Strategic Plan For National Construction Authority White Sands Version

STRATEGIC PLAN (2015-2020)
MARCH 2015
Strategic Plan 2015-2020 : Transforming the Construction Industry 1

CONTENTS
I. 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
.................................................................................................................................................................... 15
3.1 Introduction ..................................................................................................................................... 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
5.1 Introduction ..................................................................................................................................... 24
5.2 Strategic Plan Implementation Matrix .............................................................................................. 24
5.3 Implementation Approach ............................................................................................................... 24
5.4 Strategic Plan Co-ordination ............................................................................................................. 24
5.5 Responsibilities and roles ................................................................................................................. 25

.................................................................................................................................................................... 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
6.0 Introduction .......................................................................................................................................... 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
APPENDIX 1: STRATEGIC PLAN IMPLEMENTATION MATRIX .................................................... 40

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

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 Authoritys
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.
11. The Constitution means the Constitution of Kenya 2010.

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 countrys growth. In
Kenya, the sector is a key driver of the growing economy and contributes greatly to the countrys 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 Kenyas 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 Authoritys 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
Authoritys 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 Authoritys commitment to excellence and inclusiveness in
the execution of our mandate as envisaged in the Strategic Plan.
STEVEN OUNDO, OGW

CHAIRPERSON
BOARD OF NATIONAL CONSTRUCTION AUTHORITY

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 Authoritys 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 countrys 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
NATIONAL CONSTRUCTION AUTHORITY

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 Kenyas 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 stakeholders 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
Research and development in the construction industry expanded and enhanced

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 Kenyas Vision 2030.

CHAPTER ONE: INTRODUCTION
1.1 Background
The construction industry remains one of the key drivers of growth in the Kenyan economy. Indeed,
Kenyas 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 countrys 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 Kenyas 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 Kenyas 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

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 Authoritys 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 Kenyas 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 Authoritys 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.

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 Kenyas 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.

2.3 Powers of the Authority:
The Authoritys 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 Authoritys key staff were recruited.
h) Benchmarking, both locally and internationally was done and best practices adopted.
i) The public was sensitised on the Authoritys 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 Authoritys internal policies and procedures have been developed and operationalised.
l) Quality assurance exercises have been conducted on 264 sites across the country.

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.
4. The need for the Authoritys continual relevance in the industry.

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

1. County government enactment of laws 1. Political interference in the implementation
POLITICAL and regulations which support the of construction projects.
construction industry. 2. Lack of a policy on collaboration between
2. National and devolved infrastructural, the Authority and county governments
implementing and regulatory units that
the Authority can collaborate with.
ECONOMIC 1. The Authoritys role in achieving 1. High construction costs leading to non-
Vision 2030. adherence to industry standards.
2. A growing economy. 2. High cost of financing construction
projects.
1. Availability of youthful work force 1. Inadequate skilled labour in construction

SOCIAL for the construction industry. industry.
2. Constitutional provisions for 2. High poverty levels.
stakeholder consultation and 3. Impact of HIV/AIDS.
engagement

TECHNOLOGY 1. Availability and accessibility to 1. Inadequate construction information systems.
technological advancement in 2. Slow technological transfer and adoption
construction industry.
3. Limited access and affordability of
2. The Authoritys mandate on
construction equipment.
research and development.
3. Availability of local construction
materials.
4. Development and adoption of
green technology.
ENVIRONMENTAL Facilitative role of the i. Noncompliance with environmental

Occupational Safety and regulations/laws by some construction
Health Act (OSHA) to industry stakeholders.
achieve the Authoritys
ii. Low integration of environmental
mandate.
management plan.
Complimentary role of
environmental agencies in
construction projects.
LEGAL 1. The Authoritys mandate, Lack of a legal framework on linkage with

powers and functions are training institutions.
established under an Act of
parliament.
2. Harmonization of various
regulations governing the
construction industry.
3.3 SWOT ANALYSIS

This is an analysis of the internal and external environment with a view to identify the Authoritys
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.
The table below is a summary of the analysis;

