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STRATEGIC PLAN
FY 2020/2021-2024/25
www.erb.go.ugImproved and well-regulated
engineering services for National development.
THEME:
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The Engineers Registration Board Inauguration and swearing in ceremony of the 18th board plus official handover by the 17th board at ministry of works and transport on Thursday 23rd July 2020.
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Eng. Dr. Isaac MutenyoChairman, Engineers Registration Board
As stipulated by the Engineers Registration Act, a central part of our mandate is to regulate the
Engineering practice in Uganda and advise government on all engineering matters and this 5-Year Plan is timely to this core of our mandate.
Historically the Board has been focusing mainly on registration of Engineers to practice in the Country but with little emphasis on the role of advising government on engineering matters. This gap has been addressed in this strategic plan and the plan contains strategies that the board shall use to advise government on engineering matters. In addition the plan caters for regulation of the entire engineering practice including
It is my distinguished pleasure to release this first 5-Year Engineers Registration Board’s Strategic plan for the period 2020/21 to 2024/25. The Plan is our high-level road map, recognizing the achievements of the Board over the last 50 years, documenting where we are (including strengths and weaknesses), casting a vision of what we aspire to achieve, and prioritizing the key result areas we hope to achieve in the next 5 years.
FOREWORD
Technicians, Technologists and Firms engaged in engineering business. The plan also intends to demystify the registration process for engineers in order to match the rate of registration with the rate of entry of engineers from engineering institutions into the market. At the moment registration rates are far below the rate of engineers entering the market.
This 5-Year Strategic Plan will provide the foundation upon which the Board and all stakeholders can build on to ensure we achieve our mandate. In developing this plan emphasis was made to the significant contribution of engineering services to national development where over 70% of the resources to achieve the results of the NDPIII are expended through engineering services. The plan has therefore been hinged on, and is
aligned to the 3rd National Development Plan (NPDIII) and Vision 2040.
I take this opportunity to thank the Ministry of Works and Transport for the continued support to the Board. It is this support that has enabled development of this plan. I appreciate the efforts of the Board members and the Secretariat for the timely effort in developing the plan. I call upon our stakeholders, particularly UIPE, UACE, the engineering fraternity, government MDAs to support the implementation of this plan.
For God and My Country
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Eng. Namugera RonaldRegistrar, Engineers Registration Board
This f irst , 5 -Year Strategic Plan has
been carefully prepared based on extensive analysis of the historical realities and quantitative assessment of the current conditions affecting the Engineering fraternity in Uganda. The Plan will provide a
The Engineers Registration Board (ERB) was created by the Engineers Registration Act, 1969 which was amended in 1977. The mandate of ERB is to regulate the practice of engineering in Uganda and advise government on all engineering matters. The Board commenced its operations on 1st December 1969 and recently celebrated its 50th year anniversary. Over the years, the Board has made substantial progress towards regulation of the Engineering fraternity in the country albeit without documented strategic plans.
ACKNOWLEDGMENT
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sound basis for achieving our mandate in ensuring that the functions under the regulation, research, advise to government and support to the Engineering fraternity is delivered in a sustainable manner.
I take this opportunity to express my deepest gratitude to all those outside the Board who were involved in the development of this 5-year Plan at different levels. Special thanks go to the ERB’s Board and members of staf f who made invaluable contributions during the development of this plan.
I would also want to thank our partners who have been consistently
committed to support the development of the engineering fraternity. I especially acknowledge the Ministry of Works and Transport, Ministry of Local Government, UIPE, UACE, UNABCEC, and the Development Partners such as EU. My appreciation also goes to our registered engineers who number just over 1200 for the continued commitment and support to the Board activities whenever called upon.
I af f i rm my own c o m m i t m e n t a n d that of the entire ERB secretariat staff to give our unreserved effort in the implementation of this 5- Year Strategic Plan.
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MEMBERS OF THE 18TH ENGINEERS REGISTRATION BOARD
Eng. Dr. Isaac Mutenyo Chairman
Eng. Bwanga George William
Member
Eng. Dr. Tumwesigye John Kihumire
Member
Eng. Elias Bahanda Member
Eng. Sooma Ayub Member
Eng. Dr. Eleanor Wozei
Member
Eng. Namugera Ronald
Registrar
Eng. Dr. Florence Lubwama KiyimbaVice Chairman
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FOREWORD BY THE BOARD CHAIRMAN
ACKNOWLEDGMENT
ABBREVIATIONS AND ACRONYMS
EXECUTIVE SUMMARY
1.0 INTRODUCTION
1.1 Background
1.1.1 Functions of the Engineers Registration Board
1.1.2 Composition and Powers of the Board
1.2 Rationale of the Strategic Plan
1.3 Process of developing the Strategic Plan
1.4 Structure of the Plan
2.0 SITUATION ANALYSIS
2.1 Prevailing issues informing the Strategic Plan
2.2 Challenges
3.0 SWOT ANALYSIS
3.1 Strengths
3.2 Weaknesses
3.3 Opportunities
3.4 Threats
CONTENTSi
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4.0 THE STRATEGIC DIRECTION
4.1 Introduction
4.2 ERB’S High Level Statements
4.3 Strategic Objectives
5.0 INSTITUTIONAL ARRANGEMENT AND COMMUNICATION STRATEGY
5.1 Institutional Arrangement
5.1 Governance structure
5.3 Communication Strategy
6.0 IMPLEMENTATION AND FINANCING PLAN 6.1 Key Activities to be implemented 6.2 Implementation Schedule and Estimated Costs 6.3 Assumptions for successful implementation of the Strategic plan 6.4 Risks and Risk Mitigation Measures
7.0 MONITORING AND RESULTS FRAMEWORK
7.1Monitoring Tools
7.2 Evaluation Framework
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ABBREVIATIONS AND ACRONYMSARB Architects Registration BoardERB Engineers Registration BoardCPD Continuous Professional DevelopmentFY Financial YearICT Information and Communication TechnologyKCCA Kampala Capital City AuthorityMAAIF Ministry of Agriculture, Animal Industry and FisheriesMOD Ministry of DefenceMoES Ministry of Education and SportsMoEMD Ministry of Energy and Mineral DevelopmentMoLHUD Ministry of Lands, Housing and Urban DevelopmentMoWE Ministry of Water and EnvironmentMoWT Ministry of Works and TransportMRA Mutual Recognition AgreementNCHE National Council for Higher EducationNDP III National Development Plan IIINPA National Planning AuthorityNWSC National Water and Sewerage CorporationR & D Research and DevelopmentSDGs United Nations Sustainable Development GoalsSRB Surveyors Registration BoardUACE Uganda Association of Consulting EngineersUCC Uganda Communications CommissionUEGCL Uganda Electricity Generation Company LimitedUETCL Uganda Electricity Transmission Company LimitedUGX Uganda ShillingsUIPE Uganda Institution of Professional EngineersUNABCEC Uganda National Association of Building and Civil Engineering ContractorsUNBS Uganda National Bureau of StandardsUPDF Uganda People’s Defence ForceUNRA Uganda National Roads AuthorityURC Uganda Railways CorporationURF Uganda Road Fund
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EXECUTIVE SUMMARY
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BackgroundThe Engineers Registration Board (ERB)
is a statutory body established through an Act of Parliament, the Engineering Registration Act 271 of 1969.
The Strategic Plan is intended to define the Engineers Registration Board’s objectives and targets that will guide its operations for the period FY 2020/21 – 2024/25. This plan will make ERB more visible, relevant and enable it monitor the conduct of all engineers and engineering practice in the country more effectively.
The Vision of ERB is “Excellent engineering services offered to society”.
The Mission of ERB is “To regulate and control engineering professionals and their activities within Uganda and to advise Government on engineering matters”.
