EIZ STRATEGIC PLAN - eiz.org.zm · PDF fileTable of Contents 2014-2018 Engineering Institution...

Strategic Plan2014 -2018

“Fostering Value Addition as a tool for National Development”

HEAD OFFICECL/7 NEW BRENTWOOD DRIVE, LONGACRES

P.O. BOX 51084LUSAKA

Email: [email protected]: +260 - 211 –255161/256205

Website: http://www.eiz.org.zm

THE ENGINEERING INSTITUTION OF ZAMBIA(EIZ)

Foreword

The Engineering Institution of Zambia, building on the successes of the Strategic Plan for the period 2009-2013, has developed a new Five-Year Strategic Plan whose theme is “Fostering Value Addition as a Tool for National Development.” The new Strategic Plan will cover the period 2014-2018.

Through its Industrialization Committee, EIZ seeks to engage Government so that Science, Technology, Engineering, Mathematics and Innovation are placed at the epicenter of National Development Centre. In this regard EIZ welcomes Government's plan to establish the Industrial Development Corporation (IDC) as an umbrella institution to drive, direct and oversee the implementation of the National Industrialization and Job Creation Strategy.

EIZ will also advance value-addition initiatives so as to help contribute to the transformation of Zambia into an export-and-manufacturing-led economy. Having carefully considered its operating environment and the expectations of its stakeholders, EIZ plans to place greater emphasis on the regulation of engineering practice so as to guarantee value-for-money for individuals and organizations that purchase engineering services. To achieve the above object, EIZ will develop and implement an elaborate accreditation system for institutions which offer training for all categories of the engineering profession. EIZ further reaffirms its unwavering commitment to prudent management and utilization of the Institution's resources.

Through the Infrastructure Report Card (IRC) that was launched in 2012, EIZ shall ensure regular publication of the IRC report and provision of technical advice to Government on infrastructure which needs special attention and resource allocation. During the implementation of the Strategic Plan (2014-2018), EIZ shall direct its efforts towards the achievement of the following principal objectives:

i) Increase its membership by 25,000 new members by the year 2018;

ii) Complete the construction of the EIZ headquarters to be known as the Engineers' House;

iii) Promote the general advancement of science, engineering, technological and allied

disciplines; and

iv) Upscale skills development through affiliation to the World Skills International.

In view of the current sound financial position, the future outlook of EIZ is bright. Therefore, on behalf of the EIZ Council, I wish to commend EIZ Management for the exceptional performance during the Financial year ended 2013.

To the EIZ family, I am grateful beyond measure for the unwavering support you have continued to give the EIZ Council. To all the engineering professionals, it is my humble plea that you continue giving a full measure of your devotion and commitment to the EIZ programmes of action. Once the above is accomplished, I see a changed and transformed institution that will be respected and admired by all key stakeholders.

Eng. Bernard ChiwalaCOUNCIL PRESIDENTJanuary 2014

2014-2018 Engineering Institution of Zambia Strategic Planii

Acknowledgement

The Council, Senior Management and Staff of EIZ have worked very hard to produce this Strategic Plan. They developed it, owned it and have undertaken to religiously implement it to the letter. I am greatly indebted to the EIZ Council for their invaluable guidance and support.

At EIZ, we are fully committed to ensuring the success of this Plan. We are positive the Plan will help us attract and broaden quality membership; raise compliance; expand our operations; and increase our influence on the Zambian engineering profession and the economy in general. Above all, the Plan will help us to consolidate our financial independence, business success and self-sustenance.

With this Plan, EIZ is poised to meet the unprecedented demand for engineering services required to support ongoing infrastructure development. Much of the success will, however, depend on team spirit and the extent to which we will adhere to set Core Values as we strive to realize the EIZ Vision and Mission which express our entire philosophy.

