EAST AFRICA SKILLS FOR TRANSFORMATION AND REGIONAL INTEGRATION (EASTRIP) CENTRE FOR HIGHWAY TECHNOLOGY KENYA INSTITUTE OF HIGHWAYS AND BUILDING TECHNOLOGY KENYA

Center Background Vision To be the preferred infrastructure training Institution in Africa and beyond. Mission To provide world class training, research and consultancy in infrastructure development and maintenance.

Background The Kenya Institute of Highways and Building Technology was established as Road Authority Training School in 1955, the purpose of which was to carry out training for African supervisors, plant operators and mechanics. The Institute has since grown to be major skills improvement training centre, adequately staffed and with an annual trainee turn-over of more than six thousand (6,000). It is a division of the State department of Infrastructure in the Ministry of Transport, Infrastructure, Housing and Urban Development. It serves the parent Ministry as well as other ministries, parastatals, private and non- governmental organizations and international clientele. KIHBT operates from three campuses, with its headquarters in Nairobi while the other two are located in Ngong and Kisii towns

Governance & Academic Departments Governance and Management KIHBT operates under a management board with membership being drawn from the broader ministry including sister departments namely Chief Mechanical and Transport Engineer and Chief Engineer Materials. Others includes the Chief administration officer in the state department, chief Engineer Roads and the Director of Human resource Departments and Programs. The Institute offers training in the following areas: Building and Civil Engineering Mechanical Engineering Electrical and Electronics Engineering Information Communication Technology Roads construction and maintenance

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Key Industrial Partners and Areas of Collaboration 1. Contractors Offering attachment to students in Training 2. Kenya Highways Authority Involved in Training Offering attachment to Diploma in Highways students Curriculum Development 3. Kenya Rural Roads Authority Offering attachment to Students 4 Kenya Urban Roads Authority Partnering in Training 5 Local Authorities Offering attachment to students on training Allocating KIHBT Training roads (e.g Kajiado & Nyeri counties) Contractor training 6 National Construction Authorities Co-training Contractors with KIHBT Partnering with KIHBT In development of occupational standards 7 Kenya Association of Manufacturers Offering Internship to graduate students 8 National Industrial Training Authority Co-training and testing

Developing demand- programs Training programs Accreditation status Remarks Diploma in Highways Regularization of accreditation by CDACC Examined by KNEC Certificate in Roads construction Low Volume sealed Road Accreditation process on-going Centre examined Cobblestone technology Performance based maintenance Construction plant mechanics Plant Operator Contractors site supervisors Roads overseers course Routine maintenance course Do-Nou technology Small road drainage structures Driver training (Elementary & defensive driving) NTSA Examined by NTSA

Strategic Investment Plan (SIP 2019-2024) Sub Components Main activities Inputs/Procurement Categories Outputs Results/outcomes Total Cost USD Strengthening center governance and management Engage Consultants TA/consultants Service charters Better training environment Higher management and leadership capacity 582,543.02 Service charter development processes Operating cost Quality Manuals Quality manuals development processes Iso certification & Operating cost ISO Certification Strategic Plan development workshops Centre strategic plan Hire required training consultants T/A Consultants Detailed work plans Planning Workshops Refurbishing Works Established Secretariat and management Equiping and furnishing Equipment & Furniture purchase Staffing (Salaries and incentives) Establishment & operations of centre board Establish training needs Trained Managers (Leadership and other capacity building conducted) Capacity building training for managers Hospitality & materials cost Benchmarking Hospitality costs Quality determination Developing tools for M &E Consultancy & Operating costs Monitoring and Evaluation

Sub Components Main activities Inputs/Procurement Categories Outputs Results/outcomes Total Cost USD Institutionalizing industry links Attach staff to industries Operating cost Increased attachment to staff members Sustainable linkage with industries and better informed and trained staff and students 733,823.52 Attach students to the industry Increased attachment of students Establish students Internship program Operating costs Increased absorption to the industry Facilitate stakeholders meetings Hospitality & operating cost Established communication mechanisms Establish feedback mechanisms Establishment of website Equipment & operating cost Participate in exhibitions & symposiums Goods/ Equipment , Hospitality & operating costs Engage Industrial players in training Industry involvement in training Establishment of alumni Active alumni association Facilitate alumni activities Post qualification follow-ups Established Tracer mechanisms Establishment of a learning factory Goods/ Equipment & operating costs Establish a learning factory

Sub Components Main activities Inputs/Procurement Categories Outputs Results/outcomes Total Cost USD Developing/implementing market relevant and competency based training Programs accreditation T/A Consultants cost Accredited courses/ programs More demand-driven programs developed 352,941.18 Curriculum review and formulation T/A Consultants Reviewed programs Impart Entrepreneurial skills Increased Self employment More self employment Establishment of an Incubation unit for SME's Operating costs Highly qualified Managers and Teachers High quality training 367,647.05 Training of school managers and teachers Establish training needs & plan Upgraded managers and teachers Capacity building training for Trainers Engage Training consultants/ Train managers & teachers

Sub Components Main activities Inputs/Procurement Categories Outputs Results/outcomes Total Cost USD Upgrading key instructional facilities and equipment Conduct needs assessment of infrastructure based on the five year vision and plan TA/consultants New training facilities and equipment procured Better training conditions 6,998,333.32 Develop project’s documentation and bidding documents for buildings and equipment Operating cost Construct new buildings and procure training equipment Works Outreaching and support for non-project national TVET Affirmative actions to attract female trainees Operating costs More female students enrolled More equitable learning environment 1,764,705.89 Gender sensitization seminars/workshops Affirmative actions for marginalized groups More students from marginalized areas enrolled Outreach missions to marginalized areas Affirmative actions for people with disability People with disabilities enrolled Advertisement and campaigns