STRENGTHS WEAKNESSES
Existence of enabling Act of Parliament and Untested systems, processes and procedures.
supporting Regulations.
Limited human resources, working tools, equipment
A Board with diverse skills, experience and
and office space.
stakeholder representation.
Lack of internal ICT system integrations
Existing diverse revenue sources e.g.
construction levy and grants.
Appropriate organizational and governance
structure.
OPPORTUNITIES THREATS
Political goodwill and improved High expectations by stakeholders.

governance. Low budgetary support from the Exchequer
Rapid growth in information Cross-cutting issues such as insecurity,
communication technology (ICT). HIV/AIDS and corruption.
Good relations with development Poverty
partners. Noncompliance with set construction
Benchmarking with local and standards
international players in the infrastructure Noncompliance with the payment of levy
sector. Weak collaboration with county
Sustainable funding policy system. governments
A growing economy. Proliferation of contractors associations
Availability of professionals.

Stakeholder Stakeholder Expectations NCA Expectations
3.4 Stakeholder Mapping
The Public
Government Development Partners

Ministries
Professional Bodies/
County Governments Associa;ons
The Authority
Government Agencies Contractors, Site
Supervisors and
Construc;on Workers
Media
Public Benet
Organisa;ons
Manufacturers and Educa;onal

Suppliers Ins;tu;ons
Trade Unions
3.5 Stakeholders Analysis

A stakeholders 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 Board Effective delivery of mandate of the Provide strategic direction
Authority Approve relevant Authority policies
Management and A stable and progressive organization Commitment and productivity

Employees Competitive terms and conditions of Portrayal of the right image of
service Authority
Transparency and accountability Adherence to regulations of the
Efficiency and effectiveness in service Authority
delivery Provision of effective and efficient
services to clients
Government Ministries Contribute to the growth of the Effective collaboration and
Departments and construction industry through regulation, coordination in service delivery.
Agencies (MDAs) coordination and improvement of the
industry
Contractors, site Regulation and coordination of the Adherence to the
supervisors and construction industry
laws and regulations
construction workers
Adherence to the Code of Conduct
County Governments Effective regulation and coordination of Adherence to the Code of Conduct
construction industry at county level
Collaboration on capacity building
initiatives
Manufacturers and Professionalism Timely supply of quality goods and

Suppliers Prompt settlement for services
products/services provided Ethical relations to be observed in all
operations
Educational /Research Collaboration in research and capacity Collaboration in research and

institutions building capacity building
Accreditation of trained construction
Disseminate research findings
workers and site supervisors
Advisory services
Disseminate research findings

Media Dissemination of accurate and timely Fair and accurate reporting on
construction industry information construction matters
NGOs, PBOs, Good governance Collaboration and inculcation of

and the private sector good working relationships
Professional Associations A fair regulation process for the Self-regulation

construction industry
Timely dissemination of research findings
Trade Unions A fair registration and accreditation Good industrial relations

process for their members
The public A quality and safe construction industry Whistle blowing on negative
A thriving and well regulated construction construction incidences
industry
Feedback on services
Goodwill and support

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
Transforming the Construction Industry.

4.5 Main Strategic Themes and Sub-Strategic Focus areas
To regulate and streamline the construction industry for substantive socio-economic

Mission
development.
Construction industry
Key Result Areas regulated
Research and Quality in the

Capacity within the development in the
construction industry construction industry
construction industry assured
developed and enhanced.
improved
Development and
sustainability of the
Authority
Below are the key result areas, goals and objectives of the plan;

KEY RESULT AREA GOAL OBJECTIVES
1.Construction Industry regulated Register and regulate contractors, 1. Register 30,000 contractors
accredit skilled construction workers
and site supervisors 2. Accredit 1.5 million skilled construction
workers
3. Accredit 500,000 site supervisors

Develop and maintain a construction 1.To implement an information system
industry information system
2. To ensure collection and dissemination of all
information pertaining to the construction
industry
2.Capacity within the construction 1.Train contractors, site supervisors and 1. Train and build capacity for 30,000
industry developed and improved skilled construction workers 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 1. Facilitate access to affordable construction
supervisors and skilled construction equipment
workers
2. Facilitate access to affordable of funding for
contractors
3. Quality in the construction Promote and ensure quality assurance 1.To ensure compliance with set standards in the
industry assured standards in the construction industry construction industry
2.To implement the code of conduct for the

