STRATEGIC PLAN ( ) MARCH 2015

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Strategic Plan 2015-2020 : Transforming the Construction Industry

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STRATEGIC PLAN (2015-2020)

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ABBREVIATION & ACRONYMS

... 4

II.

DEFINITION OF TERMS

... 5

III.

FOREWORD

... 6

IV.

ACKNOWLEDGEMENT

... 7

V.

EXECUTIVE SUMMARY

... 8

VI.

CHAPTER ONE: INTRODUCTION

... 10

1.1 Background ... 10

1.2 Kenya Vision 2030 and National Construction Authority ... 10

1.3 Rationale for Developing the Plan ... 11

1.4 Methodology of Developing the Plan ... 11

VII.

CHAPTER TWO: THE ROLE OF THE AUTHORITY

... 12

2.1 Introduction ... 12

2.2 Core Functions ... 12

2.3 Powers of the Authority: ... 13

2.4 Review of the 2012-2018 Strategic Plan ... 13

2.4.1 Achievements ... 13

2.4.2 Rationale for Reviewing of the Strategic Plan 2012-2018 ... 14

VIII.

CHAPTER THREE: SITUATIONAL ANALYSIS

... 15

3.2 PESTEL ... 15

3.4 Stakeholder Mapping ... 18

3.5 Stakeholders Analysis ... 18

IX.

CHAPTER FOUR: STRATEGIC DIRECTION

... 21

4.1 Vision ... 21

4.2 Mission ... 21

4.3 Core Values ... 21

4.4 Motto ... 21

4.5 Main Strategic Themes and Sub-Strategic Focus areas ... 22

X.

CHAPTER FIVE: IMPLEMENTATION AND COORDINATION FRAMEWORK

... 24

5.2 Strategic Plan Implementation Matrix ... 24

5.3 Implementation Approach ... 24

5.4 Strategic Plan Co-ordination ... 24

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... 27

Other departments ... 27

5.6 Registration and Compliance ... 27

5.7 Research and Business Development ... 27

5.8 Capacity Building and Training ... 28

5.9 Internal Audit ... 28

5.10 Corporate Communications ... 28

5.11 Finance and Administration ... 28

5.12 Accounts ... 28

5.13 Human Resource Management ... 29

5.14 Supply Chain Management ... 29

5.15 Information and Communications Technology ... 29

5.16 Legal Services ... 29

5.17 Corporate Strategy ... 29

5.18 Administration ... 30

5.19 Regional Offices ... 30

5.20 Quality Assurance ... 30

5.21 ORGANIZATION STRUCTURE FOR NATIONAL CONSTRUCTION AUTHORITY

.... 31

CHAPTER 6: RESOURCE MOBILISATION, ACCOUNTABILITY AND RISK ... 32

ASSESSMENT ... 32

6.1 Resource Mobilization and Flows ... 32

6.2 Accountability ... 34

6.3 Enhancing Staff Capacity for Plan implementation ... 35

6.4 Risk Assessment for the Plan ... 35

CHAPTER 7: MONITORING AND EVALUATION OF THE PLAN ... 37

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ABBREVIATION & ACRONYMS

AAK - Architectural Association of Kenya

AIDS - Acquired Immune Deficiency Syndrome

BAC - Board Audit Committee

BORAQS - Board of Registration of Architects and Quantity Surveyors

CA - Chief Accountant

CBO - Community Based Organizations

CoDF - Contractors’ Development Fund

CDF - Constituency Development Fund

IEK - Institution of Engineers of Kenya

ED - Executive Director

FY - Financial Year

GM - General Manager

HIV - Human Immuno-deficiency Virus

ICT - Information Communication Technology

IQSK - Institute of Quantity Surveyors of Kenya

MA - Manager Audit

MCS - Manager Corporate Strategy

MDAs - Ministries, Departments and Agencies

MICT - Manager Information Communications Technology

MF - Manager Finance

MSCM - Manager Supply Chain Management

M&E - Monitoring and Evaluation

MPR - Manager Public Relations

MTP - Medium Term Plan

NaCRA - National Construction Research Agenda

NCA - National Construction Authority

NEMA - National Environmental Management Authority

NGO - Non Governmental Organization

OSHA - Occupational Safety and Health Act

PESTEL - Political, Economic, Social, Technological, Environmental and Legal QMS -

Quality Management S

ystem

RB&C - Research, Business Development and Capacity Building SWOT - Strengths, Weaknesses, Opportunities and Threats TVETA - Technical Vocational Education and Training Authority

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DEFINITION OF TERMS

1. The Act means National Construction Authority Act no. 41 of 2011

2. Regulations means National Construction Authority Regulations 2014

3. The Board means Board of Directors of the National Construction Authority

4. Industry means the construction industry

5. Authority means the National Construction Authority

6. Stakeholders means internal or external persons who affect or are affected by the Authority’s operations

7. Vision 2030 means the Kenya Vision 2030

8. Medium Term Plan II 2013-2017 means Kenya Vision 2030 Medium Term Plan 2013-2017

9. Plan means the National Construction Authority Strategic Plan 2015-2020

10. Code of Conduct means the National Construction Authority Code of Conduct for the construction industry.

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FOREWORD

Globally, the construction sector plays a great role in the socio-economic development of any country. Development is inextricably linked to the Industry, and a good infrastructure belies a country’s growth. In Kenya, the sector is a key driver of the growing economy and contributes greatly to the country’s Gross Domestic Product. Pursuant to the same, the National Construction Authority is a state corporation established to regulate, promote and coordinate the development of the construction industry, ultimately being a major contributor towards the realization of Kenya’s Vision 2030 aspiration goals.

In order to address the challenges in the industry and operationalize the functions of the Authority, this Plan has been developed to pave the way for the Authority’s activities and prioritize resource allocation in order to ensure achievement of set targets. Moreover, the Plan creates a clear road map for the next five years which will ensure a well regulated and transformed construction industry.

The Plan has been developed through an internal and external consultative process involving the Authority’s Board, Management and stakeholders in the construction industry in adherence to the Constitution of Kenya, Kenya Vision 2030 and relevant construction industry laws in the construction industry.

On behalf of the Board of the Authority, I present the National Construction Authority Strategic Plan for the period 2015-2020. We appreciate the efforts made by the Management and industry stakeholders in the publishing of the Plan. We also belabor the Authority’s commitment to excellence and inclusiveness in the execution of our mandate as envisaged in the Strategic Plan.