Motto: “For professional excellence”.The Values of ERB are:i. Professionalismii. Responsibilityiii. Integrityiv. Teamworkv. Innovationvi. Excellence
Assessments informing the Strategic Plan
Factors that have informed the Strategic Plan are that:
i. As of July 2020, Uganda had only 942 registered engineers, too few for a country with a population of 41.5 million .
ii. There is an estimated 8,000 engineers , unregistered and
operating illegally. On an annual basis, 2500 engineers are churned out every year.
iii. Government and its agencies are the major employers of engineers. It employs about 70% of all engineers in the country. Ministries MoWT, MoWE, MoEMD, MoLHUD, MoES, MAAIF, MoD/UPDF, and Agencies of UNRA, KCCA, NWSC, UEGCL, UETCL, UCC, and Local Governments. However, many vacancies in the Ministries, agencies and Local Governments remain unfilled due to unavailability of qualified registered engineers on the market.
iv. There is a substantive number of Engineers employed in the Private Sector such as ICT, Power, Construction, Production, Consultancy Firms and other Engineering related services. Majority of these are neither registered nor known to the Board.
v. Foreign contractors and consulting firms continue to import foreign engineers (often referred to as experts) in preference to local engineers citing the excuse of non-availability of local registered engineers.
vi. Currently there are no Regulations to operationalize the Engineers Registration Act 1969 and its subsequent amendment Decree No. 10 of 1977. This makes it difficult to enforce it.
vii. ERB faces severe f inancial constraints, staffing of its Secretariat is very thin and it suffers from inadequate office accommodation.
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The Strategic Plan for FY 2020/21 – 2024/25 has the following five (5)
strategic objectives:i. To ensure a conducive legal
f ramework that supp or t s engineering practice.
ii. To increase the rate of registration of engineering professionals.
iii. To enhance institutional capacity of the Board and secretariat.
iv. To promote innovation and use of affordable technologies and locally available resources.
v. To enhance partnerships and collaboration with stakeholders.
Implementation Strategy - Key Interventions
The following key interventions have been identified for implementation during the 5 year period:
i To ensure a conducive legal framework that supports engineering practice.• Amendment of the ERB Act 1969;• Preparation of ERB Regulations
ii To increase the rate of registration of engineering professionals.• Carry out the Census of all
Engineering graduates in the country;• Roll out a structured engineering
graduate training program;• Locate all unregistered engineers
that are practising in the country for more than 4 years, draw up a list and programme for fast-tracking their registration.
iii. To enhance institutional capacity of the Board and Secretariat.
• Secure permanent office for Board and Secretariat;
• Increase staff numbers in line with an institutional analysis;
• Capacity development for staff and Board
iv. To promote innovation and use of affordable technologies and locally available resources.
• Publication and exhibition of engineering innovations and research;
• Promote specialties of Engineers among key stakeholders;
• Awards for outstanding contributions in engineering.
v. To enhance partnerships and collaboration with stakeholders.
• Promote mutual recognition and networking with other Engineering bodies;
• Accreditation of engineering training and programs of study;
• Inventory of engineering services and expertise
Cost of the Strategic PlanIt is envisaged the Plan will cost a total
of UGX 32.875 billion over the 5-Year period, the biggest cost (76%) being that of constructing and furnishing an office block. These funds shall be sourced from government, donations and annual fees.
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1.0 INTRODUCTION
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1.1 BackgroundThe Engineers Registration Board (ERB)
is a statutory body established through an Act of Parliament, the Engineering Registration Act, Chapter 271 of 1969. The Act was amended by Decree No.10 of 1977. The amendment of the Bill commenced in 2013. However, by the time of developing this Plan, it had not been finalized. The Engineers Registration Board is an agency under the Ministry of Works and Transport.
1.1 .1 Functions of the Engineers Registration Board
The functions of the Board are to regulate and control engineers and their activities within Uganda and to advise the Government in relation to these functions.
1.1.2 Composition and Powers of the Board
The Board comprises seven members appointed by the Minister of Works and Transport. The Chairman and three members must be in Government service while the other three are nominated from the private sector by the Ugandan Institution of Professional Engineers (UIPE) and forwarded to the Minister for appointment. The Board exercises its powers by maintaining a register of engineers licensed to practice the engineering profession in the country. According to the Act, the Board has powers to delete or suspend from the register any engineer. The tenure of the Board is 2 years.
1.2 Rationale of the Strategic PlanIt is Government’s policy that any
Ministry, Department and Agency (MDAs) which draws money from the Consolidated Fund must be in possession of a Strategic Plan and prepare Annual Work Plans. Furthermore, the current Government development framework requires all Strategic Plans to align with the National
Development Plan 2020/21-2024/25 (NDP III). In view of this, in July 2019 the Board resolved to prepare a Strategic Plan for the period 2020/21 – 2024/25.
The Plan is intended to give a strategic direction to the Board over a 5-year period and to build capacity to contribute effectively towards the country’s infrastructure development targets in the National Development Plan (NDP III) as well as the Government’s efforts to realize its Vision 2040. It will enable the Board to assess and monitor its performance effectively.
1.3 Process of developing the Strategic Plan
A Consultant was engaged to guide the development of the Strategic Plan and it entailed:
i. Reviewing the ERA and other documents;
ii. Interviewing stakeholders;iii. Reviewing Strategic Plans of similar
organizations in the region; andiv. Studying NDP II, NDP III, Vision
2040 and the UN Sustainable Development Goals.
1.4 Structure of the PlanThe Plan has seven chapters. 1. Chapter 1 is the Introduction.
Chapter 2. 2 is the Situation Analysis while3. Chapter 3 is the SWOT Analysis.
Chapter 4. 4 outlines the Strategic Direction.5. Chapter 5 covers the Institutional
arrangement and communication strategy, then
6. Chapter 6 sets out the Implementation and Financing the Plan and Chapter
7. provides the Monitoring and Results Framework.
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2.0 SITUATION ANALYSIS
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2.1 Prevailing issues informing the Strategic Plan
i. Since its establishment in 1969, the Engineers Registration Board has registered a cumulative number of 1,247 engineers as at July 2020. Currently, the register has 923 registered engineers and 68 temporarily registered engineers . This is a small number of engineers for a country with a population of 41.5 million (2020 estimate). Tunisia with a population of 11.8 million has over 70,000 engineers on its register. Much closer here in East Africa, Rwanda with a population of 12.9 million has 991 registered engineers while Kenya with a population of 53.7 million has 2,329 and Tanzania with a population of 59.6 million has on its register 5,909 engineers.
ii. It is estimated that there are 8,000 unregistered engineering graduates in the country, who are practising engineering. This is a potential risk to the public since the quality of the services offered by these unregistered Engineers cannot be guaranteed. Furthermore, it means that the few registered engineers are overstretched as the demand for their services are far beyond the supply. It is therefore important that strategies of how to get them registered are put in place.
iii. Government or public sector remains the major employer of the country’s engineers accounting for over 70% of the registered engineers. Key employers of engineers are: Ministries of Works and Transport (MoWT); Water and Environment (MoWE); Energy and Mineral Development (MoEMD); Lands, Housing and Urban Development
(MoLHUD); Education and Sports (MoES); Agriculture, Animal Industry and Fisheries (MAAIF); Defence (UPDF) and the many Government Agencies. Government Agencies that provide employment for many engineers include Uganda National Roads Authority (UNRA); Uganda Railway Corporation (URC); National Water and Sewerage Corporation (NWSC); Uganda Electricity Generation Company Limited (UEGCL); Uganda Electricity Transmission Company (UETCL); Kampala Capital City Authority (KCCA); Uganda Road Fund (URF) and Local Governments. However, many vacancies in the ministries, agencies and Local Governments remain unfilled due to unavailability of qualified registered engineers on the market. The few cannot suffice for the entire requirements of public service. In the private sector, the major employers of engineers are the manufacturing industry, consultancy firms, civil and building works contractors, ICT, NGOs and the universities. Lately engineers are also being employed by banks, accounting firms and financial institutions. Many of these are unregistered.
iv. There are many engineers in Public Service who are able to rise through the ranks from Pupil Engineer/Engineer-on-Probation to Senior Engineer without registration, only being held back from reaching the level of Principal Engineer. Consequently, there is a large pool of senior engineers in Government with 10-15 years of service who, not anticipating to be promoted soon, have not bothered to get registered. This needs to be reviewed to require
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registration before Senior Engineer level. This should apply to the private sector as well.
v. The policy of decentralization adopted by Government in mid 1990s created many job opportunities for engineers at Local Governments. Currently there are 134 districts, 10 cities and 31 municipal authorities. District Engineers are at Assistant Commissioner level while Municipal Engineers are at Principal Engineer level. The posts are all supposed to be occupied by registered engineers but out of the 175 districts, municipal councils and cities, only 10% are filled with substantive registered engineers.
vi. Projects advertised by MDAs (through public procurement procedures) demand that the bidders submit along with their bids technical staff, among them, registered engineers. Contractors, both local and foreign, cannot find registered engineers on the market let alone afford to maintain them on their pay roll permanently. Foreign contractors and consulting firms use this as an excuse to import foreign experts, many of them much less qualified than the local unregistered engineers. The highest number of unregistered engineers are found in the manufacturing (industry) sub-sector, consulting firms and the universities.
vii. The construction industry in the country provides plenty of employment opportunities for local engineers, but it is poorly regulated. The Uganda Construction Industry
Commission (UCICO) Bill which had reached advanced stages towards becoming a law that would have streamlined activities in the industry has been lying on the shelf since 2018. Since the construction industry is a major employer of engineers, ERB needs an appropriate legal provision to support the regulation of the industry.
viii. Even after registering, many of the engineers just melt away. They do not stick to the profession or keep active in UIPE or ERB activities. For example; of the first group of 200 engineers that got registered between 1971 and 1977, only 13 engineers are still on the register. With the exception of the few who have died, the rest are either no longer in the engineering practice or no longer pay annual fees. Even then, they no longer attend UIPE or ERB functions. The next 100 engineers who were registered between 1980 and 1990, only 38 are still on the register. Out of the next group from Registration No. 301 to No. 400, only 62 are still on the register. The Board needs to devise means of keeping the engineers engaged full time in professional practice and in its own activities especially mentoring young engineers.
