODUCTION

BOARD

CABINET SECRETARY

CH. 5: PLAN IMPLEMENTATION FRAMEWORK


MONITORING

Figure 1: EBK Organization Structure

EBK STRATEGIC PLAN 2014 - 2019

CH. 5: PLAN IMPLEMENTATION FRAMEWORK


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

5.3.1 OFFICE OF THE REGISTRAR/CHIEF EXECUTIVE OFFICER


The Chief Executive Officer is an ex-officio member of the Board. He/She has overall responsibility for the day to
day management and administration of the affairs 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
financial 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 effectively 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 COMMUNICATIONS
The 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 EBKs 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.

EBK STRATEGIC PLAN 2014 - 2019

page 29

CH. 5: PLAN IMPLEMENTATION FRAMEWORK


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

5.3.6 FINANCE AND ADMINISTRATION


The Department is charged with planning, development and evaluation of financial policies and systems,
including budgeting for prudent management and control of financial resources. It is also responsible for
interpreting EBKs financial position and advising the Registrar/Chief Executive and Board of Directors on the
measures to be taken to improve the organizations financial performance. Other functions include, analyzing and
interpreting policy issues and reports on financial 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. Specific duties include
organizational analysis and design, recruitment and selection, performance management, assessment of training
needs, design and delivery of staff training and development programmes, job evaluation and pay structure
design among others.
5.3.7 INFORMATION COMMUNICATION TECHNOLOGY
This section is responsible for developing, coordinating and implementing strategic design specifications aimed
at the computerization and networking of all functions, activities and processes in order to enhance
organizational effectiveness. Specific 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 effectiveness 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 staff from the parent Ministry to fulfill 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 staffing 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
staffing 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 effective performance management
system; formulate and implement internal incentive systems; establish talent management systems; and improve
the working environment.

page 30

EBK STRATEGIC PLAN 2014 - 2019

CH. 5: PLAN IMPLEMENTATION FRAMEWORK


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

The projected staff 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 staff complement of 31 rising to 45 by the end of the Plan period. The projected
staff costs during the Plan Period are presented in Annex 3.
5.4
COORDINATION MECHANISM
EBK 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 specific 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 EBKs
strategic and operational activities.
5.5
PRINCIPAL RISKS AND RISK MANAGEMENT MEASURES
Implementation 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.

EBK STRATEGIC PLAN 2014 - 2019

page 31

CH. 5: PLAN IMPLEMENTATION FRAMEWORK


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

Table 5: EBKs Risk Management Framework


RISK FACTOR
Non-availability of
adequate resources

LEVEL OF RISK
High

RISK MANAGEMENT MEASURES


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

Reduced National and


County Governments
political goodwill

High

Rapid Technological
Changes

High

Encourage Participation in consultative meetings


Enter into strategic partnerships with relevant
institutions to exploit benefits that accrue from
such collaboration.
Lobby for continued political goodwill and issuebased decisions.
Request the National and County Governments
to provide an enabling environment and requisite
resources.

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.

page 32

EBK STRATEGIC PLAN 2014 - 2019

ENGINEERS BOARD OF KENYA


STRATEGIC PLAN 2014 - 2019
Chapter 6 - Resource Flows

EBK STRATEGIC PLAN 2014 - 2019

page 33

CH. 6: RESOURCE FLOWS


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

RESOURCES

IMPLEMENTATION

MONITORING

RESOURCE MOBILIZATION
Successful implementation of the Strategic Plan, will depend not only on the quality and commitment of staff but
also on the availability and efficient utilisation of other resources. As shown in Table 4, to finance the
implementation of the Strategic Plan, EBK will require a total of Ksh. 2.382 Billion over the five-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
YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