STEVEN OUNDO, OGW CHAIRPERSON

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ACKNOWLEDGEMENT

The National Construction Authority is a parastatal established by the National Construction Authority Act No. 41 of 2011 with a mandate to oversee the construction industry and coordinate its development. With such an encompassing mandate in the industry, the Strategic Plan for the period 2015-2020 presents a holistic, strategic roadmap for the execution of the Authority’s mandate. This Plan is also the product of a consultative process with relevant stakeholders in cognisance of the diverse players in the construction industry and revises the current Strategic Plan for the period 2012-2018.

The construction sector has consistently expanded during the last few years, directly impacting the growth of the country’s economy. During the former Strategic Plan period, the Authority has registered over 15,000 construction firms in 22,278 classes of works and accredited approximately 3,000 construction workers in Kenya. The Authority is ensuring compliance in the industry by conducting quality assurance sting operations nationwide. To promote a training and research culture, the Authority has also undertaken Continuous Professional Development for contractors and hosted the first National Construction Research Agenda (NaCRA) in the construction industry. The Authority is also a main stakeholder in the main slums upgrade project in Kibera spearheaded in the Ministry of Devolution and Planning and has undertaken strategic collaborations with industry stakeholders.

In the backdrop of the Survey Report statistics, the Plan has laid the roadmap for continuous and higher development of this crucial sector through the following key result areas;

1. Construction industry regulated

2. Capacity within the construction industry developed and improved 3. Quality in the construction industry assured

4. Research and development in the construction industry enhanced 5. Development and sustainability of the Authority

I would like to acknowledge the efforts of the Board and Management of the Authority in the development of the Plan. We also greatly value and thank all our stakeholders for their views, contributions and critique. We also recognize the role of our parent Ministry of Land, Housing and Urban Development in the same.

As we endeavor to transform the construction sector, we acknowledge the critical role of stakeholders in the implementation of this plan and reiterate that with the support of our stakeholders, the implementation of the Plan shall be a reality.

ARCH.DANIEL O. MANDUKU EXECUTIVE DIRECTOR

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EXECUTIVE SUMMARY

Introduction

The Construction Industry remains one of the key drivers of growth in the Kenyan economy. The industry is an indicator of the economic performance of the country and is linked with other sectors which have corresponding demands for materials and labour inputs. Construction is critical for trade, facilitating flow of materials and information, reducing inequalities and poverty, and enhancing economic development. In 2013, the construction sector expanded by 5.5 per cent up from a growth of 4.8 per cent registered in 2012.

Given the situation in the industry, there is need to continue streamlining the same to deal with existing and emerging challenges related to safety and quality works. The National Construction Authority was established to carry out the above function and thus facilitate all sectors towards achieving Kenya’s Vision 2030.

Role of National Construction Authority

The role of the Authority is encapsulated in the functions and powers accorded to it through the National Construction Authority Act, Number 41 of 2011. The Authority has the overall responsibility to oversee the construction industry and coordinate its development. It has been given functions and powers to implement so as to carry out this responsibility effectively.

Situational Analysis

This plan contains the situational analysis of the Authority.It evaluates the Political, Economic, Social, Technological, and Environmental and Legal (PESTEL) factors that may affect implementation of the plan. In addition, the Strengths, Weaknesses, Opportunities and Threats (SWOT) critical to achievement of the Strategic Plan objectives have been identified. A stakeholder’s analysis for the Authority for the Authority has also been carried out. The outcomes from this analysis have assisted in developing strategies aimed at mitigating against factors that may affect the Authority negatively.

Strategic Direction

The strategic direction of the Authority is informed by the situational analysis carried out. It focuses on vision, mission, core values and key result areas with their corresponding goals, strategic objectives and strategies. The vision of the authority is “A well-coordinated and developed construction industry”. The mission is “to regulate and streamline the construction industry for sustainable

socio-economic development”. The key result areas identified are as follows:

• Construction industry regulated

• Quality Assurance in the Construction Industry Implemented

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• Capacity within the construction industry built and improved

• Development and Sustainability of the Authority Implementation framework

The implementation framework to deliver the plan is adequately articulated. An organization structure for the Authority has been prepared and shows the relationship between management and the Board of Directors. The plan emphasizes on the need to ensure for adequate resources including staffing, financing and regular monitoring and evaluation to ensure that the plan implementation is on track. A risk management framework has been carried out to cushion the Authority from identified contingencies.

Implementation Matrix

An implementation matrix framework for the Authority has been prepared to operationalize the key result areas. The framework links up the key result areas, strategic objectives, strategies, activities and their corresponding outputs. The matrix also establishes the cost of implementing the strategies during the five year period.

Conclusion

This strategic plan provides an opportunity for the Authority to effectively regulate and streamline the construction industry. It gives opportunity to implement identified strategies aimed at achieving the five key result areas during the plan period. The Authority is committed to achieving its mandate and thus contribute towards achievement of the Kenya’s Vision 2030.

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CHAPTER ONE: INTRODUCTION

1.1 Background

The construction industry remains one of the key drivers of growth in the Kenyan economy. Indeed, Kenya’s Vision 2030 has identified infrastructure development as one of the key enablers that will drive this country to become a middle income economy by 2030. The industry accounts for about 7 percent of the country’s national income and employs about 1 million people with an estimated annual wage bill of Sh.3.2 billion. i

Construction is a critical component towards attainment of Kenya’s sustainable economic growth and development. The industry has thus continued to make valuable contributions in transforming Kenya into a regional business hub. Many public and private infrastructure projects vital for the long term development of Kenya are being constructed thus spurring the growth of Kenya’s economy.

Article 46 (1) (c) of the Constitution states that “consumers have the right to the protection of their health, safety and economic interests”. The Authority is committed to ensuring that consumers of construction services are guaranteed of these fundamental rights. However, the industry in general faces some challenges which must be addressed. Some of the challenges include:

(a) Low completion rates of construction projects (b) Lengthy procurement procedures

(c) Access to affordable financing (d) Conflict of law

(e) Low technological uptake in the industry (f) Use of substandard materials

(g) Unethical practices in construction industry.

(h) Oligopolistic and monopolistic practices leading to unfair competition. (i) Inadequacy in terms of skills and competencies of the workforce.

1.2 Kenya Vision 2030 and National Construction Authority

The development of this plan is inspired by the long-term development blueprint for the country which is the Kenya Vision 2030. Its aim is to create a globally competitive and prosperous country with a high quality of life by 2030.

The Vision 2030 is anchored on three main pillars: social, economic and political.Infrastructure remains one of the most important sectors towards the realisation of this key milestone.