4. Research and development in the 1. Provide consultancy and advisory 1. Provide professional and technical support to
construction industry enhanced. services with respect to the construction stakeholders
industry
2. Undertake and commission 1.Initiate and execute research in the construction
research into any matter relating to the industry
2.Coordinate and disseminate research findings
3.Encourage and promote implementation of

research findings
ii. Promote business development in 1. Strengthen and improve construction business
the construction industry enterprises
2. Patent research findings

iii. Standardize materials and techn 1.Collate and standardize information in the
iques in the construction industry construction industry
2.Disseminate information and promote the use

of local materials and techniques
5.Development and sustainability of Develop and implement policies to 1. To develop and implement effective systems
the Authority effectively execute the Authoritys and processes
mandate. 2. To implement the Regulations
3. To mobilize adequate resources to sustain the
Authoritys operations.

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
authoritys 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 authoritys 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

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 authoritys 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 authoritys 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

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
e. Any other role that the ED may assign them with regard to SP

Strategic Plan Implementation and Coordination Structure
MINISTRY
BOARD
ED .............CORPORATE
STRATEGY
Management Team/Departments Management Team /Regional Offices

(Headquarters) (County Level)
(Management, technical and support staff) (Management, technical and support staff
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.

5.8 Capacity Building and Training

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 Authoritys 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 Authoritys compliance with statutory financial requirements,
iv. Management and mobilization financial resources for the Authority,
v. Management of cash flow to ensure the Authoritys meets its financial needs.
5.12 Accounts

i. Optimal and efficient use of the Authoritys 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.

5.13 Human Resource Management

i. Attracting and retaining competent and motivated staff,
ii. Development of the Authoritys 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 Authoritys 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 Authoritys 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 Authoritys 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 Authoritys Strategic Plan,
ii. Coordinating the implementation of Performance Contracting,
iii. Coordination of the monitoring and evaluation programme of the Authority,

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.
The structure of the Authority is illustrated below:

5.21 ORGANIZATION STRUCTURE FOR NATIONAL CONSTRUCTION AUTHORITY (NCA)
NCA BOARD
Level I
EXECUTIVE DIRECTOR
Finance & Administration

Research Development
General Manager,
General Manager,
General Manager,
Registration and
General Manager,
Capacity Building
General Manager,
& Consultancy
Human Resource
Compliance
Level II
Management
Level III
Manager Manager Manager Manager Manager Manager Financer Admin. Manager Manager Corporate
Research Business Registrati Compliance Training Capacity Manager Manager Strategy
Human Training &
and Development on Building Resource Welfare
Consultancy Accounts Corporate
Manager Level IV Comm.
Level V Supply Chain

Senior Officers
Officers
Level VI ICT
Subordinate Staff
Legal Affairs
Regional Level V
Liaison Offices Quality
Assurance
Internal Audit

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
Register and regulate conduct of 54 54 53 63 63
KRA 1: Construction contractors
industry regulated
Accredit Skilled construction workers and 241 478 478 452 452
site supervisors
Establish and maintain Construction 100 100 100 100 100
Industry Information system
Training of contractors, skilled 45 75 80 75 100
KRA 2: Capacity within the construction workers and site supervisors
developed and improved. Establishment of National Construction 117 1,000 2,700 2,200 1,000
Institute
Facilitate establishment of a pool for 166 95 100 150 200
equipment for hiring
Facilitate establishment of the 271 165 200 250 300
Contractors Development Fund (CoDF)
Facilitate establishment of specific - 10 15 - -
industry financial products
KRA 3: Quality in the Promote adherence to the code of 73 84 120 220 220
construction industry conduct
assured
Carry out research in the construction 85 135 135 165 245

industry and disseminate its findings
KRA 4: Research and
development in the 10 10 10 10 10
Legal protection of research findings
enhanced Develop research findings into innovative 50 60 60 60 60
products and services
To consult for and advise stakeholders on 10 10 10 10 10
matters related to the construction

industry
Mapping of local construction materials 35 40 40 40 40

Utilization of local materials and 5 5 5 5 5
techniques
Disseminate the Authoritys departmental 2 3 2 2 2
KRA5: Development and policies and procedures to staff
sustainability of NCA
Operationalize a working monitoring and 2 5 10 10 10
evaluation system
Review and implement NCA strategy 5 5 13 10 13