2.2 Challengesi. The first Board was appointed in
January 1970. It had three British citizens. They had been drawn from the consulting field. In 1971, a year later, General Idi Amin overthrew the elected Milton Obote government. Gen. Idi Amin ushered in a reign of terror which lasted until 1979.
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Following the expulsion of Asians in 1972, the economy collapsed along with the construction industry. Foreign technical expertise fled either due to loss of business or to security of their lives or both. Local expertise followed suit soon after. By the end of 1977, there were 201 engineers on the ERB register but some 60% of them had already fled or been killed. The 4th, 5th and 6th Boards managed to register only 6 engineers from 1977-1980. A state of instability and further economic decline persisted to mid-1990s. By 1993 when the economy picked up again, there was not much engineering business to talk about.
ii. The position of the Registrar on the Board has always been occupied by a very senior engineer. Both Eng. Owaraga and Eng. G.N. Karugonjo when they were registrars were Engineers–in–Chief. Eng. P.M.O Onen was City Engineer and Surveyor. Eng. P. Ssebbowa was Chief Electrical Engineer etc. The registrars did not have a secretariat but instead relied on one or two of their junior staff to carry out the secretariat work. They therefore could not have been effective. The first secretariat administrator was recruited by the 9th Board in 1991. The 5th and 6th Boards from 1979-1982 did not even have a Registrar.
iii. At the time the Engineers Registration Act was established in 1969, save for the works mandated to the East African Common Services
(East African Railways & Harbours, (EAR&H), East African Posts and Telecommunications (EAP&T) and East African Civil Aviation (EACA)), Uganda Electricity Board (UEB), Kampala City Council and the Local Governments, all public works were mandated to the Ministry of Works. This is the reason why the Engineer–in–Chief; Chief Architect; Chief Structural Engineer, Chief Mechanical Engineer, Chief Electrical Engineer and the Chief Quantity Surveyor were located in the Ministry. Currently, engineering practice is dispersed in many government ministries, specialized agencies and in the private sector. It is not easy to identify where the ultimate authority in the very many engineering fields currently lies. With the engineering practice expanding beyond Transport Infrastructure there is an emergence of other disciplines such as Information and Communication Technology (ICT). There should, therefore, be provisions that allow the Board to link up with all other sectors to regulate and control the practice of their engineers.
iv. Financing. The Government has not been giving Engineers Registration Board adequate resources. Its activities are run on contributions from registered engineers and subventions from the Ministry of Works and Transport. In the last five years, the ERB’s income is as shown in Table 1 below.
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FINANCIAL YEAR
BUDGETED(UGX)
RECEIVED(UGX)
PORTION FROM GoU/MoWT
2013/14 260,017,051 94,686,175 -
2014/15 561,257,275 111,591,649 -
2015/16 586,025,350 399,757,913 50,000,000
2016/17 604,082,500 491,516,178 30,150,000
2017/18 806,029,000 790,843,733 70,000,000
2018/19 1,430,300,000 932,451,753 130,000,000
v. Office Accommodation. The Engineers Registration Board is currently housed in the UNRA office premises at Kyambogo. The space is too small to accommodate its small secretarial staff and the Board. Efforts to secure space at the Ministry of Works and Transport have not yielded any results.
vi. Staffing. The mandate of the Board includes overseeing and controlling engineers’ practice across the whole country. Its total secretarial staff is only 5. The current Organization Structure of the Board is as shown as in Fig. 1. The current structure of
the ERB is as shown in Figure 1 below. With such few staff, the limited funds and no transport facilities, the Board finds it very difficult to carry out much of its mandate.
vii. Emerging Disciplines in the Profession. There are many disciplines of engineering that have emerged recently such as: environmental engineering, petroleum engineering, computer engineering, aeronautics, m e ch at ro nic s en gin e er in g , biomedical engineering, robotics engineering, geology and several others. ERB needs to development criteria for assessing applications from these disciplines for registration.
Table 1: Revenue of the ERB for Years 2013-2019
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3.0 SWOT ANALYSIS
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For ERB to be able to realise its strength and opportunities, internal weaknesses and threats, it was necessary to do a SWOT analysis.
The SWOT analysis for the organization is as shown below.
SWOT
3.1 STRENGTHSi. The ERB is established by law, the Engineers Registration Act of 1969;
ii. As a Government Agency, ERB can benefit from direct Government financing;
iii. Engineers now appreciate the importance and relevance to register for engineering
practice, hence ERB has over the last 5 years registered a steady increase in applications
for registration; iv. ERB has very close collaboration with UIPE
especially in assessment of applications;v. Existing networks with regulatory bodies in
the region.
3.3 OPPORTUNITIESi) Increasing demand of professional
engineers in public and private sectors;ii) Growing diversity of engineering fields in
the economy;iii) Government reservation scheme for public
infrastructure projects development which will provide more employment opportunities
for local professional engineers;iv) Increasing number of universities offering
engineering programs;v) Increasing number of university
engineering graduates;vi) Increased focus of government in national
engineering programs;vii) A vibrant economy and growing
engineering industry.
3.2 WEAKNESSESi) The lack of regulations to operationalize
the ERA; ii) Poorly regulated and monitored foreign
engineers practicing in the country;iii) There is ignorance amongst the general public on the role and importance of ERB;
iv) Limited data on the numbers, and places of employment, of engineers in the country;
v) Inadequate human, financial and logistical resources to enable the institution implement
activities pertaining to its mandate;
3.4 THREATSi) Delay in issuance of regulations;
ii) Non-accredited programs for engineering undergraduates being offered by universities;
iii) A weak and poorly regulated local construction industry;
iv) Overlapping mandates with other regulators.
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4.0 THE STRATEGIC DIRECTION
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4.1 Introduction The theme of this 5 Year Strategic Plan is: improved and well-regulated engineering services for national development. The Plan will run from FY 2020/21 to FY 2024/25.
ERB’S High Level Statements
Motto“For Professional
Excellence” as reflected in the ERB
Logo.
Vision“Excellent engineering
services offered to society”.
Goal“To have a better
regulated and controlled engineering profession within the
country”.
Mission“To regulate and control
engineering professionals and their activities
within Uganda and to advise Government on engineering matters”.
4.2 Values The values of ERB are:
Professionalism: Espouse the highest moral ethical behavior and be at the forefront of integrity; and Responsibility: Treat all individuals with dignity and respect, judge impartially, critique fairly and encourage without reservation;Integrity: Value differences and recognize that multiple perspectives enhance creativity;
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Teamwork: Support team members in performance of their roles;Innovation: Innovate, demonstrate a willingness to risk and persist in the face of challenges to achieve the seemingly impossible;Excellency: Have continuous desire and persistence to seek new knowledge and push professional frontiers towards excellence.
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4.3 Strategic Objectives In order to realize its vision and mission, and effectively address its current challenges, the ERB will pursue five (5) strategic objectives outlined below:
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Strategic Objective No.1 is to ensure a conducive
legal framework that supports engineering practice. To support
preparation of regulations to operationalize the
Engineers Registration Act, Chapter 271 of 1969
and align the Act to other related laws. To make provision for regulation of companies and firms engaged in engineering
practice.
Strategic Objective No.2 is to increase the rate of
registration of engineering professionals and firms. To increase the rate of
registration to match the engineers on the market,
the turnout from education institutions, and foreign engineers practicing in
Uganda.