Eng. Henry MwaleRegistrar and Chief Executive OfficerMarch 2014

2014-2018 Engineering Institution of Zambia Strategic Planiii

Table of Contents

Foreword ii

Acknowledgement iii

Table of Contents iv

Acronymns vi

Structure of the Report

Executive Summary

vii

viii

Chapter One 13

1.0 Background: 14

1.1 History of the Engineering Institution of Zambia 14

1.2 Mandate and Structure of the Engineering Institution of Zambia 14

1.2.1 Mandate of EIZ 14

1.2.2 Structure of EIZ 15

1.3 Rationale and Approach to the Development of the Strategic Plan 16

17

Chapter Two 18

2.0 Review of 2009 -2013 Strategic Plan 19

2.1 Adherence and Commitment to the Strategic Plan 19

2.1.1 Vision of the 2009 19

2.1.2 Mission Statement of the 2009 19

2.1.3 Core Values of the 2009 19

2.1.4 Key Result Areas 19

2.1.5 Performance of EIZ under the 2009 20

2.2 Key Challenges 25

Chapter Three 26

3.0 Situational Analysis 27

3.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) 27

3.1.1 Strengths 27

3.1.2 Weaknesses 27

3.1.3 Opportunities 27

3.1.4 Threats 28

2014-2018 Engineering Institution of Zambia Strategic Plan

iv

Table of Contents


v

3.2 Stakeholder Analysis 29

3.3 External Analysis 31

3.3.1 Political Factors 31

3.3.2 Economic Factors 31

3.3.3 Social Factors 33

3.3.4 Technological Factors 33

3.3.5 Environmental Factors 35

3.3.6 Legal Factors 36

3.4 Resource Analysis 37

3.5 Critical Issues Facing EIZ 38

Chapter Four 40

4.0 Strategic Plan 2014-2018 for EIZ 40

4.1 Vision 40

4.2 Mission Statement 40

4.3 Core Values 40

4.4 Strategic Objectives 40

4.5 Strategies and Actions 41

Chapter Five 44

5.0 Institutional Arrangements 45

5.1 Structure and Governance Systems 45

5.2 Implementation, Monitoring and Reviews of the Plan 45

5.2.1 Implementation Road Map 45

5.2.2 Linking the Strategic Plan to Work plans and Budgeting 45

Appendix 1: Quarterly and Annual Work plan Format 46

Appendix 2: Detailed Budgeting Format 46

Appendix 3: Progress Report Format ................................ 46

Appendix 4: Progress on Implementation of 2009 – 2013 Strategic Plan 47

Appendix 5: Logical Framework Matrix of EIZ Strategic Plan 48

Appendix 6: List of Board and Secretariat Staff who attended the Strategic Review Workshop: Chaminuka Lodge, 11-01-2014 53

Appendix 7: Organogram and Structure of EIZ 54


vi

ACRONYMS AND ABBREVIATIONS

AGM Annual General Meeting AIDS Acquired Immune Deficiency SyndromeAWP Annual Work PlanBCP Business Continuity Plan BoZ Bank of ZambiaCBU Copperbelt UniversityCEO Chief Executive OfficerCGC Corporate Governance Code CPD Continuous Professional DevelopmentDMIS Database Management Information SystemDMMU Disaster Management and Mitigation Unit EIZ The Engineering Institution of Zambia EngRB Engineering Registration BoardFAM Finance and Administration ManagerGMO Genetically Modified OrganismHIPC Highly Indebted Poor Country HIV Human Immuno-Deficiency VirusHQ HeadquartersHR Human Resource HRD Human Resources DevelopmentICT Information and Communication TechnologyIEC Information, Education and CommunicationIEEE Institute of Electrical and Electronics EngineersIRC Infrastructure Report CardJETS Junior Engineers, Technicians and ScientistsKPI Key Performance IndicatorLFM Logical Framework Matrix M&Q Membership and QualificationsMCPD Membership and Continuous Professional DevelopmentMoU Memorandum of UnderstandingNAPSA National Pension Scheme AuthorityNCC National Council for ConstructionNRDC Natural Resources Development CollegeNSTC National Science and Technology CouncilPESTEL Political, Economic, Social, Technological, Environmental and Legal FactorsRSA Republic of South AfricaSAFEO Southern Africa Federation of Engineering OrganizationSAICE South African Institute of Civil EngineersSME Small and Medium EnterpriseSMMEs Small, Micro and Medium EnterprisesSMS Short Message ServiceWIFI Wireless InternetSNDP Sixth National Development PlanSOE State Owned EnterprisesSPV Special Purpose VehicleSWOT Strengths, Weaknesses, Opportunities and ThreatsTAZARA Tanzania-Zambia Railway AuthorityTEVETA Technical Education, Vocational and Entrepreneurship Training AuthorityTNA Training Needs AssessmentUNZA University of ZambiaZABS Zambia Bureau of StandardsZAMTEL ZAMTEL LimitedZACCI Zambia Chambers of Commerce and IndustryZASTI Zambia Air Services Training InstituteZCCM-IH Zambia Consolidated Copper Mines Investment HoldingsZDA Zambia Development Agency ZEMA Zambia Environmental Management AgencyZICTA Zambia Information and Communications Technology Authority

2014-2018 Engineering Institution of Zambia Strategic Planvii

STRUCTURE OF THE REPORT

Chapter One provides a review of the mandate, structure and functions of EIZ, while in Chapter Two, we review the performance of EIZ under the 2009-2013 Strategic Plan.

