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

2. 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.

3. 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

4. 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

5. Organogram

6. Key Industrial Partners and Areas of Collaboration1.
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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

15. 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)

16. 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

17. 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

18. 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

19. 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.

20. (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

21. 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.

22. 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

23. THANK YOU