TOTAL

Kshs 000

Kshs 000

Kshs 000

Kshs 000

Kshs 000

Kshs 000

Subscriptions 1

38,766

42,594

45,594

49,402

53,272

229,126

Application fees 2

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

Sources of Revenue
(Funding)
Appropriations in Aid

1 The a nnua l s ubs cri pti ons us ed to ca l cul a te the revenues a re: Gra dua te Engi neers (Kshs 2,000);Professional Engineers (Kshs
10,000); Cons ul ti ng Engi neers (Ks hs 20,000); Engi neeri ng Cons ul ti ng Fi rms (Ks hs 30,000);TemporaryEngineer(Non-Citizen) (Kshs
20,000).
2 The a ppl i ca ti on fees for gra dua te engi neers a re Ks hs 2,000; Ks hs 10,000 for a ll othercitizen categories;and Kshs 25,000fornonci ti zens .
3 Mi s cel l a neous i ncome wa s es ti ma ted a t Ks hs 1,650,000 for Yea r 1 a nd grown a t 10% per a nnum therea fter.
4 The Worl d Ba nk Fundi ng repres ents gures tha t the Worl d Ba nk ha s commi tted to.
5 Government Fundi ng (94%) i s pri ma ri l y due to the i nterns hi p gra dua te progra mme cos ts .

page 34

EBK STRATEGIC PLAN 2014 - 2019

CH. 6: RESOURCE FLOWS


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

RESOURCES

IMPLEMENTATION

MONITORING

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

YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

TOTAL

Kshs.
'000

Kshs.
'000

Kshs.
'000

Kshs.
'000

Kshs.
'000

Kshs.
'000

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

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

Item
Revenues

Expenditures
Total
Expenditure

Capital

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 flexible 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.

EBK STRATEGIC PLAN 2014 - 2019

page 35

CH. 6: RESOURCE FLOWS


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

RESOURCES

IMPLEMENTATION

MONITORING

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 Countrys self sufficiency in supply of professional
engineers to meet the Countrys 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.

Ksh.

Ksh.

Ksh.

Ksh.

Ksh.

'000

'000

'000

'000

'000

'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

230,000,000

253,000,000

278,300,000

306,130,000

336,743,000

1,404,173,000

230,000

253,000

278,300

306,130

336,743

Capital
Expenditure
Levy to
Replace
direct
Government

0.1%

Funding % of
Internship
cost

251%

137%

101%

109%

1,404,173

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

230,000,000

253,000,000

278,300,000

306,130,000

336,743,000

1,404,173,000

1,955,000

2,150,500

2,365,550

2,602,105

2,862,315.5

11,935,470.5

90%

94%

Capital
Expenditure
Levy to
Replace
direct
Government
Funding % of
Internship
cost

page 36

0.85%

163%

86%

98.90%

99.67%

EBK STRATEGIC PLAN 2014 - 2019

ENGINEERS BOARD OF KENYA


STRATEGIC PLAN 2014 - 2019
Chapter 7 - Monitoring, Evaluation and
Reporting

EBK STRATEGIC PLAN 2014 - 2019

page 37

CH. 7: MONITORING, EVALUATION AND REPORTING


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

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 specific 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. Effective
monitoring helps to identify difficulties 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 Team
Strategic 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 Staff
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 staff to understand and plan for their respective roles. Specifically:
i.
ii.
iii.

Annual performance targets derived from the Strategic Plan will be cascaded to Departmental Heads;
The Departmental Heads will cascade the performance targets to the staff in the respective departments;
The performance targets will end up in the individual staff Performance Appraisal System;

7.2.3 Departmental and Individual Annual Work Plans


Detailed 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
i.
ii.
iii.
iv.

Scheduled Meetings and Workshops


Monthly Review Meetings at the Departmental level will be scheduled to ensure implementation is on
track.
Quarterly Review Meetings at the Corporate and Departmental levels will be scheduled to get and give
feedback on the pertinent performance indicators.
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.
A Strategy Review Workshop will be held annually during the month of August.

page 38

EBK STRATEGIC PLAN 2014 - 2019

CH. 7: MONITORING, EVALUATION AND REPORTING


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

7.3
WHAT TO MEASURE
EBK 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 Analysis
EBK shall simply compare the performance targets with the actual results and any variance identified. As a
consequence of variance analysis and identification of causes, EBK shall take appropriate remedial actions.
7.3.2 Ratio Analysis
Ratio analysis is concerned with efficiency of the objectives. Pertinent ratios will be calculated quarterly,
semi-annually and annually and the actual results compared with the target ratios. The differences between target
and actual ratios will be identified 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 REPORTS
Progress 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 specific
outcomes and strategies of the Plan and may include costs, benefits, 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
i.
ii.
iii.