In Chapter Three, various analytical tools, including Strengths, Weaknesses, Opportunities and Threats (SWOT) and PESTEL are used to assess the prevailing internal and external environments in which EIZ operates. This analysis culminates into the identification of critical issues faced by EIZ, especially the fundamental concerns and the most important options and choices available for the future.

Chapter Four unfolds the Strategic Plan that contains the Vision, Mission, Core Values, Strategic Objectives and Actions to resolve the weaknesses and threats in the operational environment of EIZ for the next five years. In identifying the strategic objectives, the Balance Score Card analytical tool was used to ensure a comprehensive approach to identifying the priority actions required to re-engineer EIZ.

Chapter Five highlights the implementation framework for the plan, considering the links between the Plan and the EIZ governance and organic structure. The need for annual reviews is considered and the implementation and monitoring tools that link the Plan to the work plans, budgets and progress reports are also presented.

2014-2018 Engineering Institution of Zambia Strategic Planviii

EXECUTIVE SUMMARY

History and Mandate

Mandate

The Engineering Institution of Zambia (EIZ) is a statutory professional regulatory body mandated by the EIZ Act No. 17 of 2010 to promote and regulate the engineering profession in Zambia. It is a membership-based corporate body established under Section 3 of the Engineering Institution of Zambia Act No. 17 of 2010. The institution was founded in 1955, and its mandating instrument has since then undergone a number of legislative changes through the 1972, 1992 and 2010 Acts of Parliament.

The principal activities of the Institution include the regulation and promotion of the engineering profession in Zambia through registration of engineering professionals, firms and units, and contribution towards the material development of society by improving the level of engineering education, training and practice in the country.

2014-2018 Engineering Institution of Zambia Strategic Planix

INTERNAL ANALYSIS (SWOT)

Strengths

Weaknesses

The main strengths of EIZ lie in the following areas:

(i) Existence of the EIZ Act No. 17 of 2010;(ii) Improved internal governance systems;(iii) Existence of EIZ Secretariat (skills and competencies);(iv) Good working environment;(v) Adequate operational tools for staff;(vi) Clear organization objectives;(vii) Design and development of DMIS for improved membership registration;(viii) Increase in membership;(ix) Sound financial base; (x) Widening geographical presence (regions and branches); and(xi) CPD forums/workshops that provide an opportunity for interaction and two-way

communication.

The main weaknesses lie in the following areas:

(i) Failure to implement some provisions of the EIZ Act No. 17 of 2010, such as failure to prosecute non-

compliant engineering professionals and firms;(ii) Inadequate capacity to monitor engineering practice;(iii) Weak inspection (accounting for poor compliance and prosecution);(iv) Lack of effective sanctions after suspension of members or defaulters;(v) Poor payment of subscription fees;(vi) Low levels of communication between the Secretariat and members;(vii) Failure to promote mathematics, science and technology;(viii) Delays in processing membership applications; and(ix) Inadequate manpower development among the staff.

2014-2018 Engineering Institution of Zambia Strategic Planx

Opportunities

Threats

The environment around EIZ offers numerous opportunities for growth and expansion:

(i) Improved ICTs infrastructure;(ii) Growth of investments in the economy (mining), leading to increased membership;(iii) Interaction with other engineering organizations the world over, leading to exchange of

ideas and knowledge; (iv) Technological advancements leading to membership base growth;(v) Enforcement of penalties increases compliance and therefore finances;(vi) Potential clients who can advertise in EIZ publications (Echo and journals);(vii) Goodwill from Government;(viii) Involvement of engineers in the Diaspora through EIZ publications and

professional accreditation; and(ix) EIZ Act has broadened professional coverage towards increased membership.

A number of external threats to the expansion and improved performance of EIZ lie mainly in the following areas:

(i) Low levels of interest among students/citizens in professional engineering careers (as evidenced at technologist, technician and crafts level training centres);

(ii) Poor perception of EIZ membership benefits (for instance, that EIZ membership benefits only senior engineers;

(iii) Potential for splinter groups amid competition from similar bodies, given the wide diversity of related fields; such as electrical, electronics and construction spheres;

(iv) Too much regulatory pressure on industry (strategic partnerships);(v) Potential compromise of EIZ by soliciting donations from companies;(vi) Low levels of compliance by both individuals and firms;(vii) Lack of positive publicity and recognition of performing engineers;(viii) HIV/AIDS and malaria prevalence which affect productivity;(ix) Hostile operational environment hinders compliance;(x) Corruption in the engineering sector; and(xi) Lack of enforcement of standards for engineering training programmes.