Strategic Objective No.4 is to promote the use of
affordable technologies and locally available resources
and expertise through research and innovation.
The country should prioritize use of locally produced
materials and maximise use of local expertise.
Strategic Objective No.3 is to enhance the
institutional, financial and logistical capacity of the Board and its Secretariat. The Board’s Secretariat is understaffed, to improve Human Resource at the
Secretariat, improve funding and secure office
accommodation.
Strategic Objective No.55 is to enhance partnerships
and collaboration with key stakeholders. ERB will continue working closely
with key stakeholders particularly other regulatory
bodies, government ministries, agencies and training institutions at national, regional and
international levels.
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5.0 INSTITUTIONAL ARRANGEMENT & COMMUNICATION STRATEGY
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5.1 Institutional ArrangementThe Engineers Registration Board is a 7-member Board of Directors with 4 members drawn from the Government and the other 3 from the private sector. The Registrar serves as the 8th member and Secretary to the Board. The Board oversees the activities of the lean secretariat which is headed by the Registrar, although there are proposals to expand the structure.
The proposed Strategic Plan brings along with it more activities that had hitherto been shelved. It is clear that the current structure is not adequate for the institution to implement the proposed Strategic Plan.
It is proposed that the structure be reviewed and revised to realign it with the responsibilities envisaged in the Strategic Plan.
5.2 Governance structureThe Board makes decisions which are implemented by the secretariat. The Board operates through Committees and Panels.
• The current arrangement is that we have the Board and the Secretariat headed by the Registrar, the Board is engaged in some duties of the Secretariat due to the lean structure.
• The desire is to separate the Board from the Executive and have it headed by a Registrar appointed by the Board.
• Some activities are implemented through Consultancies (outsourcing).
• Co-opting on Committees and Panels
• The Board functions through Committees and Panels
5.3 Communication Strategy The Communication from Board to its stakeholders is done by either the Chairman or the Registrar.The Chairman communicates politically as and when need arises. The Registrar does the day to day routine communications and all the Technical communications on behalf of the Board and Secretariat.
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6.0 IMPLEMENTATION AND FINANCING PLAN
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6.1 Key Activities to be implemented
It is envisaged that the Strategic Plan will be implemented in collaboration with key relevant ministries, agencies, local governments, academic institutions, business and professional associations, development partners and the private sector.
The Plan has many activities which will be undertaken to achieve the strategic objectives as indicated here below.
Table 2: Key Activities to be implemented
Strategic Objective No. 1
Key Activities
To ensure a conducive legal framework that supports engineering practice.
1.1 Hold meetings with the sector towards amendment of the ERB Act.
1.2 Draft Regulations to the Engineers Registration Act, (1969); including Registration of
• Engineers • Incorporated Engineers• Technicians, • Technologist, and• Engineering Firms. 1.3 Identify areas of collaboration, inconsistency or
overlapping mandates with other laws. (NBRB, National Physical Planning Board, UCCICO, URSB, etc.).
1.4 Identify and include regulatory areas that were intended to be under the UCCICO Bill.
1.5 Review, update and gazette the Engineers Scale of Fees.
1.6 Prepare a guideline for credit point system for renewal of annual practicing licences.
1.7 Roll out and Implement Credit Point system for renewal of PLs
1.8 Annually gazette the list of Engineers eligible to practice Engineering.
1.9 Annually Publish the list of Engineers Eligible to practice Engineering in the Local Daily papers.
1.10 Develop the Engineers Smart Identification System and Cards
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Strategic Objective No. 2
Key Activities
To increase the rate of registration of engineering professionals and firms.
2.1 Engage engineering Educational institutions to include a Course material for Professional Development in engineering.
2.2 Develop Course materials for Professional Development in engineering for Entry and Exit classes for Educational institutions.
2.3 Deliver the Course materials under 2.1 by Engineers Registration Board.
2.4 Carry out Engineers’ Census. (Public Service, ICT, Engineering Consultancy Firms, Contractors).
2.5 Develop and implement an action plan for registration of the engineers identified. Draw up a program for fast-tracking their registration.
2.6 Carry out a Census of Foreign Engineers practicing in Uganda.
2.7 Register foreign engineers who are registrable and inform Immigration to take action on those who are not registrable. Advise Government on foreign engineers whose competencies are available locally.
2.8 Carry out an inventory of firms engaged in engineering services.
2.9 Develop an action plan to register those firms that are registrable and advise Government on Firms that are not registrable.
2.10 Develop the ERB Accreditation for all courses and the trainers for CPD trainings.
2.11 Developing guidelines for conducting Structured Graduate engineering training program.
2.12 To conduct outreaches to different engineering entities. 2.13 Institute an annual Engineers Enhancement Program
with a tracking system with their employers. 2.14 Collaborate with NCHE to accredit, monitor and
evaluate engineering programmes for training institutions in the country.
2.15 Assess, accredit, monitor and recognize Assessors.2.16 Review the registration process to improve its efficiency.2.17 Regular Media Publicity on ERB’s regulation function
(TVs, Radio, Print Media)
ERB | STRATEGIC PLAN | 2020/2021-2024/25
20
Strategic Objective No. 3
Key Activities
To enhance institutional, financial and logistical capacity of the Board and its Secretariat.
3.1 Request for increased budget allocation from Ministry of Works and Transport.
3.2 Enhance fees collection by instituting an accounting and revenue collection software.
3.3 Diversity resource base. Preparation of proposals to Development partners. Structured engineers training3.4 Solicit for financial support from other ministries and
agencies.3.5 Review the Human Resource manual and structure every
2 years to keep it up to date.3.6 Review Human Resource Competency annually. 3.7 Review the performance of the Board annually. 3.8 Develop ERB property at Namanve Industrial Park.
(Laboratory, Training Centre, Exhibition Hall, Innovation Centre).
3.9 Acquire medium term adequate office accommodation (through renting) for ERB Secretariat.
3.10 Acquire logistics for ERB Secretariat (furniture, Computers, laptops)
3.11 Acquire Transport Vehicle for the Board3.12 Acquire document management system
Strategic Objective No. 4
Key Activities
To promote the use of affordable technologies and locally available resources and expertise through research and innovation.
4.1 Develop a data base of engineers and their areas of competence for special assignments.
4.2 Annual publication of the Engineers’ Journal.4.3 Hold Annual World Engineering Day (4th March) for
sustainable development to recognize the contribution of engineers to society, showcase new innovations and technologies.
4.4 Recognize and award engineers for their outstanding contributions.
4.5 Collaborate with relevant institutions on promotion of local technologies such as labor based technology (LBT) in construction.
ERB | STRATEGIC PLAN | 2020/2021-2024/25
21
Strategic Objective No. 5
Key Activities
To enhance partnerships and collaboration with key stakeholders.
5.1 Collaboration and benchmarking good practices with the Boards of the East African sister states as provided by the Mutual Recognition Agreement (MRA) which ERB has accented to.
5.2 Establish/consolidate structured relationships with key local/regional and international stakeholders.
5.3 Participate in activities organized by other national, regional and international regulatory bodies.
5.4 Build synergies with other Regulatory bodies and Government ministries.
5.5 Maintain membership in regional and international engineering bodies.
5.6 Maintain collaboration with other engineering institutions like UACE, UNABSEC).
5.7 Enter MoUs to operationalize 2.1.
ERB | STRATEGIC PLAN | 2020/2021-2024/25
22
6.2 Implementation Schedule and Estimated Costs
The Plan will be implemented over a period of 5 years and the estimated cost is UGX 32,875,000,000 (Shillings Thirty-two billion eight hundred seventy five million).
The Development expenditure accounts for 76% of the resource equivalent to UGX 25,000,000,000 (Shillings Twenty Five billion) and this shall be channeled towards the development of the Engineers Tower and associated facilities at Namanve Site.
The operations of the Board in implementation of its regulation function over the 5 year period account for 24% of the resources which is equivalent to 7,875,000,000 (Shillings Seven Billion Eight hundred seventy five million) which shall be approximately UGX 1,575,000,000 (Shillings One billion five hundred seventy five million) per year over the 5 – year period.