Effective and comprehensive branding 100 55 61 67 73
guide
Raise the Authoritys profile 95 50 54 58 64
Effective communication with the 30 33 36 39 42
stakeholders
Establish ICT infrastructure to deliver on 240 101 70 63 63
planned productivity improvement
initiatives
Establish ICT process improvement 160 89 67 47 47
Continuous review on ICT system 2 2 2 2 2
Coordinate legal advisory and 7 7 4 7 7
interpretation services
Management of the Authoritys litigation 30 35 40 45 50
and prosecution
Coordinate the affairs of the Board 30 25 25 35 30
Facilitate development of legislation and 10 20 5 15 10

subsidiary legislation
Recruit and retain optimal number of 1,100 1,600 1,800 2,300 2,600
staff to support the Authoritys
operations
Enhance human resource capacity 138 201 237 303 332
To develop and implement a 5 1 3 1 1
Performance Management System (PMS)
Improve alignment of employees to 9 6 6 10 11
corporate objectives
Ensure financial sustainability of 7 10 13 13 20
Authority
Diversification of Authoritys revenue 7 8 6 6 8
sources

10 12 - - -
Implement a risk management,
control and governance system
Totals: 3,251 4,589 6,560 6,833 6,190
The Sources of funding
Under Section 30 of the National Construction Authority Act No. 41 of 2011, the authoritys 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 Governments
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/Authoritys 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

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.

Risk Management Framework
Risk Factor Level of Risk Risk Management and mitigation Measures
Availability of Human, High Propose donor funding to fund capacity building

Finance and other resources programmes
Recruit qualified staff
Provide competitive compensation packages
Institute Talent Management and retention Strategies
Adhere to corporate governance standards
Responsiveness & Medium Participation in consultative meetings
cooperation of stakeholders 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 High Hold regular stakeholder consultations on
Regulations including Levy implementation of regulations and levy
Establish a levy implementation section
Political Interference High Focus on functions of the Authority

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 High Carry out due diligence on all registration

contractors 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 authoritys 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;
Identifying and addressing the casual factors for variance; and

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

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.

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)

Register of Undertake sensitization campaigns No. of sensitization ED/ GM/R&C 5 5 5 5 5
Register and regulate contractors campaigns undertaken
conduct of Review registration evaluation criteria Revised evaluation criteria ED/ GM/R&C 1 1 - - -
contractors
Implement registration evaluation No. of contractors ED/ GM/R&C 39 39 39 49 49
criteria successfully registered
Professional Documenting cases of non-compliance No. of Noncompliance ED/ GM/R&C 9 9 9 9 9
contractors and taking action disciplinary/measures cases recorded
No of disciplinary cases
acted on
Carry out mobilization and sensitization No. of construction workers ED/ GM/R&C 46 46 46 20 20
AccreditSkilled Register of campaigns of construction workers and mobilized and sensitized
construction workers accredited site supervisors
and site supervisors skilled

Review accreditation criteria for Revised accreditation ED/ GM/R&C 30 60 60 60 60
construction
construction workers and site criteria
workers and
supervisors

construction Carry out evaluation and accreditation No. of construction workers ED/ GM/R&C 134 310 310 310 310
site of construction workers and site registered and accredited
supervisors supervisors
No. of site supervisors
registered and accredited
Monitor and document cases of breach No. of cases documented ED/ GM/R&C 31 62 62 62 62
of code of conduct and take appropriate
measures
Undertake and sustain business process User requirement Reports GM(R&C)/M- 2 3 3 - -
reengineering ICT
Design, develop and maintain the system Prototype GM(R&C)/M- 95 92 90 95 95
ICT
Construction Carry out Sensitization campaigns among No. of sensitization GM(R&C)/M- - 2 2

Establish stakeholders ICT
Industry campaigns undertaken
Construction Industry
Information
Information system
system Undertake Commissioning and launch the Report on commissioning and GM(R&C)/M- - - - - -
system launch ICT
Package and Disseminate information to Information package GM(R&C)/M- 3 3 5 5 5

users ICT

KEY RESULT AREA 2: Capacity within the construction industry developed and improved.
GOALS:
1. Train contractors, site supervisors and skilled construction workers.
2. Build the capacity of contractors, site supervisors and skilled construction workers.
1. Build capacity for 30,000 contractors, 1,500,000 skilled construction workers and 500,000 site supervisors
2. Facilitate access to affordable construction equipment
3. Facilitate access to affordable funding for contractors
1. Build capacity for 30,000 contractors, 1,500,000 skilled construction workers and 500,000 site supervisors