2014-2018 Engineering Institution of Zambia Strategic Planxi

VISION

MISSION STATEMENT

CORE VALUES

To be a world class professional institution that promotes best engineering practice and technological innovations

To promote professional development and regulate training, practice and conduct of engineering and applied science so as to enhance national productivity, improve quality of life and protect the environment for the benefit of society

Integrity - We shall institute internal consistency of actions, methods, measures and we shall observe zero tolerance against corruption. We shall live by our promise.

Transparency - We shall be open in all our dealings with our members and all

other stakeholders.

Team Work - We shall work with unity of purpose irrespective of our different

roles in achieving our institutional objectives.

Innovation - We shall create an environment that fosters creativity.

Accountability - We shall remain totally accountable for all our actions.

Professionalism - We shall follow best practice and exercise due care and

diligence in the conduct of our day to day activities.

STRATEGIC OBJECTIVES

Objective 1 Raise K50 million and construct a new EIZ headquarters building by 2016.

Objective 2 Achieve a membership growth of 25,000 and increase compliance level to

90 per cent of membership by 2018.

Objective 3 Develop, promote, maintain and improve appropriate standards of qualification

in the engineering profession.

Objective 4 Develop, enhance and retain competent human capital at the EIZ Secretariat.

Objective 5 Mainstream HIV/AIDS, safety, health, environment and quality, gender, and

disability as cross-cutting issues in EIZ programmes.

Objective 6 Advise Government and industry on matters relating to the engineering profession.

Objective 7 Promote the general advancement of science, engineering, technology and allied

disciplines.

Objective 8 To foster value-addition as a tool for industrialization leading to sustainable

national development.

The Strategic Plan provides the framework for all operational activities in EIZ. The Chief Executive

Officer is the Overall Driver of the Plan. The other drivers will be responsible for leading the

implementation and annual reviews of the Plan for each objective. In this regard, EIZ plans to hold an

Annual Review Meeting every October, in readiness for a Consolidated Annual Report, Work Plan and

budget to forward to the EIZ Council. The Work Plan and Budget will be based on the Strategic Plan

template, ensuring continuity from the stated Vision, Mission, Goals and Strategic Objectives, up to the

Action level. Planning, budgeting and reporting formats will link the Plan to all these processes.


xii

01Chapter

2014-2018 Engineering Institution of Zambia Strategic Plan14

1.0 Background: History and Mandate

This chapter provides a synopsis of the evolution of the legal mandate of the Engineering Institution of Zambia (EIZ). It also presents the current structure of the Institution. The chapter concludes by rationalizing the need for a Strategic Plan Review and development of new one, as well as the participatory approach adopted during the process.

1.1 History of the Engineering Institution of ZambiaThe Engineering Institution of Zambia (EIZ) is a statutory professional regulatory body mandated by the EIZ Act No. 17 of 2010 to promote and regulate the engineering profession in Zambia. It is a membership-based corporate body established under Section 3 of the Engineering Institution of Zambia Act No. 17 of 2010. The institution was founded in 1955, and its mandating instrument has since then undergone a number of legislative changes through the 1972, 1992 and 2010 Acts of Parliament.

1.2 Mandate and Structure of the Engineering Institution of Zambia

1.2.1 Mandate of EIZThe principal activities of the Institution include the regulation and promotion of the engineering profession in Zambia through registration of engineering professionals, firms and units, and contribution towards the material development of society by improving the level of engineering education, training and practice in the country.EIZ is a body corporate with the following mandated functions:

a) Register engineering professionals, engineering organizations and units and regulate their professional conduct;

b) Register students of engineering;c) Develop, promote, maintain and improve appropriate standards of qualification to the

engineering profession;d) Develop, promote and enforce internationally comparable engineering practice

standards in Zambia;e) Investigate allegations of professional misconduct and impose such sanctions as may

be necessary;f) Advise Government on matters relating to the engineering profession;g) Promote the general advancement of science, engineering, technological and allied

disciplines for the improvement of the quality of life;h) Maintain and improve the standards of conduct and learning of science, engineering

and allied professions in Zambia;i) Facilitate the acquisition of knowledge among engineering professionals through the

establishment of technical libraries and the provision of monetary grants, books, apparatus and any other facilities necessary to achieve this end;

j) Hold meetings for the reading and discussion of professional interest papers; award authors of papers of special merit; and arrange for other activities of interest or benefit to engineering professionals;

k) Raise the character and status of the engineering profession and allied disciplines to increase the confidence of the community in those persons practicing in the engineering profession and allied disciplines;

l) Promote alternative dispute resolution mechanisms and serve as an arbiter institution for professional/operational disputes;

m) In consultation with the Ministry responsible for education and the Technical Education Vocational and Entrepreneurship Training Authority, accredit universities, technical colleges, institutions and programmes of instruction leading to the award of qualifications of membership classes;

n) Investigate and monitor national emergencies or disasters or any other matter of public concern caused by, or likely to be caused by, an engineering product or service and recommend appropriate preventive, rehabilitative or other measures;

o) Represent, protect and assist engineering professionals with regard to their conditions of practice, remuneration or otherwise; and

p) Do all other things such as are necessary or incidental to the performance of its functions under this Act.