ERB | STRATEGIC PLAN | 2020/2021-2024/25
23
S/N
KEY
ACTI
VIT
IES
Targ
et D
ate
(Qua
rter
dur
ing
Fina
ncia
l Yea
r)CO
ST
(UG
X M
illio
n)20
20/2
120
21/2
220
22/2
320
23/2
420
24/2
5
Qua
rter
12
34
12
34
12
34
12
34
12
34
SO N
o. 1:
To
ensu
re a
con
duci
ve le
gal f
ram
ewor
k th
at su
ppor
ts e
ngin
eerin
g pr
actic
e.
1.1H
old
mee
tings
with
the
sect
or to
war
ds
amen
dmen
t of t
he E
RB A
ct.
200.
0
1.2D
raft
Reg
ulat
ions
to th
e En
gine
ers
Regi
stra
tion
Act
, (19
69)
100.
0
1.3Id
entif
y ar
eas o
f col
labo
ratio
n, in
cons
iste
ncy
or o
verla
ppin
g m
anda
tes w
ith o
ther
la
ws
50.0
1.4Id
entif
y an
d in
clud
e re
gula
tory
are
as th
at
wer
e in
tend
ed to
be
unde
r the
UCC
ICO
Bill
.50
.0
1.5Re
view
, upd
ate
and
gaze
tte
the
Engi
neer
s Sc
ale
of F
ees.
50.0
1.6Pr
epar
e a
guid
elin
e fo
r cre
dit p
oint
syst
em fo
r re
new
al o
f ann
ual p
ract
icin
g lic
ence
s50
.0
1.7Ro
ll ou
t and
Impl
emen
t Cre
dit P
oint
syst
em
for r
enew
al o
f PLs
200.
0
1.8A
nnua
lly g
azet
te th
e lis
t of E
ngin
eers
elig
ible
to
pra
ctic
e En
gine
erin
g40
0.0
1.9A
nnua
lly P
ublis
h th
e lis
t of E
ngin
eers
Elig
ible
to
pra
ctic
e En
gine
erin
g in
the
Loca
l Dai
ly
pape
rs
500.
0
Tabl
e 3:
Impl
emen
tatio
n Sc
hedu
le a
nd E
stim
ated
Cos
ts
ERB | STRATEGIC PLAN | 2020/2021-2024/25
24
S/N
KEY
ACTI
VIT
IES
Targ
et D
ate
(Qua
rter
dur
ing
Fina
ncia
l Yea
r)CO
ST
(UG
X M
illio
n)20
20/2
120
21/2
220
22/2
320
23/2
420
24/2
5
Qua
rter
12
34
12
34
12
34
12
34
12
34
1.10
Dev
elop
the
Engi
neer
s Sm
art I
dent
ifica
tion
Syst
em a
nd C
ards
100.
0
TOTA
L Fo
r SO
No.
117
00
SO 2
: To
incr
ease
the
rate
of r
egis
trat
ion
of e
ngin
eerin
g pr
ofes
sion
als a
nd fi
rms
2.1
Enga
ge e
ngin
eerin
g Ed
ucat
iona
l ins
titut
ions
to
incl
ude
a Co
urse
mat
eria
l for
Pro
fess
iona
l D
evel
opm
ent i
n en
gine
erin
g.
10.0
2.2
Dev
elop
Cou
rse
mat
eria
ls fo
r Pro
fess
iona
l D
evel
opm
ent i
n en
gine
erin
g fo
r Ent
ry a
nd E
xit
clas
ses f
or E
duca
tiona
l ins
titut
ions
.
50.0
2.3
Del
iver
the
Cour
se m
ater
ials
und
er 2
.1 by
En
gine
ers R
egis
trat
ion
Boar
d.18
0.0
2.4
Carr
y ou
t Eng
inee
rs’ C
ensu
s.
200.
0
2.5
Dev
elop
and
impl
emen
t an
actio
n pl
an fo
r re
gist
ratio
n of
the
engi
neer
s ide
ntifi
ed.
Dra
w u
p a
prog
ram
for f
ast-
trac
king
thei
r re
gist
ratio
n
50.0
2.6
Carr
y ou
t a C
ensu
s of F
orei
gn E
ngin
eers
pr
actic
ing
in U
gand
a.10
0.0
ERB | STRATEGIC PLAN | 2020/2021-2024/25
25
S/N
KEY
ACTI
VIT
IES
Targ
et D
ate
(Qua
rter
dur
ing
Fina
ncia
l Yea
r)CO
ST
(UG
X M
illio
n)20
20/2
120
21/2
220
22/2
320
23/2
420
24/2
5
Qua
rter
12
34
12
34
12
34
12
34
12
34
2.7
Regi
ster
fore
ign
engi
neer
s who
are
regi
stra
ble
and
info
rm Im
mig
ratio
n to
take
act
ion
on th
ose
who
are
not
regi
stra
ble.
Adv
ise
Gov
ernm
ent o
n fo
reig
n en
gine
ers w
hose
co
mpe
tenc
ies a
re a
vaila
ble
loca
lly.
10.0
2.8
Carr
y ou
t an
inve
ntor
y of
firm
s eng
aged
in
engi
neer
ing
serv
ices
.50
.0
2.9
Dev
elop
an
actio
n pl
an to
regi
ster
thos
e fir
ms
that
are
regi
stra
ble
and
advi
se G
over
nmen
t on
Firm
s tha
t are
not
regi
stra
ble.
5.0
2.10
Dev
elop
the
ERB
Acc
redi
tatio
n fo
r all
cour
ses
and
the
trai
ners
for C
PD tr
aini
ngs.
100.
0
2.11
Dev
elop
ing
polic
y &
guid
elin
es fo
r con
duct
ing
Stru
ctur
ed G
radu
ate
engi
neer
ing
trai
ning
pr
ogra
m.
10.0
2.12
To c
ondu
ct o
utre
ache
s to
diff
eren
t en
gine
erin
g en
titie
s. 18
0.0
2.13
Inst
itute
an
annu
al E
ngin
eers
Enh
ance
men
t Pr
ogra
m w
ith a
trac
king
syst
em w
ith th
eir
empl
oyer
s.
100.
0
ERB | STRATEGIC PLAN | 2020/2021-2024/25
26
S/N
KEY
ACTI
VIT
IES
Targ
et D
ate
(Qua
rter
dur
ing
Fina
ncia
l Yea
r)CO
ST
(UG
X M
illio
n)20
20/2
120
21/2
220
22/2
320
23/2
420
24/2
5
Qua
rter
12
34
12
34
12
34
12
34
12
34
2.14
Colla
bora
te w
ith N
CHE
to a
ccre
dit,
mon
itor
and
eval
uate
eng
inee
ring
prog
ram
mes
for
trai
ning
inst
itutio
ns in
the
coun
try.
100.
0
2.15
Ass
ess,
accr
edit,
mon
itor a
nd re
cogn
ize
Ass
esso
rs.
50.0
2.16
Revi
ew th
e re
gist
ratio
n pr
oces
s to
impr
ove
its
effic
ienc
y.0.
0
2.17
Regu
lar M
edia
Pub
licity
on
ERB’
s reg
ulat
ion
func
tion
(TV
s, Ra
dio,
Prin
t Med
ia)
500.
0
TOTA
L Fo
r SO
No.
216
95
Stra
tegi
c O
bjec
tive
No.
3: T
o en
hanc
e in
stitu
tiona
l, fin
anci
al a
nd lo
gist
ical
cap
acity
of t
he B
oard
and
its S
ecre
taria
t.
3.1
Requ
est f
or in
crea
sed
budg
et a
lloca
tion
from
M
inis
try
of W
orks
and
Tra
nspo
rt.
0
3.2
Enha
nce
fees
col
lect
ion
by in
stitu
ting
an
acco
untin
g an
d re
venu
e co
llect
ion
soft
war
e.50
.0
3.3
Div
ersi
ty re
sour
ce b
ase.
i. Pr
epar
atio
n of
pro
posa
ls t
o D
evel
opm
ent
part
ners
.ii.
Str
uctu
red
engi
neer
s tr
aini
ng
50.0
ERB | STRATEGIC PLAN | 2020/2021-2024/25
27
S/N
KEY
ACTI
VIT
IES
Targ
et D
ate
(Qua
rter
dur
ing
Fina
ncia
l Yea
r)CO
ST
(UG
X M
illio
n)20
20/2
120
21/2
220
22/2
320
23/2
420
24/2
5
Qua
rter
12
34
12
34
12
34
12
34
12
34
3.4
Solic
it fo
r fina
ncia
l sup
port
from
oth
er
min
istr
ies a
nd a
genc
ies.