The Authority shall contribute to infrastructure development through regulation and coordination of the construction industry. This shall be done through capacity building, training, and registration of contractors and construction workers, regulation of their conduct and carrying out of research aimed at

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continual development of the industry. In implementing this plan, reference shall be made to laws that govern the construction industry in Kenya and in particular the Act.

1.3 Rationale for Developing the Plan

Organizations world over seek to provide services that are meaningful and beneficial to their stakeholders. Resources to achieve this are scarce and thus the need for strategic planning as a tool to assist in prioritizing focus areas for resource allocation. From this Plan, the Authority’s targets shall be identified for purposes of implementation and achievement of its mandate.

Development of the Plan will enable the Authority to:

• examine the new contextual environment in which it operates;

• explore the factors and trends that affect the way it implements its core functions; • meet its mandates and fulfil its vision and mission;

• identify strategic issues which must be addressed; and

• identify and implement strategies aimed at addressing emerging issues.

1.4 Methodology of Developing the Plan

The development of this Plan relied on review of the relevant documents on the construction sector. Reference was made to Kenya’s Vision 2030 and various other laws that govern the construction industry in Kenya. These include the MTP II 2013-2018 and the National Construction Authority Strategic Plan 2012-2018. Extensive review of the relevant documents culminated in the formulation of the vision and mission statements as well as identification of the Authority’s core values.

Furthermore, in adherence to Article 10 (2) of the Constitution which states that “national values and principles of good governance include; patriotism, national unity, sharing and devolution of power, the rule of law, democracy and participation of the people. “The development of the Strategic Plan was a direct result of extensive consultations with key stakeholders whose views were incorporated in the Plan.

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CHAPTER TWO: THE ROLE OF THE AUTHORITY

2.1 Introduction

The National Construction Authority Act was assented to on 2nd _{December 2011 and operationalized on} 8th_{June 2012 with the Board being inaugurated on 4th July 2012. It was formed with the aim of} overseeing the construction industry and coordinating its development.

The construction industry remains one of the key drivers of growth of the Kenyan economy towards the realization of Vision 2030. The industry is an indicator of the economic performance of the country and is linked with other sectors which have corresponding demands for materials and labour input. Development of infrastructure is critical for trade, which in turn reduces poverty and enhances economic development.

The Government is giving great emphasis to the industry as evidenced through its budget resource allocations to the construction and rehabilitation of roads and bridges and their periodic maintenance. In 2013, the construction sector expanded by 5.5 per cent up from a growth of 4.8 per cent registered in 2012.ii

The Authority has been enacted at a time when the industry is under great pressure to counter various challenges, especially those pertaining to quality assurance. There is an urgent need to streamline construction in order to develop not just the industry but Kenya’s economy.

2.2 Core Functions

Section 5 of the Act provides the Authority with the following core functions;

(a) Promote and stimulate the development, improvement and expansion of the construction industry; (b) Advise and make recommendations to the Minister on matters affecting or connected with the

construction industry;

(c) Undertake or commission research into any matter relating to the construction industry;

(d) Prescribe the qualification or other attributes required for registration as a contractor under the Act; (e) Assist in the exportation of construction services connected to the construction industry;

(f) Provide consultancy and advisory services with respect to the construction industry; (g) Promote and ensure quality assurance in the construction industry;

(h) Encourage the standardization and improvement of construction techniques and materials; (i) Initiate and maintain a construction industry information system;

(j) Provide, promote, review and co-ordinate training programmes organized by public and private accredited training centers for skilled construction workers and construction site supervisors; (k) Accredit and register contractors and regulate their professional undertakings;

(l) Accredit and certify skilled construction workers and construction site supervisors. (m) Develop, publish and enforce the code of conduct for the construction industry; and (n) Do all other things that may be necessary for the better carrying out of its functions.

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2.3 Powers of the Authority:

The Authority’s powers are provided under Section 6 of the Act as follows;

(a) to award certificates of proficiency to contractors, skilled construction workers and construction site supervisors;

(b) with the approval of the Minister, to impose fees or any other charges as it deems fit in respect of any of its functions or powers;

(c) with the approval of the Minister, to facilitate, or promote the establishment or expansion of, companies, corporations or other bodies to carry on any activities related to construction either under the control or partial control of the Authority or independently; and

(d) to receive, in consideration of any services that may be rendered by, such commission or payments as may be agreed upon with any person.

2.4 Review of the 2012-2018 Strategic Plan

The evaluation of the 2012-2018 plan revealed considerable achievements, resulting from the implementation of the strategies as laid out in that Plan.

2.4.1 Achievements

Some of the key achievements made over the planning period are:

a) The Authority established a register of contractors, currently standing at 14,000 construction firms registered in 22,278 classes.

b) 3,000 construction workers and site supervisors were accredited.

c) The NCA Regulations 2014 were adopted and took effect on the 6th_{of June 2014.} d) Regional trainings were held across the country, with 18,000 delegates trained. e) A Code of Conduct for the industry was developed.

f) Establishment of 10 regional offices. g) The Authority’s key staff were recruited.

h) Benchmarking, both locally and internationally was done and best practices adopted. i) The public was sensitised on the Authority’s mandate.

j) The National Construction Research Agenda (NaCRA), consultative meeting with key research stakeholders, was held in 2014 and led to the development of a research agenda for the industry. k) The Authority’s internal policies and procedures have been developed and operationalised. l) Quality assurance exercises have been conducted on 264 sites across the country.

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2.4.2 Rationale for Reviewing of the Strategic Plan 2012-2018

The review of the Strategic Plan was necessitated by the following reasons:

1. The lapse of the Vision 2030 Medium Term Plan I 2008-2012.

2. Regulatory changes in the operating environment after the adoption of the Regulations. 3. Changes attributed to devolution were not fully appreciated at the time of initiation and needed

different strategies for implementation purposes.

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CHAPTER THREE: SITUATIONAL ANALYSIS

3.1 Introduction

This chapter evaluates the Political, Economic, Social, Technological, Environmental and Legal (PESTEL) factors that may affect implementation of the Plan. In addition, the Strengths, Weaknesses, Opportunities and Threats (SWOT) which are critical to formulation of the Strategic Plan objectives have been identified. A stakeholders’ analysis was also carried out.

3.2 PESTEL

PESTEL core subjects were analyzed to determine the extent to which they would positively or negatively

affect

the strategies put in place to realize the mandate of the Authority. Table 1 summarizes the positive and inhibitive factors.