The EIZ Act No. 17 of 2010 establishes the Institution as a statutory professional regulatory body mandated to promote and regulate the practice of engineering and allied disciplines in Zambia. Under Section (2) the Institution may also:

a) Determine and levy fees that the Institution considers necessary to finance its activities under this Act;

b) Determine the fees payable for an inspection conducted for the purposes of this Act;c) Determine fees for the accreditation of local and foreign training institutions and

qualifications; andd) Determine what portion of any fee is payable in respect of any part of a year and the date

on which the fee or portion thereof is payable.

1.2.2 Structure of EIZAppendix 6 shows the Structure and Organogram of EIZ. The EIZ Act No. 17 of 2010 provides the legal mandate of EIZ business. The EIZ Constitution of August 2010 interprets the Act and regulates the conduct of the day-to-day affairs of EIZ such as meetings and elections. The Constitution also defines council sub-committees, branches, regions and classes of membership.The Annual General Meeting (AGM) meets to provide policy guidance and direction of the Institution. It elects the Engineering Council that manages and controls the affairs of the Institution.

The members of the Engineering Council include:i. President;ii. Vice-President for Policy, Public Relations and Matters of National Development;iii. Vice-President for Finance and Administration;iv. Vice-President for Membership and Continuous Professional Development;v. Immediate Past President of the Council;vi. Representative of engineering professionals;vii. Representative of engineering organizations;viii.Representative of engineering units;ix. Two representatives of engineering students (male and females); andx. The Registrar who is the Secretary of the Council.

The EIZ Council has various Statutory and Constitutional committees. The Engineering Registration Board (EngRB) and the Disciplinary Committee are provided for in the Act. The EngRB has been established under the Act to perform all registration functions of the Institution. By Statutory Instrument, the Minister may make regulations to provide for membership, tenure of office and procedure of meetings. The EngRB registers engineering professionals as engineers, engineering firms, technologists, technician, crafts person and any other professional as duly defined.


A duly registered engineering professional or unit shall be assigned a relevant title of recognition. The Disciplinary Committee ensures adherence to the Code of Ethics for registered engineering professionals, organisations and units.

The Council has five main Constitutional Committees:(I) Policy, Public Relations and Matters of National Development;(ii) Finance and Administration;(iii) Membership and Continuous Professional Development;(iv) Audit and Risk Committee; and(v) Nominations and Elections Committee.

The Registrar is the Chief Executive Officer appointed by the Engineering Council. He heads the Secretariat. He is Secretary to the Council and all Committees thereof. He is assisted by two Deputy Registrars, one for each of the Northern and Southern Regions who are also appointed by the Council. The Council also appoints the Finance and Administration Manager who supports the administrative functions of the Registrar.

The EIZ Secretariat and headquarters are housed on CL7, New Brentwood Drive, and Longacres in Lusaka. The Secretariat has two regional offices; Southern Region Office is housed at Buildings Department on Fairley Road, Lusaka and the Northern Region Office is housed at Engineers House, 8 Kantanta Street, Kitwe.

1.3 Rationale and Approach to the Development of the Strategic Plan

The EIZ developed and implemented the 2009-2013 Strategic Plan and recorded achievements and challenges in realizing it. Both the internal and external operational environment has changed. There was a change of government in 2011 with resultant redirection of economic policies. There has emerged an infrastructure construction boom. Government has stated its aspiration for increased value-addition to natural resources as a basis for industrialization, national economic diversification and broad-based growth. As such, more is expected from engineering professionals, firms and units to lead this reform process.

The theme of the new Strategic Plan, “Fostering Value Addition as a Tool for National Development,” is a response to this scenario.

The redesigned Strategic Plan is intended to address the challenges that continue to affect the engineering profession. There are new opportunities that the new Plan will exploit to guide the operational processes of EIZ for the next five years and place EIZ among the premier engineering regulatory bodies in Zambia.