0
3.5
Revi
ew th
e H
uman
Res
ourc
e m
anua
l and
st
ruct
ure
ever
y 2
year
s to
keep
it u
p to
dat
e.10
.0
3.6
Revi
ew H
uman
Res
ourc
e Co
mpe
tenc
y an
nual
ly.
20.0
3.7
Revi
ew th
e pe
rfor
man
ce o
f the
Boa
rd
annu
ally
and
Tra
inin
g of
Mem
bers
200.
0
3.8
Dev
elop
ERB
pro
pert
y at
Nam
anve
Indu
stria
l Pa
rk. (
Labo
rato
ry, T
rain
ing
Cent
re, E
xhib
ition
H
all, I
nnov
atio
n Ce
ntre
).
25,0
00
3.9
Acq
uire
med
ium
term
ade
quat
e of
fice
acco
mm
odat
ion
(thr
ough
rent
ing)
for E
RB
Secr
etar
iat.
1500
.0
3.10
Acq
uire
logi
stic
s for
ERB
Sec
reta
riat (
furn
iture
, Co
mpu
ters
, lapt
ops)
250.
0
3.11
Acq
uire
Tra
nspo
rt V
ehic
le fo
r the
Boa
rd25
0.0
ERB | STRATEGIC PLAN | 2020/2021-2024/25
28
S/N
KEY
ACTI
VIT
IES
Targ
et D
ate
(Qua
rter
dur
ing
Fina
ncia
l Yea
r)CO
ST
(UG
X M
illio
n)20
20/2
120
21/2
220
22/2
320
23/2
420
24/2
5
Qua
rter
12
34
12
34
12
34
12
34
12
34
3.12
Acq
uire
doc
umen
t man
agem
ent s
yste
m50
0.0
TOTA
L Fo
r SO
No.
327
,830
SO N
o. 4
: To
prom
ote
the
use
of a
ffor
dabl
e te
chno
logi
es a
nd lo
cally
ava
ilabl
e re
sour
ces a
nd e
xper
tise
thro
ugh
rese
arch
and
inno
vatio
n.
4.1
Dev
elop
a d
ata
base
of e
ngin
eers
and
thei
r ar
eas o
f com
pete
nce
for s
peci
al a
ssig
nmen
ts.
0.0
4.2
Ann
ual p
ublic
atio
n of
the
Engi
neer
s’ Jo
urna
l.25
0.0
4.3
Hol
d A
nnua
l Wor
ld E
ngin
eerin
g D
ay (4
th
Mar
ch) f
or su
stai
nabl
e de
velo
pmen
t to
reco
gniz
e th
e co
ntrib
utio
n of
eng
inee
rs
to so
ciet
y, sh
owca
se n
ew in
nova
tions
and
te
chno
logi
es.
300.
0
4.4
Reco
gniz
e an
d aw
ard
engi
neer
s for
thei
r ou
tsta
ndin
g co
ntrib
utio
ns.
50.0
4.5
Colla
bora
te w
ith re
leva
nt in
stitu
tions
on
prom
otio
n of
loca
l tec
hnol
ogie
s suc
h as
labo
r ba
sed
tech
nolo
gy (L
BT) i
n co
nstr
uctio
n.
200.
0
TOTA
L Fo
r SO
No.
460
0.0
ERB | STRATEGIC PLAN | 2020/2021-2024/25
29
S/N
KEY
ACTI
VIT
IES
Targ
et D
ate
(Qua
rter
dur
ing
Fina
ncia
l Yea
r)CO
ST
(UG
X M
illio
n)20
20/2
120
21/2
220
22/2
320
23/2
420
24/2
5
Qua
rter
12
34
12
34
12
34
12
34
12
34
Stra
tegi
c O
bjec
tive
No.
5: T
o en
hanc
e pa
rtne
rshi
ps a
nd c
olla
bora
tion
with
key
stak
ehol
ders
.
5.1
Colla
bora
tion
and
benc
hmar
king
goo
d pr
actic
es w
ith th
e Bo
ards
of t
he E
ast A
fric
an
sist
er st
ates
as p
rovi
ded
by th
e M
utua
l Re
cogn
ition
Agr
eem
ent (
MRA
) whi
ch E
RB h
as
acce
nted
to.
200.
0
5.2
Esta
blis
h/co
nsol
idat
e st
ruct
ured
rela
tions
hips
w
ith k
ey lo
cal/
regi
onal
and
inte
rnat
iona
l st
akeh
olde
rs.
200.
0
5.3
Part
icip
ate
in a
ctiv
ities
org
aniz
ed b
y ot
her n
atio
nal, r
egio
nal a
nd in
tern
atio
nal
regu
lato
ry b
odie
s.
400.
0
5.4
Build
syne
rgie
s with
oth
er R
egul
ator
y bo
dies
an
d G
over
nmen
t min
istr
ies.
50.0
5.5
Mai
ntai
n m
embe
rshi
p in
regi
onal
and
in
tern
atio
nal e
ngin
eerin
g bo
dies
.50
.0
5.6
Mai
ntai
n co
llabo
ratio
n w
ith o
ther
eng
inee
ring
inst
itutio
ns li
ke N
BRB,
UAC
E, U
NA
BCEC
).
Ente
r MoU
s to
oper
atio
naliz
e th
e co
llabo
ratio
n
100.
0
5.7
Ente
r MoU
s to
oper
atio
naliz
e th
e co
llabo
ratio
n0.
0
TOTA
L Fo
r SO
No.
510
00
ERB | STRATEGIC PLAN | 2020/2021-2024/25
30
Summary of Costs of Strategic Objectives
ERB | STRATEGIC PLAN | 2020/2021-2024/25
The summary of costs of Strategic Objectives is shown in Table 4 below.
Strategic Objective
Cost (UGX Million)
1 1,750
2 1,695
3 27,830
4 600
5 1,000
GRAND TOTAL
32,875
Table 4: Summary of Costs of Strategic Objectives
ERB | STRATEGIC PLAN | 2020/2021-2024/25
6.3 Assumptions for successful implementation of the Strategic plani. Continued Government fundingii. Political stabilityiii. Political goodwill and buy iniv. Adequate resources; human and financialv. Effective communication strategyvi. Strategic collaboration with other regulatory bodies and stakeholdersvii. Improved systems and processesviii. Adoption of ways of doing business in light of COVID-19 and its long-
term after effects
6.4 Risks and Risk Mitigation MeasuresDuring implementation of the Plan, some risks are envisaged. Major risks include:
i. Delays in gazetting the Regulations to the Engineers Registration Act;ii. Overlapping mandates with other statutory bodies or government
agencies;iii. Failure to mobilise enough resources from Government and other
stakeholders;iv. Challenges posed by unforeseen circumstance or pandemics that
curtail organization of physical meetings, visits and exhibitions; andv. Delays by the Minister to appoint members of the Board.
31
ERB | STRATEGIC PLAN | 2020/2021-2024/25
32
S/N Risk Rank Mitigation Measure
i Delays in gazetting the Regulations to the Engineers Registration Act;
High i. Board to expedite preparation of the draft regulations;
ii. Continuous engagement with the Minister after submitting the draft
ii Overlapping mandate with other statutory bodies or government agencies;
Low i. Carry out a regulatory impact assessment;
ii. Engage Solicitor General to initiate remedial measures in case of identified overlaps
iii Failure to mobilise enough resources from Government and other stake-holders;
High i. ERB to lobby Parliament (Infrastructure committee) and MoWT for more funding;
ii. ERB to approach development partners to fund some of its activities
iv Challenges posed by unforeseen circumstance or pandemics (e.g COVID-19) that curtail organization of physical meetings, visits and exhibitions; and
High i. Foster use of information and communication technologies in sharing ideas and information
ii. Enforce Standard Operating Procedures (SOPs) of Ministry of Health at ERB Secretariat
v Delays by the Minister to appoint Board
Low i. Insert a clause in the Regulations to allow an extension of tenure of the Board in case of a delay by the Minister to appoint a new Board.
ii. Have staggered Board appointments
Table 5: Risks and Mitigation Measures Matrix
ERB | STRATEGIC PLAN | 2020/2021-2024/25
33
7.0 MONITORING AND RESULTS FRAMEWORK
ERB | STRATEGIC PLAN | 2020/2021-2024/25
34
The Board will have the overall responsibility of monitoring and evaluation of the implementation of the Strategic Plan. This will be accomplished through use of monitoring tools and an evaluation framework. Monitoring tools and evaluation framework are described in the following sections.