Establish Training needs for the Approved TNA Report GM-T&CB 15 15 - - -
Improved construction industry
Training of
performance Develop and review curriculum for Approved Training Curriculum ED /GM-T&CB 10 30 30 - -
contractors, skilled
of contractors, training contractors, skilled construction
construction workers
skilled workers and site supervisors with
and site supervisors
construction industry stakeholders.
workers and Training of contractors, skilled 30,000 contractors, 1,500,000 GM-T&CB 20 30 50 75 100
site construction workers and site skilled construction workers
supervisors. supervisors in the construction industry. and 500,000 site supervisors
trained
Establishment of Quality Development of proposal for the Approved Proposal ED / GM- - - - - -
National Construction programmes National Construction Institute T&CB /Head of
Institute in the Legal
construction Construction of the National Completion Certificate 117 1000 2200 1700 -

industry Construction Institute in compliance
with the relevant laws and regulations
Operationalization of the National Approved programmes ED / GM- - - 500 500 1000
Construction Institute T&CB /Head of
Legal
2. Facilitate access to affordable construction equipment

Facilitate Available and Prepare policy and regulations for Approved policy and ED / GM- 20 15 - - -
establishment of a accessible establishing the equipment pool regulations T&CB /Head of
pool for equipment equipment for Management of the pool of equipment No. of equipment hired Legal 146 80 100 150 200
for hiring hire
3. Facilitate access to affordable funding for contractors

Facilitate Available and Prepare policy and regulations for Approved policy and ED / GM- 21 15 - - -
establishment of the accessible establishing the CoDF regulations T&CB /Head of
Contractors funds for Management of the CoDF Funds available to contractors Legal 250 150 200 250 300
Development Fund contractors
(CoDF)
Facilitate Available and Prepare policy and regulations for Approved policy and ED / GM- - 10 15 - -
establishment of accessible establishing the financial products regulations T&CB /Head of
specific industry financial Legal
financial products products for
contractors
KEY RESULT AREA 3: Quality in the construction industry assured

GOAL: Promote and coordinate quality assurance in the construction industry
1. To oversee quality assurance in the construction industry
2. To implement the code of conduct for the construction industry

Carry out Sensitization campaigns on quality No. of sensitization GM/R&C 20 20 10 10 10
assurance
campaigns undertaken
Promote adherence Quality Map out stakeholders in quality Stakeholders mapping report GM/R&C 5 5 - - -
to the code of construction assurance
conduct works
Develop quality assurance framework Quality assurance manual GM/R&C 5 5 - - -
Carry out Quality assurance audit Number of reduced incidences GM/R&C 5 10 19 38 38
of construction failures
No. of project sites inspected
Review & Publish the code of conduct Published code of conduct GM/R&C 15 - 5 - -
Document compliant and Report on levels of compliance GM/R&C 19 36 71 142 142
noncompliant cases
Resolve stakeholders complaints. Number of complaints GM/R&C 4 8 15 30 30
KEY RESULT AREA 4: Research and development in the construction industry enhanced

GOAL:
1. Undertake and commission research into any matter relating to the construction industry
2. Provide consultancy and advisory services with respect to the construction industry
3. Standardise materials and techniques in the construction industry
STRATEGIC OBJECTIVE:
1. Conduct research in the construction industry
2. Provide professional and technical support to stakeholders
3. Promote and encourage the use of local materials and techniques
1. Conduct research in the construction industry

Carry out research in Identify research needs in the Research Needs Report GM/R&BD - 20 - - 30
the construction Increased construction industry
industry and information Conduct research No. of research Reports 75 100 120 150 200
disseminate its awareness to
findings the industry Disseminate the research findings No. of publications 10 15 15 15 15
Legal protection of Increased legal Identify the applicable legal protection No. of publications protected GM/R&BD 10 10 10 10 10
research findings awareness for research findings
Protect the research findings Intellectual property - - - - -

registration of the publications
Develop research New products Develop prototypes of research Prototypes GM/R&BD

findings into and services products and services 40 50 50 50 50
innovative products Conduct trial testing of research Trial test reports 10 10 10 10 10
and services products and services