A participatory preparation process was embarked upon, starting with literature review and a situational analysis of trends and patterns in the performance variables of EIZ. An analysis of external and internal environments influencing the performance of EIZ was conducted. Based on these analyses, critical issues were identified, providing a basis for a critical review of the EIZ Vision, Mission and Strategic Objectives. A notable innovative addition to the new Plan was the identification of Core Values.

The Plan, which defines the drivers for each objective/action, has also been linked to the structure and governance system of EIZ to facilitate its smooth and efficient implementation. The structuring of the Plan was based on the Logical Framework Matrix (LFM). This will link the Plan to the planning, budgeting and reporting systems. The planning, budgeting and reporting formats are extracted from the LFM and will enhance cost-effective implementation, monitoring and evaluation of the Plan.


“DO NOT GET

OBSOLETE

LIKE AN OLD

TECHNOLOGY,

KEEP INNOVATING

YOURSELF”SUKANT RATNAKAR


02Chapter

2.0 Review of 2009-2013 Strategic Plan

The main focus is on assessing the level of adherence of the operations, planning, budgeting and reporting system to the Plan framework, and the level of performance in meeting the targets set out in the Plan. The issues and challenges that affected the level of implementation are also reviewed.

2.1 Adherence and Commitment to the Strategic PlanThe Strategic Plan for the period 2009-2013 was developed in 2009. It was only finalized and adopted by the Council in 2010.

2.1.1 Vision of the 2009-2013 Strategic Plan“To become the professional institution of choice for engineering, applied sciences and technological innovations.”

2.1.2 Mission Statement of the 2009-2013 Strategic Plan“Promote professional development and regulate the practice of engineering and applied science so as to enhance national productivity, improve quality of life and protect the environment for the benefit of society.”

2.1.3 Core Values of the 2009-2013 Strategic PlanThere were no core values defined in the 2009-2013 Strategic Plan. However, the Council and Management came up with five core values later. These are: Integrity, Accountability, Respect, Professionalism and Teamwork. No operational definitions of these values were provided.

2.1.4 Key Result AreasThe Strategic Plan listed ten key result areas as follows:

1. Registration of all eligible engineering professions and allieddisciplines

2. Enforcing compliance for all engineering activities3. Enhancement of engineering training4. Enhancing research5. Promotion of the engineering profession6. Promote value-addition in industry7. Promote interaction with other professional institutions8. Participate in national development9. Interaction with other engineering bodies worldwide10. Development of capacity at the secretariats of EIZ and EngRB

2.1.5 Performance of EIZ under the 2009-2013 Strategic PlanDuring the period under review, the Institution faced further governance challenges in terms of litigations by former members of staff against the Council. This affected the performance of the Institution as considerable time and attention were spent on resolving legal matters at the expense of regular operations.

Though the 2009-2013 Strategic Plan was not comprehensive in design, EIZ has shown enough commitment and ownership. The Institution adhered to the Plan provisions as evidenced from the 2011 and 2012 Annual Reports where the Vision, Mission and Core Values were quoted in the Preamble. The annual reports made adequate reference to the Plan as the primary guiding operational document that influenced progress reports. Despite this, there was no direct link between the Logical Framework in the Plan and the subsequent planning, budgeting and reporting formats adopted by EIZ during the Plan period. The assessment of the Plan performance is therefore based on data from the annual reports. The drivers were adequately identified in the Plan.

The reference period for performance analysis spans the years 2009 to 2013 for which data is available. The analysis is arranged by key result area (KRA) and draws from proceedings and reports from the AGMs and Annual Reports. Annex 4 summarises the performance.


0

5,000

10,000

15,000

20,000

25,000

2009 2010 2011 2012

NO

OF

MEM

BERS

YEAR

EIZ Growth Trends by Membership Category

Membership Engineers Membership Technologists

Membership Technicians Memberships Crafts persons

Membership All Categories

Achievements

Technologists

Persons

Engineers

Technicians

All Categories

Membership

Membership

Membership

Membership

Membership Crafts

2009

6,804

0

6,804

0

0

2011

6,153

439

7,408

334

482

2010

5,206

0

5,206

0

0

2012

6,998

890

10,084

805

1,391

KRA 1: Registration of All Eligible Engineering Professions and Allied DisciplinesrdThe EIZ layman's Bill was submitted in June 2009 and enacted as EIZ Act No. 17 of 2010 on 23 March

th2010. The Act came into effect on 9 July 2010.

A Bill and Implementation Committee oversaw the implementation of alignment activities. The 2009-2013 Strategic Plan was implemented in 2009. The EIZ draft Constitution was also finalized and adopted in 2010.