POSITIVE TO NCA

NEGATIVE TO NCA

POLITICAL

1. County government enactment of laws and regulations which support the construction industry.

2. National and devolved infrastructural, implementing and regulatory units that the Authority can collaborate with.

1. Political interference in the implementation of construction projects.

2. Lack of a policy on collaboration between the Authority and county governments

ECONOMIC

1. The Authority’s role in achieving Vision 2030.

2. A growing economy.

1. High construction costs leading to non-adherence to industry standards. 2. High cost of financing construction

projects.

SOCIAL

1. Availability of youthful work force for the construction industry. 2. Constitutional provisions for

stakeholder consultation and engagement

1. Inadequate skilled labour in construction industry.

2. High poverty levels. 3. Impact of HIV/AIDS.

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TECHNOLOGY

1. Availability and accessibility to

technological advancement in construction industry. 2. The Authority’s mandate on

research and development. 3. Availability of local construction

materials.

4. Development and adoption of green technology.

1. Inadequate construction information systems. 2. Slow technological transfer and adoption

3. Limited access and affordability of construction equipment.

ENVIRONMENTAL

• Facilitative role of the

Occupational Safety and Health Act (OSHA) to achieve the Authority’s mandate.

• Complimentary role of

environmental agencies in construction projects.

i. Noncompliance with environmental

regulations/laws by some construction industry stakeholders.

ii. Low integration of environmental

management plan.

LEGAL

1. The Authority’s mandate,

powers and functions are established under an Act of parliament.

2. Harmonization of various regulations governing the construction industry.

Lack of a legal framework on linkage with training institutions.

3.3 SWOT ANALYSIS

This is an analysis of the internal and external environment with a view to identify the Authority’s organizational strengths and weaknesses, and the opportunities and threats. This analysis enables the Authority to develop and implement interventions aimed at addressing the weaknesses of and threats to the Authority and to build on the existing strengths and opportunities.

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STRENGTHS

WEAKNESSES

• Existence of enabling Act of Parliament and supporting Regulations.

• A Board with diverse skills, experience and stakeholder representation.

• Existing diverse revenue sources e.g. construction levy and grants.

• Appropriate organizational and governance structure.

• Untested systems, processes and procedures.

• Limited human resources, working tools, equipment and office space.

• Lack of internal ICT system integrations

OPPORTUNITIES

THREATS

•

Political

goodwill

and

improved

governance.

•

Rapid

growth

in

information

communication technology (ICT).

•

Good relations with development

partners.

•

Benchmarking

with

local

and

international players in the infrastructure

sector.

•

Sustainable funding policy system.

•

A growing economy.

•

Availability of professionals

.

•

High expectations by stakeholders.

•

Low budgetary support from the Exchequer

•

Cross-cutting issues such as insecurity,

HIV/AIDS and corruption.

•

Poverty

•

Noncompliance with set construction

standards

•

Noncompliance with the payment of levy

•

Weak

collaboration

with

county

governments

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3.4 Stakeholder Mapping

3.5 Stakeholders Analysis

A stakeholder’s analysis was undertaken during the strategic planning process. The above institutions were identified as being key stakeholders to NCA and their expectations listed accordingly. The expectations of NCA towards the stakeholders were also listed. Below is a summary of the analysis.

The Authority The Public Development Partners Professional Bodies/ Associa;ons Contractors, Site Supervisors and Construc;on Workers Public Beneﬁt Organisa;ons Educa;onal Ins;tu;ons Manufacturers and Suppliers Media Government Agencies County Governments Government Ministries

Stakeholder Stakeholder Expectations NCA Expectations

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The Board Effective delivery of mandate of the

Authority

• Provide strategic direction

• Approve relevant Authority policies

Management and Employees

• A 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

Authority

• Adherence to regulations of the Authority

• Provision of effective and efficient services to clients

Government Ministries Departments and Agencies (MDAs)

Contribute to the growth of the

construction industry through regulation, coordination and improvement of the industry

• Effective collaboration and coordination in service delivery.

Contractors, site supervisors and construction workers

Regulation and coordination of the construction industry

• Adherence to the

• laws and regulations

• Adherence to the Code of Conduct

County Governments Effective regulation and coordination of

construction industry at county level

• Collaboration on capacity building initiatives

Manufacturers and Suppliers

• Professionalism

• Prompt settlement for products/services provided

• Timely supply of quality goods and services

• Ethical relations to be observed in all operations

Educational /Research institutions

Collaboration in research and capacity building

Accreditation of trained construction workers and site supervisors

Advisory services

Disseminate research findings

• Collaboration in research and capacity building

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Media Dissemination of accurate and timely

construction industry information

• Fair and accurate reporting on construction matters

NGOs, PBOs, and the private sector

Good governance _• Collaboration and inculcation of

good working relationships

Professional Associations A fair regulation process for the

construction industry

Timely dissemination of research findings

• Self-regulation

Trade Unions A fair registration and accreditation

process for their members

• Good industrial relations

The public A quality and safe construction industry

A thriving and well regulated construction industry

• Whistle blowing on negative construction incidences

• Feedback on services

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CHAPTER FOUR: STRATEGIC DIRECTION

The strategic direction of the Authority is informed by the situational analysis. It focuses on the Vision, Mission, Core values and key result areas and their corresponding goals, strategic objectives and strategies. The development of Vision and Mission statements is based on the mandate, functions, expectations and aspirations of internal and external stakeholders of the Authority.

4.1 Vision

“A well-coordinated and developed construction industry”.

4.2 Mission

“To regulate and streamline the construction industry for sustainable socio-economic development.”

4.3 Core Values

The following values will guide the operations of the Authority: • Professionalism

• Ethics and Integrity • Efficiency

• Innovation

• Environmental stewardship • Team spirit

4.4 Motto

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4.5 Main Strategic Themes and Sub-Strategic Focus areas

Below are the key result areas, goals and objectives of the plan;

To regulate and streamline the construction industry for substantive socio-economic

development

.

Mission

Key Result Areas

Research and development in the construction industry enhanced. Development and sustainability of the Authority Construction industry regulated

Capacity within the construction industry developed and improved Quality in the construction industry assured

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KEY RESULT AREA GOAL OBJECTIVES

1.Construction Industry regulated Register and regulate contractors,

accredit skilled construction workers and site supervisors

1. Register 30,000 contractors

2. Accredit 1.5 million skilled construction workers

3. Accredit 500,000 site supervisors Develop and maintain a construction

industry information system 1.To implement an information system

2. To ensure collection and dissemination of all information pertaining to the construction industry

2.Capacity within the construction

industry developed and improved 1.Train contractors, site supervisors and skilled construction workers 1. Train and build capacity for 30,000 contractors

2. Train and build the capacity of 1.5 million skilled construction workers

3. Train and build the capacity of 500,000 site supervisors

2.Build the capacity of contractors, site supervisors and skilled construction workers

1. Facilitate access to affordable construction equipment

2. Facilitate access to affordable of funding for contractors

3. Quality in the construction

industry assured

Promote and ensure quality assurance standards in the construction industry

1.To ensure compliance with set standards in the construction industry

2.To implement the code of conduct for the construction industry

4

.