7.1 Monitoring ToolsMonitoring of implementation of the Strategic Plan will largely be based on information generated during the implementation of the Plan. Tools to support generation and capture of data will include:
i. Annual work plans and budgets;ii. Performance Targets;iii. Performance Reports; andiv. Performance Appraisal forms for
Board members and staff.
7.2 Evaluation FrameworkImplementation of the Strategic Plan will be evaluated using data generated from the monitoring tools. Evaluation will be carried out at different levels to provide for ample time for corrective actions. Performance evaluation will be done as follows:i. Programmes will be evaluated by
a responsible Board Committee on a quarterly basis and within 45 days after completion. Programme reports will be submitted to the Board for review.
ii. The Registrar will be evaluated by the Board.
iii. All staff performance will be evaluated by their respective supervisors on a bi-annual basis and evaluation reports will be submitted to the Registrar for review within 45 days.
iv. Performance of the Secretariat will be evaluated by the Registrar on a bi-annual basis and evaluation reports will be submitted to the Board for review at Board meetings of the subsequent month.
v. Board performance will be evaluated by the Minister on an annual basis.
vi. Annual Board Reports will be submitted by the Registrar at the Annual Sector Performance Review Conference.
vii. The Strategic Plan performance will be reviewed by the Board at Mid-Term and Full-Term and the review reports including recommendations integrated in subsequent Strategic Plan.
The Monitoring and Results Framework is summarized in Table 6 below.
ERB | STRATEGIC PLAN | 2020/2021-2024/25
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Stra
tegi
c O
bjec
tive
Key
Activ
ities
Perf
orm
ance
In
dica
tor
Freq
uenc
y of
M
onito
ring
Resp
onsi
bilit
y
SO1 T
o en
sure
a c
ondu
cive
le
gal f
ram
ewor
k th
at su
ppor
ts
engi
neer
ing
prac
tice.
1.1
Hol
d m
eetin
gs w
ith th
e se
ctor
tow
ards
am
endm
ent o
f the
ERB
Act
.N
umbe
r of
mee
tings
hel
dQ
uart
erly
Cha
irman
1.2
Dra
ft R
egul
atio
ns to
the
Engi
neer
s Re
gist
ratio
n A
ct, (
1969
). D
raft
re
gula
tion
docu
men
t
Qua
rter
lyC
/TC
1.3
Iden
tify
area
s of
col
labo
ratio
n,
inco
nsis
tenc
y or
ove
rlapp
ing
man
date
s w
ith o
ther
law
s.
RIA
Rep
ort
Qua
rter
lyC
/TC
1.4
Iden
tify
and
incl
ude
regu
lato
ry a
reas
th
at w
ere
inte
nded
to b
e un
der t
he
UC
CIC
O B
ill.
Repo
rt
Mar
202
1C
/TC
1.5 R
evie
w, u
pdat
e an
d ga
zett
e th
e En
gine
ers
Scal
e of
Fee
s.St
atut
ory
Inst
rum
ent
July
202
1C
hairm
an
SO2
To in
crea
se th
e ra
te o
f re
gist
ratio
n of
eng
inee
ring
prof
essi
onal
s and
firm
s.
2.1
Enga
ge e
ngin
eerin
g Ed
ucat
iona
l in
stitu
tions
to in
clud
e a
Cou
rse
mat
eria
l for
Pr
ofes
sion
al D
evel
opm
ent i
n en
gine
erin
g.
Num
ber o
f m
eetin
gs h
eld
Twic
e a
year
Regi
stra
r
2.2
Dev
elop
and
revi
ew C
ours
e m
ater
ials
fo
r Pro
fess
iona
l Dev
elop
men
t in
engi
neer
ing
for E
ntry
and
Exi
t cla
sses
for
Educ
atio
nal i
nstit
utio
ns.
Cou
rse
mat
eria
l O
nce
a ye
arC
/Pan
els
2.3
Del
iver
the
Cou
rse
mat
eria
ls u
nder
2.1
by E
ngin
eers
Reg
istr
atio
n Bo
ard.
Num
ber o
f Le
ctur
es
Onc
e a
year
Regi
stra
r
Tabl
e 6:
Mon
itorin
g an
d Re
sult
s Fra
mew
ork
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Stra
tegi
c O
bjec
tive
Key
Activ
ities
Perf
orm
ance
In
dica
tor
Freq
uenc
y of
M
onito
ring
Resp
onsi
bilit
y
SO2
To in
crea
se th
e ra
te o
f re
gist
ratio
n of
eng
inee
ring
prof
essi
onal
s and
firm
s.
2.4
Car
ry o
ut E
ngin
eers
’ Cen
sus.
Cen
sus
Re-
port
Qua
rter
lyRe
gist
rar
2.5
Dev
elop
and
impl
emen
t an
actio
n pl
an
for r
egis
trat
ion
of th
e en
gine
ers
iden
tified
. D
raw
up
a pr
ogra
m fo
r fas
t-tr
acki
ng th
eir
regi
stra
tion
Act
ion
plan
, N
umbe
r of
engi
neer
s re
gist
ered
Qua
rter
lyRe
gist
rar
2.6
Car
ry o
ut a
Cen
sus
of F
orei
gn E
ngin
eers
pr
actic
ing
in U
gand
a.C
ensu
s Re
-po
rtQ
uart
erly
Regi
stra
r
2.7
Reg
iste
r for
eign
eng
inee
rs w
ho a
re
regi
stra
ble
and
info
rm Im
mig
ratio
n to
take
ac
tion
on th
ose
who
are
not
regi
stra
ble.
A
dvis
e G
over
nmen
t on
fore
ign
engi
neer
s w
hose
com
pete
ncie
s ar
e av
aila
ble
loca
lly.
Num
ber
of fo
reig
n en
gine
ers
regi
ster
ed
Qua
rter
lyRe
gist
rar
2.8
Car
ry o
ut a
n in
vent
ory
of fi
rms
enga
ged
in e
ngin
eerin
g se
rvic
es.
Inve
ntor
y re
port
Qua
rter
lyRe
gist
rar
2.9
Dev
elop
an
actio
n pl
an to
regi
ster
th
ose
firm
s th
at a
re re
gist
rabl
e an
d ad
vise
Gov
ernm
ent o
n Fi
rms
that
are
not
re
gist
rabl
e.
Num
ber o
f re
gist
ered
fir
ms
Qua
rter
lyRe
gist
rar
2.10
Dev
elop
the
ERB
Acc
redi
tatio
n G
uide
lines
for P
rofe
ssio
nal D
evel
opm
ent
Cou
rses
and
for t
rain
ers.
Gui
delin
es
Qua
rter
ly
C/T
C
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37
Stra
tegi
c O
bjec
tive
Key
Activ
ities
Perf
orm
ance
In
dica
tor
Freq
uenc
y of
M
onito
ring
Resp
onsi
bilit
y
SO2
To in
crea
se th
e ra
te o
f re
gist
ratio
n of
eng
inee
ring
prof
essi
onal
s and
firm
s.
2.11
Dev
elop
pol
icy
& g
uide
lines
for
cond
uctin
g St
ruct
ured
Gra
duat
e en
gine
erin
g tr
aini
ng p
rogr
am.
Gui
delin
es
Qua
rter
ly
C/T
C
2.12
To
cond
uct o
utre
ache
s to
diff
eren
t en
gine
erin
g en
titie
s. N
umbe
r of
outr
each
esQ
uart
erly
Cha
irman
2.13
Ins
titut
e an
ann
ual E
ngin
eers
En
hanc
emen
t Pro
gram
with
a tr
acki
ng
syst
em w
ith th
eir e
mpl
oyer
s.
Repo
rt
Onc
e a
year
C/T
C
2.14
Col
labo
rate
with
NC
HE
to a
ccre
dit,
mon
itor a
nd e
valu
ate
engi
neer
ing
prog
ram
mes
for t
rain
ing
inst
itutio
ns in
the
coun
try.