EIZ intensified membership recruitment and as a result, the membership base increased by over 50 per cent from 6,804 in 2009 to 10,084 in 2012. This mainly arose because of the approval in the EIZ Act of new membership categories and the recruitment of technologists, technicians and crafts persons.

EIZ GROWTH TRENDS BY MEMBERSHIP CATEGORY


Achievements

Total practiceregistration bymember Engineers

Total practiceregistration byfims

2009

3,121

400

2011

2,495

350

2010

3,483

504

2012

3,342

455

KRA 2: Enforcing Compliance for all Engineering Activities

Four inspectors were employed as part of the professionally competent enforcement personnel. A

Disciplinary Committee was established to enforce mechanisms and procedures for handling reports

of malpractices.

The recruitment of inspectors in 2011 and extensive sensitization campaigns helped to improve compliance. The Institution cleaned up membership records. Mobile registration was conducted in Southern, Eastern, North-western and Northern provinces. Sensitization talks were also conducted at Lumwana Mine. The EngRB recorded an increase in registered engineers with practicing licenses from 3,121 in 2009 to 3,342 in 2013. The number for engineering firms rose from 400 in 2009 to 455 in 2013. Compliance inspections increased in 2013 and a rate of 60 per cent was achieved as more resources were allocated to the task. Part-time inspectors were also engaged to cover outlying areas. One firm was penalized and taken to court for violation of the Act. As a result of improved supervision, member compliance rose above 45 per cent and revenue collection rose by over 450 per cent from K1, 930,923 in 2009 to K19, 707,000 in 2012 as indicated below.

KRA 3: Enhancement of Engineering Training

In an effort to align accreditation towards the Zambian TEVET Qualifications Framework, EIZ signed

accreditation agreements with six training institutions. The Institution further sponsored four students

per year. Despite mounting an advocacy campaign for the creation of more tertiary engineering

institutions and a Ministry responsible for higher education, this was not achieved. Neither was the

establishment of Chairs of Engineering at Schools of Engineering/Technology to assist in quality

training and production of engineering professionals achieved despite advocacy.

KRA 4: Enhancing Research

EIZ undertook to establish smart partnerships with national institutions to undertake National Infrastructure Report Cards (IRC) every year. The Infrastructure Report Card (IRC) has been on the

ndplans since 2009 but the framework was only launched on 22 October 2012 in Lusaka. The IRC will help to assess the state and condition of the country's infrastructure. The first IRC was expected to be produced in 2013. Through the Parliamentary Committee on Public Affairs, participation in the revision of electricity tariffs was done in 2010. The first ever CBU-UNZA Engineering Paperate Competition was conducted in 2009. Planned support to the annual JETS programmes was only partially implemented.

KRA 5: Promotion of the Engineering Profession

The actualization of the Continuous Professional Development (CPD) programme was undertaken but participation by the members was low. CPD sensitization was conducted and Logbooks and Code of Ethics introduced in 2010. The CPD programme had commenced before 2009 but members were not fully aware of it. EIZ and EngRB developed a collaborative programme to encourage members to take up opportunity for professional development to contribute to Government's industrialisation and value-addition programme. The CPD activities increased in 2010 as more activities were undertaken in outlying districts.



Various CPD activities were conducted in 2013 including the following:

1. Engineering capacity development for local value-addition and industrialization;

2. Code of Ethics for the EIZ;

3. Concepts of Entrepreneurship;

4. CPD booklets published and distributed to all members;

5. Relevance of engineering in sustainable wealth creation;

6. PRS Neoweb Soil Reinforcement Technology, a solution for unpaved and paved roads;

7. Value-addition to natural resources and crops as a final frontier for real economic growth in

Zambia; and

8. Building information modelling-3D CAD software.

9. Total quality management in infrastructure delivery

10. Electricity infrastructure development for economic growth at Lusaka Agriculture &

Commercial Show

11. Digital Migration in Zambia

12. Water & Sanitation Service Delivery in Lusaka

13. An overview of the code of Ethics of EIZ

14. Concepts of Entrepreneurship

15. Quality Control Practice

16. Health & Safety at the Workplace

Opening of Livingstone Branch

Opening of Kabwe Branch

Opening of Chipata branch

Forum: Odyssey to thermal power generation-sustainable development –Zambia

Career Talk

Sponsorship of the academic trip to the Poly-Technic University

Facilitation of the awards at UNZA

World Skills Competition

EIZ successfully held all planned Annual General Meetings and symposia. EIZ could not

however support the establishment of specialist or subject-focused, topical multi-

disciplinary interest groups or societies. Neither were plans to develop an annual

programme for secondary schools nor for higher institutions of learning accomplished.