Legal protection of research products Intellectual property - - - - -
and services registration
2. Provide professional and technical support to stakeholders

Improved Develop policies and procedures for Policy and Procedures Manual GM/R&BD 5 5 5 5 5
To consult for and
service delivery advisory and consultancy services for consultancy and advisory
advise stakeholders
in the services
on matters related
construction Provide consultancy and advisory No. of consultancy and GM/R&BD 5 5 5 5 5
to the construction
industry services related to the construction advisory briefs
industry
industry
1. Promote and encourage the use of local materials and techniques

Mapping of local Catalogue of Carry out a survey on availability of local Survey Reports GM/R&BD 15 20 20 20 20
construction local construction materials
materials construction Investigate performance of local Reports 20 20 20 20 20
materials in the materials in various regions
country Develop appropriate techniques for use Techniques developed - - - - -
of the materials in the industry
Utilization of local Developing policy on the use of local Policy GM/R&BD 5 5 5 5 5
materials and materials and techniques
techniques Standardization of local materials and
techniques

KEY RESULT AREA 5: Development and sustainability of NCA
GOAL: Develop and implement policies to effectively execute the Authoritys mandate.
OBJECTIVE:
1. To develop and implement effective systems and processes
2. To implement the Regulations.
3. To mobilize adequate resources to sustain the Authoritys operations.
1. To develop and implement effective systems and processes
Policy and Strategy
Disseminate the Accessibility to Upload the policies on the Authoritys Number of visitors to the GM-HR/ M- - - - - -
Authoritys policies and internal staff portal portal ICT
departmental policies procedures
and procedures to Sensitized staff Organize sensitization workshops and staff Number of staff sensitized GM-HR 2 3 2 2 2
staff meetings
Operationalize a Quality projects Develop and review a M&E system Working M&E system M-CS 2 5 10 10 10
working monitoring and programs M&E Quarterly Reports M-CS - - - - -
and evaluation
system
Strategic plan Review NCA strategic plan strategic plan blue print M-CS 3 - 3 - 3
Review and
Performance Implement performance contracting Signed performance contracts M-CS 2 5 10 10 10
implement NCA
strategy Contracts
Work Plans Implement work planning Approved work plans M-CS - - - - -
Public Communication
Effective and Effective and Effective and comprehensive branding % of customer satisfaction M- PR 100 55 61 67 73
comprehensive comprehensive guide
branding guide branding guide
Raise the Authoritys Managing Enhanced corporate image Number of campaigns M-PR 96 50 54 58 64

profile advertising and
marketing
campaigns for
the Authority
Effective Maintain Strong media relations Number of media M- PR 10 11 12 13 14
communication with effective media appearances
the stakeholders relations Reduced customer complaints % of complaints resolved M- PR - - - - -
Resolution of Reduced customer complaints % of complaints resolved M- PR - - - - -

complaints
Maintain active Strong interaction on digital platforms Number of interactions M- PR 10 11 12 13 14
digital
platforms
Publish relevant Increased awareness Number of interactions M- PR 10 11 12 13 14
material
ICT infrastructure
Establish ICT Skilled staff to Increase training of staff on the use of Training reports M - ICT 3 3 3 4 4
infrastructure to manage ICT ICT
deliver on planned initiatives Develop and implement ICT Approved policy, project M - ICT 1 2 2 2 2
productivity governance e.g., ICT policy, governance governance structure
improvement structure. committees, ICT advisory
initiatives committee and compliance
with legislations, laws through
reviews.
Set up Local area networks Report M - ICT 10 5 2 1 1
Set up broad band internet and Wi Fi Report M - ICT 8 8 8 8 8
connectivity
Set up unified communication system Report M - ICT 40 20 10 5 5
Robust and Put in place Information security Report M - ICT 5 5 5 5 5
Reliable ICT management/SMS
infrastructure Put in place Network active devices i.e. Report M - ICT 10 5 3 2 2