Repo
rts
Qua
rter
lyC
/Pan
els
2.15
Ass
ess,
accr
edit,
mon
itor a
nd
reco
gniz
e A
sses
sors
.Re
port
sQ
uart
erly
C/T
C
2.16
Rev
iew
the
regi
stra
tion
proc
ess
to
impr
ove
its e
ffici
ency
.Re
port
Qua
rter
lyV
/Cha
irman
2.17
Reg
ular
Med
ia P
ublic
ity o
n ER
B’s
regu
latio
n fu
nctio
n (T
Vs,
Radi
o, P
rint
Med
ia)
Repo
rtQ
uart
erly
Regi
stra
r
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38
Stra
tegi
c O
bjec
tive
Key
Activ
ities
Perf
orm
ance
In
dica
tor
Freq
uenc
y of
M
onito
ring
Resp
onsi
bilit
y
SO3
To e
nhan
ce in
stitu
tiona
l, fin
anci
al a
nd lo
gist
ical
ca
paci
ty o
f the
Boa
rd a
nd it
s Se
cret
aria
t.
3.1
Requ
est f
or in
crea
sed
budg
et a
lloca
tion
from
Min
istr
y of
Wor
ks a
nd T
rans
port
. Bu
dget
A
lloca
tion
Qua
rter
lyC
hairm
an
3.2
Enh
ance
fees
col
lect
ion
by in
stitu
t-in
g an
acc
ount
ing
and
reve
nue
colle
ctio
n so
ftw
are.
Fees
col
lect
ed
Mon
thly
Regi
stra
r
3.3
Div
ersi
ty re
sour
ce b
ase.
i. Pr
epar
atio
n of
pro
posa
ls to
D
evel
opm
ent p
artn
ers
ii. St
ruct
ured
eng
inee
rs tr
aini
ng
Num
ber o
f Pr
opos
als
Num
ber o
f St
ruct
ured
tr
aini
ngs
Qua
rter
lyC
/TC
3.4
Sol
icit
for fi
nanc
ial s
uppo
rt fr
om o
ther
m
inis
trie
s an
d ag
enci
es.
Supp
ort
rece
ived
Q
uart
erly
Cha
irman
3.5
Rev
iew
the
Hum
an R
esou
rce
man
ual
and
stru
ctur
e ev
ery
2 ye
ars
to k
eep
it up
to
date
.
HR
man
ual
upda
ted
Two
year
sRe
gist
rar
3.6
Rev
iew
Hum
an R
esou
rce
Com
pete
ncy
annu
ally
. Pe
rform
ance
re
port
Ann
ually
Regi
stra
r
3.7
Rev
iew
the
perfo
rman
ce o
f the
Boa
rd
annu
ally
. Pe
rform
ance
re
port
Ann
ually
Min
iste
r
3.8
Dev
elop
ERB
pro
pert
y at
Nam
anve
In
dust
rial P
ark.
(Lab
orat
ory,
Trai
ning
Cen
tre,
Ex
hibi
tion
Hal
l, Inn
ovat
ion
Cen
tre)
.
Reso
urce
s re
ceiv
ed
Qua
rter
lyC
hairm
an
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Stra
tegi
c O
bjec
tive
Key
Activ
ities
Perf
orm
ance
In
dica
tor
Freq
uenc
y of
M
onito
ring
Resp
onsi
bilit
y
SO3
To e
nhan
ce in
stitu
tiona
l, fin
anci
al a
nd lo
gist
ical
ca
paci
ty o
f the
Boa
rd a
nd it
s Se
cret
aria
t.
3.9
Acq
uire
med
ium
term
ade
quat
e of
fice
acco
mm
odat
ion
(thro
ugh
rent
ing)
for E
RB
Secr
etar
iat.
Offi
ce
acco
mm
oda-
tion
Qua
rter
lyC
/FA
3.10
Acq
uire
logi
stic
s fo
r ERB
Sec
reta
riat
(furn
iture
, Com
pute
rs, la
ptop
s)D
ocum
ent
man
agem
ent
syst
em
Qua
rter
lyC
/FA
3.11
Acq
uire
Tra
nspo
rt V
ehic
le fo
r the
Boa
rd
3.12
Acq
uire
doc
umen
t man
agem
ent
syst
em
SO4
To p
rom
ote
the
use
of
affo
rdab
le te
chno
logi
es a
nd
loca
lly a
vaila
ble
reso
urce
s and
ex
pert
ise
thro
ugh
rese
arch
and
in
nova
tion.
4.1
Dev
elop
a d
ata
base
of e
ngin
eers
and
th
eir a
reas
of c
ompe
tenc
e fo
r spe
cial
as
sign
men
ts.
Dat
a ba
se
Qua
rter
lyRe
gist
rar
4.2
Ann
ual p
ublic
atio
n of
the
Engi
neer
s’ Jo
urna
l.En
gine
ers
Jour
nal
Ann
ually
C
/Edi
toria
l C
omm
ittee
4.3
Hol
d A
nnua
l Wor
ld E
ngin
eerin
g D
ay
(4th
Mar
ch) f
or s
usta
inab
le d
evel
opm
ent
to re
cogn
ize
the
cont
ribut
ion
of e
ngin
eers
to
soc
iety
, sho
wca
se n
ew in
nova
tions
and
te
chno
logi
es.
Con
fere
nce
Ann
ually
C/F
orum
C
omm
ittee
4.4
Rec
ogni
ze a
nd a
war
d en
gine
ers
for
thei
r out
stan
ding
con
trib
utio
ns.
Num
ber o
f Aw
ards
Ann
ually
C/T
C
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40
Stra
tegi
c O
bjec
tive
Key
Activ
ities
Perf
orm
ance
In
dica
tor
Freq
uenc
y of
M
onito
ring
Resp
onsi
bilit
y
4.5
Col
labo
rate
with
rele
vant
inst
itutio
ns
on p
rom
otio
n of
loca
l tec
hnol
ogie
s su
ch a
s la
bor b
ased
tech
nolo
gy (L
BT) i
n co
nstr
uc-
tion.
Num
ber o
f in
stitu
tions
Q
uart
erly
Regi
stra
r
SO5
To e
nhan
ce p
artn
ersh
ips
and
colla
bora
tion
with
key
st
akeh
olde
rs.
5.1
Col
labo
ratio
n an
d be
nchm
arki
ng g
ood
prac
tices
with
the
Boar
ds o
f the
Eas
t Afri
-ca
n si
ster
sta
tes
as p
rovi
ded
by th
e M
utua
l Re
cogn
ition
Agr
eem
ent (
MRA
) whi
ch E
RB
has
acce
nted
to.
Repo
rts
Qua
rter
lyRe
gist
rar
5.2
Est
ablis
h/co
nsol
idat
e st
ruct
ured
re
latio
nshi
ps w
ith k
ey lo
cal/
regi
onal
and
in
tern
atio
nal s
take
hold
ers.
MoU
sQ
uart
erly
Cha
irman
5.3
Par
ticip
ate
in a
ctiv
ities
org
aniz
ed b
y ot
her n
atio
nal, r
egio
nal a
nd in
tern
atio
nal
regu
lato
ry b
odie
s.
Repo
rts
Ann
ually
Regi
stra
r
5.4
Bui
ld s
yner
gies
with
oth
er R
egul
ator
y bo
dies
and
Gov
ernm
ent m
inis
trie
s.Re
port
sQ
uart
erly
Regi
stra
r
5.5
Mai
ntai
n m
embe
rshi
p in
regi
onal
and
in
tern
atio
nal e
ngin
eerin
g bo
dies
.M
embe
rshi
p A
nnua
llyRe
gist
rar
ERB | STRATEGIC PLAN | 2020/2021-2024/25
41
ERB And Kiira Motors Corporation Information And Stakeholder Engagement Visit To The Kiira Vehicle Plant Site, At The Jinja Industrial And Business Park On Saturday 17th October 2020.
The Engineers Registration Board Inauguration And Swearing In Ceremony Of The 18th Board Plus Official Handover By The 17th Board At Ministry Of Works And Transport On Thursday 23rd July 2020.
Training Of Ministry Of Local Government Unregistered Engineers Employed In The District And Municipalities
Training Of Ministry Of Local Government Unregistered Engineers Employed In The District And Municipalities
ERB And Kiira Motors Corporation Information And Stakeholder Engagement Visit To The Kiira Vehicle Plant Site
ERB | STRATEGIC PLAN | 2020/2021-2024/25
42
Karuma Hydro Power Plant (intake)
ERB | STRATEGIC PLAN | 2020/2021-2024/25
43
ERB | STRATEGIC PLAN | 2020/2021-2024/25
44
Karuma Hydro Power Plant - inspection of switch yard by ERB
ERB | STRATEGIC PLAN | 2020/2021-2024/25
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+256 414 288 771
Phone Number
[email protected] [email protected]
E-mail & Web
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