Research and development in the construction industry enhanced.

1. Provide consultancy and advisory services with respect to the construction industry

1. Provide professional and technical support to stakeholders

2. Undertake and commission research into any matter relating to the construction industry

1.Initiate and execute research in the construction industry

2.Coordinate and disseminate research findings 3.Encourage and promote implementation of research findings

ii. Promote business development in

the construction industry 1. Strengthen and improve construction business enterprises

2. Patent research findings

iii. Standardize materials and techn

iques in the construction industry 1.Collate and standardize information in the construction industry

2.Disseminate information and promote the use of local materials and techniques

5.Development and sustainability of

the Authority Develop and implement policies to effectively execute the Authority’s

mandate.

1. To develop and implement effective systems and processes

2. To implement the Regulations

3. To mobilize adequate resources to sustain the Authority’s operations.

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CHAPTER FIVE: IMPLEMENTATION AND COORDINATION FRAMEWORK

5.1 Introduction

This chapter presents an implementation mechanism and coordination framework for effective implementation and coordination of the strategic plan. This framework acknowledges the role of the authority’s organizational structures, departments, stakeholders and the general public in its execution. Innovativeness, team spirit and professionalism are key pillars in the implementation of this plan.

5.2 Strategic Plan Implementation Matrix

The strategic plan implementation matrix presented as Appendix 1 in this plan lays a strong foundation for the plan implementation. The matrix provides a five year plan for implementing the various activities that have been derived from the key result areas, their respective goals and strategic objectives. The matrix further provides the annual budget required by the authority to implement the planned activities. The matrix further, provides performance measurement indicators and expected outputs upon implementation of the plan.

In terms of accountability and responsibility, the matrix indicates the staff and departments that will drive the plan implementation. Departmental heads have been earmarked as the drivers of this plan. Therefore, for easy implementation, each department will be required to draw annual work plans from the implementation matrix. The work plans will be consolidated into a master authority annual work plan which will take into consideration the financial, human and other resources available in each financial year. The board will approve all annual work plans which the ED will use to effect performance contracting and follow ups.

5.3 Implementation Approach

This plan will be implemented within five years (2015-2020). The plan implementation is also anchored on the financial year system of the Government of Kenya as resource allocation from the government is key for the effective implementation. The authority shall undertake both midterm end term review of this plan. The Midterm review will provide the status of the plan implementation; take corrective measures to address any deviations or emerging challenges on strategies, activities, resources etc. This review will therefore help keep the plan on course.

5.4 Strategic Plan Co-ordination

For effective implementation and coordination of this Plan, the authority’s Corporate Strategy Department is envisaged to provide the overall coordination of the implementation of this plan under the supervision of the Executive Director. The management team that consist of all managers shall form its own forum in which they will present annual and quarterly work plans and review their performance

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quarterly and annually. The ED will provide regular updates to the Board on the progress of the implementation of the Plan.

5.5 Responsibilities and roles

i. Cabinet Secretary, Ministry of Land, Housing and Urban Development

NCA recognizes the role of the parent Ministry of Land, Housing and Urban Development. Through the Cabinet Secretary, the Ministry will play a facilitative role of supporting NCA execute its mandate. In terms of collaboration with NCA, the Ministry is expected to offer policy direction, support in the review and enactment of laws that govern the construction industry as well as support in resource mobilization initiatives and other expertise available in the Ministry.

ii. The Board

In general, the Board is responsible for providing the overall policy direction of the Authority. In particular, the Board shall be responsible for;

• Establishing the strategic direction of the Authority,

• Ensuring appropriate oversight, stewardship and accountability, and

• Appointment of officers necessary for the proper administration of the Authority

With regard to the strategic plan, the authority’s board will provide leadership in the implementation of this plan. They will establish appropriate linkages with other public and private partners to enhance technical synergy required for effective implementation of the planned strategies. The board is also critical in the implementation of the resources mobilization strategy.

iii. Executive Director (ED)

In general, The ED is:

i. The Chief Executive Officer of the Authority and responsible to the Board for the day to day management of the affairs of the Authority,

ii. The Secretary to the Board and the Registrar of Contractors.

In terms of Strategic plan, the ED shall be in charge of the Strategic plan and will have the following roles: a. Provision of overall technical support to the departments in implementing the Plan;

b. Chairing the management forum on SP matters

c. Timely preparation, submission and briefing of Plan implementation reports to the Board d. Provide overall leadership on the authority’s strategic direction.

iv. Management

The managers will be the implementers/drivers of this plan. They will be responsible for the day to day implementation of planned activities to ensure implementation of this plan is on track. The management

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will prepare and implement the departmental specific annual work plans drawn from the Plan, report on progress/performance periodically and timely to the corporate strategy department.

v. Corporate Strategy Department

a. Provide technical support to other departments in the implementation of the plan b. Coordinate annual plans presentations and performance review meetings

c. Coordinate the preparation of monthly, quarterly and annual SP implementation reports d. Monitor and evaluate the overall plan implementation

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Strategic Plan Implementation and Coordination Structure

...

Other departments

5.6 Registration and Compliance

The Department is responsible for: i. Registration of contractors.

ii. Accreditation of skilled construction workers and site supervisors iii. Development, promotion and enforcement of the Code of Conduct iv. Regulation of the conduct of the parties in the construction industry

v. Development and maintenance of the construction industry information system vi. Registration of construction projects

vii. Promoting and ensuring quality assurance in the construction industry.

5.7 Research and Business Development

The Department is responsible for;

i. Carrying out of research in the construction industry and disseminating of research findings. ii. Developing research facilities for the construction industry

iii. Collaborate with relevant research bodies

iv. Promotion and stimulation of business development in the industry. v. Provision of consultancy and advisory services with respect to the industry

vi. Encouraging the standardization and improvement of construction techniques and materials.