Routers, switches, firewall etc.
Put in place Monitoring and reporting Report M - ICT 5 2 2 2 2
systems
Put in place CCTV and access control Report M - ICT 2 2 2 2 2
systems
Set up primary and secondary data Report M - ICT 30 30 15 15 15
centers
Established
Set up centralized UPS Report M - ICT 5 3 2 1 1
centralized data
Set up centralized storage Report M - ICT 5 5 5 5 5
systems
Set up servers Report M - ICT 5 5 5 5 5
Set up automated back ups Report M - ICT 2 2 2 2 2
Supply licenses for office automation Report M - ICT 2 1.5 1.5 1.5 1.5
Established Supply handheld computing devices Report M ICT/M-SC 1 1 1 1 1
client systems Supply personal computers Report M ICT/M-SC 5 1 1 1 1
Supply print devices Report M ICT/M-SC 1 0.5 0.5 0.5 0.5
Establish ICT Implement server OS Report M - ICT 0.5 0.2 0.2 0.2 0.2
process Implement integrated email system Report M - ICT 1.5 2.0 1.5 2.0 2.0
Available server
improvement (cloud computing)
application
Implement virtualization software Report M - ICT 1 1 1 1 1
Implement enterprise anti-virus Report M - ICT 1 1 1 1 1
Centrally Implement office automation Report M - ICT - - - - -
managed Implement engineering software Report M - ICT 1 0.5 0.5 0.5 0.5
standard desk
tops
Back end and Implement enterprise resource planning Report M - ICT 100 50 30 20 20
support system
application Implement enterprise document Report M - ICT 30 20 20 10 10
system for management system
internal use Digitize Board Documents Report M - ICT 2 2 2 2 2
Implement CRM Report M - ICT 20 10 10 10 10
Implement website Report M - ICT 2 1 0.5 - -

Integrate NCA to national payment Report M - ICT 1 1 - - -
system
Continuous review Up to date ICT Carry out biannual reviews Reports M - ICT 2 2 2 2 2
on ICT system system
2.To implement Regulations

Yr 1 Yr 2 Yr 3 Yr 4 Yr
5
Coordinate legal Legal Legal Research Improved level of Head of Legal 2 2 2 2 2
advisory and Opinions Compliance Affairs
interpretation Audit Reports Periodic Audits Head of Legal
services Affairs 5 2 5 5
5
Management of the Effective & Manage Litigation and prosecution Positive conclusions to Head of Legal
Authoritys litigation Robust matters Affairs 30 40 50
35 45
and prosecution litigation on
behalf of the
Authority
Effective Management of Board Meetings and Scheduled Board meetings Head of Legal
Corporate affairs Affairs 30 25 30
25 35
Coordinate the governance Accurate Minutes of the
affairs pf the Board Board meetings
Facilitate A well Development of policy and review Comprehensive Head of Legal 20 5 15 10

10
development of regulated Bills/subsidiary legislation Affairs
legislation and construction
subsidiary legislation industry
3.To mobilize, adequate resources to sustain the Authoritys Regulations
Human Resources
Recruit and retain Optimal Review the staff establishment Approved establishment - - 1 - -
optimal number of staffing Develop and GM-HR - - 0.5 - -
staff to support the implement recruitment plan Number of staff recruited
Authoritys Develop staff retention schemes % of staff turnover 1,100 1,600 1,800 2,300 2,6
operations 00
Enhance human Improved Carry out a training needs assessment Approved training needs GM- HR 104 154 179 228 25
0
resource capacity competency and implement its recommendations assessment report