ANNUAL, MIDTERM AND END TERM REVIEW


At the end of each financial year, a report will be produced and released to the public. It will evaluate the
years activities and indicate the extent to which the Board has implemented the Plan.
A midterm review of the Strategy will also be carried out in the third year of implementation of this Plan.
An end term review will also be carried out on the fifth 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 CONTRACTS
The 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 fiscal year against the agreed targets in the
Performance Contract.

EBK STRATEGIC PLAN 2014 - 2019

page 39

CH. 7: MONITORING, EVALUATION AND REPORTING


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

RESOURCES

IMPLEMENTATION

MONITORING

Annex 1: Projected staff levels during the Plan Period

JOB TITLE

JOB GROUP

YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

Registrar

Deputy Registrar - CPD

Deputy RegistrarCompliance, Standards &


Enforcement

Deputy Registrar - Registration

Finance & Admin Manager

Internal auditor

Legal & Public Communications Manager

Human resource Officer

ICT Manager

Asst.Registrar - Internship Program

Asst. Registrar - CPD Program

Asst. Registrar - Counties & Regions

Asst. Registrar-Compliance, Standards &


Enforcement

Asst. Registrar-Employment & liaison

Asst. Registrar-Registration

Standards Officer

Public Comm. Officer

Legal Officer

Accounts Officer

Finance Officer

Admin Officer

Procurement Officer

ICT Officer

CPD Assistants

Assistants (CPD Programme)

Assistants (Compliance Standards &


Enforcement)

Assistants (Registration)

Assistants (Admin/HR)

Assistants (Legal Affairs)

Secretaries

Drivers

Support Staff

39

42

48

49

53

Total

page 40

EBK STRATEGIC PLAN 2014 - 2019

CH. 7: MONITORING, EVALUATION AND REPORTING


INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

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
Review and evaluate
Applications for
Licensing
Develop & implement
effective renewal
process
Sensitize, educate
engineers & public
on professional
behavior
Investigate and
discipline Violations
to the Act
Develop engineers
procedures
operations manual
Sensitize Engineers
on procedures
manual
Develop and
implement Continuing
Professional
Development
program for
engineers
Evaluate and accredit
engineering programs
for universities
Administer
Engineering
Professional Exams
for licensing
Funding Internship
program for Graduate
Engineers[1]
Implement Financing
and Financial
management strategy
Implement the
Human resource
strategy[2]
Develop and
Implement ICT
strategy
Develop and
implement an
effective M&E system
Total (Kshs 000)

YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

TOTAL

Kshs '000

Kshs '000

Kshs '000

Kshs '000

Kshs '000

Kshs '000

5 000.00

6 250.00

7 000.00

8 500.00

9 250.00

36 000.00

2 000.00

2 100.00

2 205.00

2 315.00

2 430.00

11 050.00

5 000.00

6 500.00

8 000.00

8 400.00

8 820.00

36 720.00

4 000.00

6 000.00

6 300.00

6 615.00

6 945.00

29 860.00

3 000.00

15 000.00

10 000.00

2 000.00

4 000.00

4 200.00

4 410.00

4 660.00

4 900.00

22 170.00

43,000.00
000.00

4 000.00

4 200.00

4 410.00

4 630.00

20,240.00
21
240.00

3 000.00

1 300.00

1 430.00

1 573.00

1 730.00

9 033.00

3 000.00

3 150.00

3 300.00

3 465.00

3 640.00

16 555.00

120 000.00

240 000.00

360 000.00

360 000.00

360 000.00

1 440 000.00

4 290.00

14 890.00

6 700.00

3 900.00

81 986.00

87 899.00

95 304.00

101 706.00

110 828.00

477 723.00

34 000.00

3 000.00

5 000.00

3 000.00

5 000.00

50 000.00

7 500.00

2 700.00

2 970.00

3 267.00

3 594.00

20 031.00

290 186.00

367 099.00

506 019.00

507 911.00

529 057.00

2 200 272.00

EBK STRATEGIC PLAN 2014 - 2019

page 41

INTRODUCTION

DEV. AGENDA

ANALYSIS

FRAMEWORK

IMPLEMENTATION

RESOURCES

MONITORING

A publication of:
ENGINEERS BOARD OF KENYA
P.O. BOX 30324 - 00100, NAIROBI, KENYA
Tel: +254 (0)20 271 9974 | +254 722 509 972 | +254 735 330 744
Email: registrar@ebk.or.ke | Website: www.ebk.or.ke

All Rights Reserved