MINISTRY

BOARD

Management Team/Departments

(Headquarters)

(Management, technical and support staff)

Management Team /Regional Offices

(County Level)

(Management, technical and support staff

ED

CORPORATE

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5.8 Capacity Building and Training

The Department is responsible for:

i. Providing, promoting, reviewing and co-ordinating training programmes organized by public and private accredited training centres for skilled construction workers and construction site supervisors, ii. Developing, improving and maintaining capacity of construction industry,

iii. Facilitation of access to affordable financing in the industry,

iv. Facilitation of access to affordable construction plant and equipment in the industry, v. Liaising with appropriate institutions to carry out the capacity building and training function.

5.9 Internal Audit

i. Development and implementation risk management, control and governance systems ii. Appraising the use of resources with regard to economy, efficiency and effectiveness

iii. Assessing reliability and integrity of financial and operating information and compliance with set policies

iv. Carrying out ad hoc appraisals, investigations and reviews as requested by Management.

5.10 Corporate Communications

i. Managing the Authority’s corporate brand.

ii. Effective communication with internal and external stakeholders. iii. Complaints resolution.

5.11 Finance and Administration

i. Developing the annual budget for the Authority,

ii. Developing and managing financial systems, policies and procedures for the Authority, iii. Ensuring Authority’s compliance with statutory financial requirements,

iv. Management and mobilization financial resources for the Authority,

v. Management of cash flow to ensure the Authority’s meets its financial needs.

5.12 Accounts

i. Optimal and efficient use of the Authority’s resources, ii. Advising on financial matters of the Authority,

iii. Ensuring integrity of financial data and providing accurate and timely financial information, iv. Ensuring the financial sustainability of the Authority.

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5.13 Human Resource Management

i. Attracting and retaining competent and motivated staff, ii. Development of the Authority’s human resources,

iii. Improvement of human resource systems and processes of the Authority, iv. Enhancing knowledge management, information generation and sharing, v. Developing and implementing performance management system, vi. Advise on human resources best practices,

vii. Management of staff exit

5.14 Supply Chain Management

i. Consolidation of the annual Procurement and Disposal Plan, ii. Procurement of goods, works and services,

iii. Ensuring the Authority’s compliance with statutory requirements with respect to procurement, iv. Reducing cost in supply chain.

5.15 Information and Communications Technology

i. Implementation of the Information and Communications Technology function of the Authority, ii. Establishing an information system for the Authority,

iii. Automate the Authority’s processes that deliver current and critical information to the construction industry.

iv. Technical support services

5.16 Legal Services

i. Coordinating legal advisory and interpretation services, ii. Coordinating affairs of the Board,

iii. Ensuring compliance with the Authority’s legal obligations, iv. Facilitation of litigation and prosecution,

v. Review and development of legislation and regulations.

5.17 Corporate Strategy

i. Coordinating the implementation of the Authority’s Strategic Plan, ii. Coordinating the implementation of Performance Contracting,

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iv. Coordinating implementation of work planning for the Authority.

5.18 Administration

i. Creating an enabling environment ii. Fleet management

iii. Facilities management

iv. Management of outsourced services

5.19 Regional Offices

i. Facilitate registration and compliance ii. Carrying out quality assurance iii. Registration of projects

iv. Facilitation or training and capacity building v. Support of research initiatives and activities vi. Carry out administrative functions

5.20 Quality Assurance

i. Formulation of quality assurance procedures for all technical programmes ii. Carrying out technical audits for procedures implemented by the Authority

iii. Implementation of quality assurance findings, recommendations and conclusions as directed by the ED

iv. Identification of technically weak areas and recommendations on remedial measures

v. Coordination, monitoring and evaluation of the implementation of the Quality Management System (QMS) and other standards adopted by the Authority.

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5.21 ORGANIZATION STRUCTURE FOR NATIONAL CONSTRUCTION AUTHORITY

(NCA)

Level III Level V Level II Level I

NCA BOARD

EXECUTIVE DIRECTOR

Corporate Strategy Ge ne ra l M an ag er , Re se ar ch D ev el op m en t & Co ns ul ta nc y Ge ne ra l M an ag er , Hu m an R es ou rc e Ma na ge m en t Ge ne ra l M an ag er , Re gi st ra tio n an d Co m pl ia nc e Ge ne ra l Ma na ge r, Fi na nc e & A dm in is tr at io n Ge ne ra l M an ag er , Ca pa ci ty B ui ld in g Manager Research and Consultancy Manager Registrati on Manager Compliance Manager Training Manager Capacity Building Financer

Manager Manager Admin. Training & Manager Welfare Manager Business Development Manager Human Resource Corporate Comm. Supply Chain Legal Affairs ICT Regional Liaison Offices

Senior Officers

_Officers

Subordinate Staff Level IV Level V Level VI Accounts Manager Internal Audit Quality Assurance

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CHAPTER 6: RESOURCE MOBILISATION, ACCOUNTABILITY AND RISK

ASSESSMENT 6.0 Introduction

This chapter examines the resources needed to implement the plan, how the resources will be mobilized and puts into place the accountability framework for the plan. The chapter also provides the risk assessment for the plan and provides the mitigating strategies that will ensure effective implementation of the plan.

6.1 Resource Mobilization and Flows

To implement this plan, the authority will require a total of Ksh. 27,423 million spread over five years (2015-2020) as shown in the table below.

Key Result Areas

Strategies

Time Frame/Budget (Millions)

Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

KRA 1: Construction industry regulated

Register and regulate conduct of contractors

54 54 53 63 63

Accredit Skilled construction workers and site supervisors

241 478 478 452 452

Establish and maintain Construction Industry Information system

100 100 100 100 100

KRA 2: Capacity within the construction industry developed and improved.

Training of contractors, skilled

construction workers and site supervisors

45 75 80 75 100

Establishment of National Construction Institute

117 1,000 2,700 2,200 1,000

Facilitate establishment of a pool for equipment for hiring

166 95 100 150 200

Facilitate establishment of the

Contractor’s Development Fund (CoDF)