Sub Components Main activities Inputs/Procurement Categories Outputs Results/outcomes Total Cost USD Outreaching and support for non-project national TVET Establishment of three training bases TA/consultants: Three additional training bases Increased accessibility Training of trainers programs Operating costs Exchange programs Foreign students enrolled and exchange Regional Integration International marketing/advertisement Outreach missions to counties Students from all counties National balance Site visits to the institution(s)/ new site Mentored Institution Improved quality of training in the mentored institution Develop support programs and structures Implementation of support Award scholarships in affirmative action Increased number of disadvantaged students Equity Initiate & Participate in students competitions Joint competitions Improved quality of training

Summary Sub-components of Project component 1 Cost USD 1.1 Strengthening governance and management 582,543.02 1.2 Institutionalizing industry linkages 733,823.52 1.3 Developing market relevant and competency based training programs 352,941.18 1.4 Trained Managers and Teachers 367,647.05 1.5 Upgrading key training facilities and equipment 6,998,333.32 1.6 Outreaching and support for non-project national TVET 1,764,705.89 GRAND TOTAL 10,799,993.98

EASTRIP Results Framework: PDO indicators Unit Baseline (2018) Targets (2024) Objective 1: Increasing access to TVET programs PDO 1. Student enrollment at regional TVET centers Number 1.1. Student enrollment at regional TVET centers (short-term program) 1887 3780 1.2. Student enrollment at regional TVET centers (long-term program) 1.3. Female student enrollment at regional TVET centers (short-term program) 2% 25% 1.4. Female student enrollment at regional TVET centers (long-term program) 1.5. Foreign student enrollment at regional TVET centers (short-term program) 80 1.6. Foreign student enrollment at regional TVET centers (long-term program)

EASTRIP Results Framework: PDO indicators Unit Baseline (2018) Targets (2024) Objective 2: Improving quality and relevance of TVET programs PDO 2. Graduate employment rates six months after graduation % 3% 25% 2.1. Graduate employment rates six months after graduation (female student) 15% 60% Objective 3: Supporting regional integration PDO 3. Number of qualifications developed that are bilaterally, regionally, or industry recognized Number 13 20 PDO 4. Beneficiary satisfaction - 100

EASTRIP Results Framework: Component 1 Indicator Unit Baseline (2018) Targets (2024) Strengthening selected regional TVET centers for high quality skills development in priority sectors IR 1. Approval of Strategic Investment Plan Number IR 2. Industrial advisory board established with 50% representation of private sector 1 IR 3. Number of demand-driven programs developed IR 4. MoUs signed with industries and partner institutions 10 IR 5. Number of teaching staff in flagship TVET institutions who have industrial attachment 5 60 IR 6. Number of teaching staff who undertake exchanges in another country IR 7. Training condition improved and key training facilities provided 2 IR 8. Income generation by centers IR 9. Tracer study conducted annually

EASTRIP teacher professional development plan The exercise of determining training needs in terms of areas of training or upgrading for the members of staff is currently on-going, and also the sourcing of probable training providers. The proposed classifications includes: Masters Degrees, Undergraduate Degrees, Short and medium term capacity building, professional development (Registration by professional bodies, acquisition of technical and pedagogical skills. Current status for trainers associated with the centre is as follows: CATEGORY OF QUALIFICATION GENDER TOTAL Male Female Masters Degree 1 Bachelors Degree 13 3 16 Higher Diploma 5 2 7 Diploma 4 11 Certificate 18 21 41 15 56

How to make Centers for Highway Technology sustainable. Academic autonomy: KIHBT has this autonomy and has in the past developed programs based on needs or requested by industrial players. Managerial autonomy: KIHBT ‘s permanent staff members are civil servants and therefore employees of the Government. It however employs part-time lecturers and support staff as needs arises drawn from the Industry. Financial autonomy : KIHBT has two main streams of funds which includes voted provisions from the Government, and fees raised from students. The fees charged on the student undertaking Diploma programs is however regulated and so KIHBT cannot raise it at will , but it is subject to approval. The fees charged on the short and capacity building courses is determined by KIHBT. Working with industries : By the very nature of the highways infrastructure industry, which is driven by the Government, KIHBT has always been well integrated and has established a solid relationship with the road agencies which are the Government’s agents in managing it. Challenges :This has remained formalizing these relations through a solid commitment, preferably bound by policy.

(Works, goods, and consultancies) PROCUREMENT PLAN Items procured (Works, goods, and consultancies) Estimated Cost Procurement method Bank prior review Consultancies Ask for Quotations Bank to grand a no objection for procurement to proceed Works Open Tender Goods/ Services Ask for quotations Restricted tendering Operational Elements Direct procurement

Achievements to date Development of SIP on course Draft work plan/ Procurement plan Establishment of baseline data in progress (40% complete on students data for the last five years) One Stakeholders meeting has taken place (organized by the National component team) Secretariat space already created in the center compound Core implementation team already appointed and has held three residential workshops totaling to 21 days in the last three months and many internal meetings Extended team (including procurement and accountants)already included in project planning Three sensitization workshop for mainly contractors planed to take place in Mombasa, Nairobi and Kisumu for further stake holders engagement.

Challenges and next steps Main challenge is mobilization of resources both financial and human towards EASTRIP Preparation processes. Next steps: Finalization of baseline data determination. Work plan detailing Completion of research processes Continual engagement of stakeholders implementation

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