levels Promote staff linkages Number of staff trained 30 45 57 74 81
Develop career management guidelines Approved schemes of service 4 2 1 1 1
To develop and PMS in place Develop performance management Approved PMS tools GM-HR 4 - 2 - -
implement a tools
Performance Train on performance management Number of staff trained on - - - - -
Management System PMS
(PMS) Carry out bi-annual appraisal Performance Management 1 1 1 1 1
appraisal reports
Improve alignment Increased Identification and training of the Documented Authority GM-HR 5 - - 2 2
of employees to employee Authoritys corporate culture culture
corporate objectives satisfaction
levels Assessment of core values in PMS Performance assessment - - - - -
scores
Develop and implement reward policy Approved reward policy 3 5 5 7 8
Improve employee relations % level of employee 1 1 1 1 1
engagement
Financing
Ensure financial Increased Ensure timely collection of revenue Reduced collection period MF/CA 5 5 10 10 15
sustainability of efficiency Ensure prudent expenditure control Reports on Surplus MF/CA 2 5 3 3 5
Authority Timely accurate report for effective Reports MF/CA - - - - -
decision making
Diversification of New revenue Identify areas of funding Number of new revenue MF/CA 1 2 1 1 2
Authoritys revenue sources sources
sources Development of funding proposals Funding proposals developed MF/CA 3 3 2 2 3
and funded
Development of funding proposals Funding proposals developed 3 3 3 3 3
and funded
Audit System
Implement a risk Enterprise Risk Develop and Implement an Enterprise Implementation Report MIA/MICT/ 8.5 12 - - -
management, management Risk management framework. MSC
system in place ERM System
control and
Internal Audit Develop and operationalize an Internal Blue print on Internal Audit BAC/ MIA 1.5 - - - -
governance system Procedure Audit procedure manual Procedure manual
manual
developed

3,251.432 4,588.2 6,561.2 6,832.7 6189.7

TOTALS

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STRATEGIC PLAN (2015-2020)

Strategic Plan 2015-2020 : Transforming the Construction Industry 1

Strategic Plan 2015-2020 : Transforming the Construction Industry 2

Strategic Plan 2015-2020 : Transforming the Construction Industry 3

AAK - Architectural Association of Kenya

Strategic Plan 2015-2020 : Transforming the Construction Industry 4

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

7. Vision 2030 means the Kenya Vision 2030

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

11. The Constitution means the Constitution of Kenya 2010.

Strategic Plan 2015-2020 : Transforming the Construction Industry 5

STEVEN OUNDO, OGW

Strategic Plan 2015-2020 : Transforming the Construction Industry 6

Strategic Plan 2015-2020 : Transforming the Construction Industry 7

Role of National Construction Authority

Strategic Plan 2015-2020 : Transforming the Construction Industry 8

Strategic Plan 2015-2020 : Transforming the Construction Industry 9

1.2 Kenya Vision 2030 and National Construction Authority

Strategic Plan 2015-2020 : Transforming the Construction Industry 10

1.3 Rationale for Developing the Plan

Development of the Plan will enable the Authority to:

1.4 Methodology of Developing the Plan

Strategic Plan 2015-2020 : Transforming the Construction Industry 11

2.2 Core Functions

Strategic Plan 2015-2020 : Transforming the Construction Industry 12

2.4 Review of the 2012-2018 Strategic Plan

Strategic Plan 2015-2020 : Transforming the Construction Industry 13

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

Strategic Plan 2015-2020 : Transforming the Construction Industry 14

POSITIVE TO NCA NEGATIVE TO NCA

1. Availability of youthful work force 1. Inadequate skilled labour in construction

Strategic Plan 2015-2020 : Transforming the Construction Industry 15

ENVIRONMENTAL Facilitative role of the i. Noncompliance with environmental

LEGAL 1. The Authoritys mandate, Lack of a legal framework on linkage with

3.3 SWOT ANALYSIS

The table below is a summary of the analysis;

Strategic Plan 2015-2020 : Transforming the Construction Industry 16

Political goodwill and improved High expectations by stakeholders.

Strategic Plan 2015-2020 : Transforming the Construction Industry 17

3.4 Stakeholder Mapping

Government Development Partners

Manufacturers and Educa;onal

3.5 Stakeholders Analysis

Strategic Plan 2015-2020 : Transforming the Construction Industry 18

Management and A stable and progressive organization Commitment and productivity

Adherence to the Code of Conduct

Manufacturers and Professionalism Timely supply of quality goods and

Educational /Research Collaboration in research and capacity Collaboration in research and

Strategic Plan 2015-2020 : Transforming the Construction Industry 19

NGOs, PBOs, Good governance Collaboration and inculcation of

Professional Associations A fair regulation process for the Self-regulation

Trade Unions A fair registration and accreditation Good industrial relations

Goodwill and support

Strategic Plan 2015-2020 : Transforming the Construction Industry 20

A well-coordinated and developed construction industry.

4.3 Core Values

Strategic Plan 2015-2020 : Transforming the Construction Industry 21

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

Research and Quality in the