271 165 200 250 300

Facilitate establishment of specific industry financial products

- 10 15 - -

KRA 3: Quality in the construction industry assured

Promote adherence to the code of conduct

73 84 120 220 220

KRA 4: Research and development in the construction industry enhanced

Carry out research in the construction industry and disseminate its findings

85 135 135 165 245

Legal protection of research findings 10 10 10 10 10

Develop research findings into innovative products and services

50 60 60 60 60

To consult for and advise stakeholders on matters related to the construction

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Key Result Areas

Strategies

Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

industry

Mapping of local construction materials 35 40 40 40 40

Utilization of local materials and techniques

5 5 5 5 5

KRA5: Development and sustainability of NCA

Disseminate the Authority’s departmental policies and procedures to staff

2 3 2 2 2

Operationalize a working monitoring and evaluation system

2 5 10 10 10

Review and implement NCA strategy 5 5 13 10 13

Effective and comprehensive branding guide

100 55 61 67 73

Raise the Authority’s profile 95 50 54 58 64

Effective communication with the stakeholders

30 33 36 39 42

Establish ICT infrastructure to deliver on

planned productivity improvement

initiatives

240 101 70 63 63

Establish ICT process improvement 160 89 67 47 47

Continuous review on ICT system 2 2 2 2 2

Coordinate legal advisory and interpretation services

7 7 4 7 7

Management of the Authority’s litigation and prosecution

30 35 40 45 50

Coordinate the affairs of the Board 30 25 25 35 30

Facilitate development of legislation and subsidiary legislation

10 20 5 15 10

Recruit and retain optimal number of staff to support the Authority’s operations

1,100 1,600 1,800 2,300 2,600

Enhance human resource capacity 138 201 237 303 332

To develop and implement a

Performance Management System (PMS)

5 1 3 1 1

Improve alignment of employees to corporate objectives

9 6 6 10 11

Ensure financial sustainability of Authority

7 10 13 13 20

Diversification of Authority’s revenue sources

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Key Result Areas

Strategies

Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Implement a risk management, control and governance system

10 12 - - -

Totals:

3,251 4,589 6,560 6,833 6,190

The Sources of funding

Under Section 30 of theNational Construction Authority Act No. 41 of 2011, the authority’s funds are spelt as follows;

a) Government Funding

Section 30(a) of the Act stipulates that, parliament shall provide such income for the purposes of the authority. Therefore the authority strategy shall be to submit to parliament at least three months before the commencement of a financial year annual estimates for all estimated expenditure of the Authority for the financial year for parliament to approve and that annual expenditure will be factored in the Government’s annual budget.

b) Development Partners

The authority will implement resource mobilization strategies and partner with development partners in supporting the strategic plan initiatives.

c) Self-financing/Authority’s own sources

Section 31 of the Act, stipulates that the authority will impose necessary levies, charges or fees to raise monies for the authority. Therefore, the authority in this strategic plan has laid down strategies on how the levies and other fees will be mobilized.

d) Public Private Partnerships

The authority recognizes the valuable support so far received and still expected from stakeholders in the implementation of this plan. This will be through participation in programming and information sharing platforms. Though these resources are non- financial, they impact on the implementation of the plan in the construction industry. The authority reiterates to enhance collaboration and implement projects under the Private Public Partnership framework.

6.2 Accountability

The authority recognizes the role of accountability and commitment as valuable aspects for the successful implementation of this strategy. The entire authority, from the board through to the lower cadre of staff has adequately and actively participated in the formulation of this strategic plan. This reinforces the accountability and commitment that is crucial on their part as drivers and implementers entrusted with the responsibility of implementing the plan.

At the board level, the board may form an SP Implementation sub-committee that will seek accountability and commitment from the ED on the implementation of the plan. This subcommittee will report to the

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board, further reinforcing the accountability and commitment not only at the board level, but also from the ED to the board.

At the management level, the ED is responsible for the day-to-day implementation, monitoring, and evaluation of plan. The execution of this vital role by the board will be coordinated by the department of Corporate Strategy. The coordinating department will provide critical information to the ED, on the implementation of the plan at the management level in which accountability and responsibility is bestowed on.

6.3 Enhancing Staff Capacity for Plan implementation

The current staffing level at the Authority is seventy three (73) persons, a number that is insufficient to successfully implement the Plan and its expansive roles and responsibilities. Achievement of the Plan will in part be pegged on increasing the staffing levels to an optimal number that shall eventually be present in all the counties.

For the Authority to position itself to achieve its mandate, the following will be done; • Enhance capacity building for its staff

• Develop and implement a recruitment plan. • Develop and implement a human resource plan.

• Provide competitive terms and conditions of service, and

• Develop and implement attractive career path guidelines and schemes of service.

In order to have motivated workforce, the Authority shall;

• Develop and implement an effective performance management system • Develop and implement internal incentive systems

• Establish talent management systems, and • Improve the working environment.

Therefore, employees will report results of their work to their respective managers/sectional heads to enable management to track performance and facilitate effective decision making.

6.4 Risk Assessment for the Plan

The plan has taken a deliberate effort to assess the various risks the plan may run into. All the risks will be considered and measures put in place to mitigate them as shown below.

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Risk Management Framework

Risk Factor Level of Risk Risk Management and mitigation Measures

Availability of Human,

Finance and other resources

High _• Propose donor funding to fund capacity building programmes

• Recruit qualified staff

• Provide competitive compensation packages

• Institute Talent Management and retention Strategies • Adhere to corporate governance standards

Responsiveness &

cooperation of stakeholders

Medium _• _{Participation in consultative meetings}

• Enter into strategic partnerships with relevant institutions to exploit benefits that accrue from such collaboration

• Portray and maintain a positive image of the authority 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.

• Undertake regular research on technological advancement

• Undertake benchmarking tours

Resistance to change Low • 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. Implementation of NCA

Regulations including Levy

High _• _Hold _regular _stakeholder _{consultations} _on

implementation of regulations and levy

• Establish a levy implementation section

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Risk Factor Level of Risk Risk Management and mitigation Measures

• Channel political issues to Cabinet Secretary

Devolution Medium _• Establish county offices to cater for county needs

Authenticity of Register of contractors

High _• Carry out due diligence on all registration

• Automation of registration procedures and registration system

CHAPTER 7: MONITORING AND EVALUATION OF THE PLAN 7.1 Introduction

This chapter highlights the process the implementation and coordination framework mechanism will use to critically assess the progress made in the implementation of the plan with a view of either taking corrective measures or sustaining the positive trends in the implementation process.

7.2 Context of Monitoring and Evaluation of the Plan Monitoring

This is an important part of strategy implementation that involves taking a periodic look at "how the plan is going." This helps to assure that the authority’s efforts conform to the plan, the plan is accomplishing what was intended to accomplish, allows corrective action in case of deviation, encourages improved performance and provides the essential link between the written plan and the day-to-day activities.

Monitoring Mechanism

Monitoring implementation of the strategic plan shall constitute systematic tracking of activities and actions to assess progress. Progress will measured against specific targets and schedules included in the Plan.

Evaluation

This involves reviewing the success and failures of the plan. The authority, through the ED at the management level with assistance from Corporate Strategy Department will undertake midterm review the plan before the end of the 3rd_{year plan implementation and shortly before the end of the plan.}

Evaluation Mechanism This will entail:

• Measuring actual performance against set target levels in terms of outputs and outcomes, and establishing any variation(s) in performance;

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• Identifying and recommending appropriate remedial measures including a review of objectives and/or strategies.

7.3 Rationale for Monitoring, Evaluation and Reporting

The successful implementation of this strategic plan will depend significantly on how effectively the planned activities and outputs and outcomes are monitored and evaluated. Monitoring and Evaluation (M&E) will provide an avenue for tracking progress and inform decision making for accountability, effective service delivery, resource allocation and policy direction.

7.4 Monitoring and Evaluation Mechanisms

The Corporate Strategy department shall act as the internal consultant to assist other departments in preparing consistent, concise and informative reports prior to presentation.

7.4.1 Progress Reports

The monthly and quarterly reports by heads of departments will describe actions taken towards achieving specific outcomes and strategies of the plan and will include costs, benefits, performance measures and progress.

The nature and scope of reporting will include; • Progress made against the plan • Causes of deviation from plan

• Areas of difficulty and alternative solutions to problems that may adversely affect implementation

7.4.2 Performance Management Systems (PMS)

This system will be put into place to improve the effectiveness of the M&E system. This will help integrate performance in a manner to enable immediate determination of impediments to success.

7.4.3 The Action Plan Matrix

This will help 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 record keeping.

7.4.4 Detailed annual work plans

Each department will develop detailed annual work plans with clear performance indicators and assigned responsibilities for their achievement. Key indicators that will inform management decision making will be

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identified and the frequency of reporting on these indicators will be determined. This will form the foundation of the M&E system.

7.4.5 Regular review meetings

These meetings will be held at the departmental, management and board levels. They will be scheduled to ensure implementation is on track. The overall oversight of the Strategic Plan and its implementation is a critical role of the Management executed by the relevant department. Therefore progress reporting will be an agenda item in all these meetings.

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APPENDIX 1: STRATEGIC PLAN IMPLEMENTATION MATRIX

KEY RESULT AREA 1: Construction industry regulated

GOAL: Implement the construction industry regulations and code of conduct STRATEGIC OBJECTIVES:

1. To register 30,000 contractors within 5 years and regulate their professional undertakings

2. To accredit 1,500,000 skilled construction workers and 500,000 site supervisors within 5 years and regulate their professional undertakings 3. Develop and maintain a construction industry information system

Strategies Outputs Activities Performance indicators Actors Time Frame/Budget (Millions)

Yr 1 Yr 2 Yr 3 Yr 4 Yr 5

Register and regulate

conduct of

contractors

Register of contractors

Undertake sensitization campaigns No. of sensitization campaigns undertaken

ED/ GM/R&C 5 5 5 5 5

Review registration evaluation criteria Revised evaluation criteria ED/ GM/R&C 1 1 - - -

Implement registration evaluation criteria No. of contractors successfully registered ED/ GM/R&C 39 39 39 49 49 Professional contractors

Documenting cases of non-compliance and taking action disciplinary/measures

No. of Noncompliance cases recorded No of disciplinary cases acted on ED/ GM/R&C 9 9 9 9 9 AccreditSkilled construction workers and site supervisors

Register of accredited skilled construction workers and

Carry out mobilization and sensitization campaigns of construction workers and site supervisors

No. of construction workers mobilized and sensitized

ED/ GM/R&C 46 46 46 20 20

Review accreditation criteria for construction workers and site supervisors

Revised ac

STRATEGIC PLAN ( ) MARCH 2015

STRATEGIC PLAN (2015-2020)

CONTENTS

ABBREVIATION & ACRONYMS

CHAPTER THREE: SITUATIONAL ANALYSIS

3.2 PESTEL ... 15

CHAPTER FOUR: STRATEGIC DIRECTION

5.21 ORGANIZATION STRUCTURE FOR NATIONAL CONSTRUCTION AUTHORITY

CHAPTER 6: RESOURCE MOBILISATION, ACCOUNTABILITY AND RISK ... 32

Quality Management S

STEVEN OUNDO, OGW CHAIRPERSON

ARCH.DANIEL O. MANDUKU EXECUTIVE DIRECTOR

Introduction

Situational Analysis

Implementation Matrix

1.1 Background

1.2 Kenya Vision 2030 and National Construction Authority

1.3 Rationale for Developing the Plan

1.4 Methodology of Developing the Plan

2.1 Introduction

2.2 Core Functions

2.3 Powers of the Authority:

2.4 Review of the 2012-2018 Strategic Plan

3.1 Introduction

3.2 PESTEL

ECONOMIC

TECHNOLOGY

ENVIRONMENTAL

3.3 SWOT ANALYSIS

WEAKNESSES

OPPORTUNITIES

Availability of professionals

county

3.4 Stakeholder Mapping

Management and Employees

Government Ministries Departments and Agencies (MDAs)

Manufacturers and Suppliers

NGOs, PBOs, and the private sector

4.1 Vision

4.4 Motto

To regulate and streamline the construction industry for substantive socio-economic

Research and development in the construction industry enhanced. Development and sustainability of the Authority Construction industry regulated

KEY RESULT AREA GOAL OBJECTIVES

5.1 Introduction

5.3 Implementation Approach

5.5 Responsibilities and roles

iii. Executive Director (ED)

iv. Management

v. Corporate Strategy Department

Other departments

5.7 Research and Business Development

MINISTRY

5.8 Capacity Building and Training

5.9 Internal Audit

5.10 Corporate Communications

5.12 Accounts

5.13 Human Resource Management

5.14 Supply Chain Management

5.16 Legal Services

5.18 Administration

5.20 Quality Assurance

5.21 ORGANIZATION STRUCTURE FOR NATIONAL CONSTRUCTION AUTHORITY

Level III Level V Level II Level I

NCA BOARD

ASSESSMENT 6.0 Introduction

Key Result Areas

KRA 1: Construction industry regulated

KRA 3: Quality in the construction industry assured

Key Result Areas

KRA5: Development and sustainability of NCA

Key Result Areas

The Sources of funding

6.2 Accountability

6.3 Enhancing Staff Capacity for Plan implementation

6.4 Risk Assessment for the Plan

Risk Factor Level of Risk Risk Management and mitigation Measures

7.2 Context of Monitoring and Evaluation of the Plan Monitoring

7.3 Rationale for Monitoring, Evaluation and Reporting

7.4.2 Performance Management Systems (PMS)

7.4.5 Regular review meetings