KRA 6: Promotion of Value Addition in IndustryMediation statements were issued towards the establishment of two thinks tanks to provide advice and links to Government and industry but the initial think tank itself was not established. Neither was the formation of smart partnerships implemented with industry to promote the creation of the Industrialization Council. The creation of an Incubator Industry for locally developed technologies for future development was also not accomplished.

KRA 7: Promotion of Interaction with other Professional InstitutionsThe Institution in September 2011 held an IEEE conference in Livingstone and had several meetings with other regulatory bodies in 2012. EIZ had further meetings with IEEE during the 2013 AGM and the Engineering Council of Zimbabwe during the UNWTO.

Victoria Falls Bridge

RA 8: Participation in National Development and RebrandingThe promotion of community outreach programmes, support and interactions was not done.

TH THParticipation in national fairs was partially achieved as EIZ participated in the 87 AND 88 Agriculture and Commercial Society of Zambia (ACSZ) Shows. The events created an opportunity to sell its services to potential members and the general public. Media statements were released from the Secretariat while media coverage was realized, showing how EIZ-media relations have grown. EIZ is poised for re-branding to realign its mandate in 2013. A quarterly newsletter, the Engineers' ECHO and the Zambian Engineer, a biennial journal for technical information, have been published regularly.

KRA 9: Interaction with other Engineering Bodies WorldwideDuring the period under review, EIZ continued to ensure that strong links were maintained with international engineering organizations in the region and globally through members attending various conferences and meetings. EIZ attended meetings organized by the Southern Africa Federation of Engineering Organization (SAFEO) in Midrand, South Africa in February, 2013 and at Victoria Falls Town in Zimbabwe, in August 2013 on the sidelines of the UN World Tourism Organization General Assembly. The Institution also participated in the World Consulting Engineering Centennary Conference of FIDIC in Barcelona, Spain in September, 2013. EIZ continued its cooperation with the South African Institution of Civil Engineers (SAICE) on matters of common interest. Notably, EIZ has each year been represented at the SAICE Annual Presidential Inaugurations and Gala Dinner in Johannesburg South Africa. In 2010, EIZ participated in the African and Arab Engineering Organization Conference in Egypt, Engineering Planet Future Indaba in South Africa and the UN HABITAT—World Urban Forum in Brazil. Interaction with worldwide engineering institutions was therefore, successfully accomplished. The Institution has developed working relationships with like-minded local and foreign professional bodies through workshops.

KRA 10: Information Systems and Development of Capacity at the Secretariats of EIZ and

EngRBEIZ established a unified database system for EIZ and EngRB, and implemented recommendations from the Information and Communications Consultancy.The development of the Website, Intranet and membership database was completed in 2009 and established the following year. The SMS and Intranet were also fully rolled out, which improved communication with members though uptake and utilization of this capacity remained low among members. The data management system has been established and is now operational. The Institution has invested in excess of K1 million in the design and development of a web-based Database Management Information System, and related ICTs infrastructure that is intended to improve membership and registration processing and records. The investment is intended to allow for on-line application and processing of membership records. The disaster and emergency system for recovery of data was established. A proper record-keeping and document-handling system was established. Increased circulation of the EIZ publications were partially achieved though the targeted 7000 copies print run could not be achieved. The recruitment of a Librarian to establish and manage the Library archive was deferred until the completion of the EIZ Headquarters.The Human Resources policies and procedures manuals were developed and implemented. The EIZ and EngRB Secretariats were merged into one entity under the Registrar. The Secretariat was restructured to establish a Head Office in Lusaka with a Northern office in Kitwe and a Southern office in Lusaka.The Institution acquired land on a 50-year lease from the Agriculture Commercial Society of Zambia (ACSZ) for the construction of the new EIZ headquarters. The Institution has also acquired services for the design and development of the construction project. Construction commenced in September 2013.A ground-breaking launch ceremony was held in September 2012. Government has contributed K1 million towards the project. Other contributors were First Quantum Minerals (K200, 000) and Buildcon Investments (K70, 000).

Administrative and financial performance improved tremendously during the period under review. Gross income in 2009 was K 2,521,158, marking 53 per cent growth from 2008. This came from subscriptions, processing fees, AGM donations and ticket sales. Financial controls and an accounting package (PASTEL and Dove Payroll) were installed. Despite a 15 per cent rise in revenue to K 2,220,561 in 2010, a deficit was recorded due to increased staffing. Income received in 2012 increased from K 5,874 million in 2011 to K10,707 million. This means that financial revenue increased by more than 454 per cent over the period 2009 to 2012.


2.2 Key Challenges

The main challenges faced were:

i. Low awareness of the public on the need to acquire engineering services only from properly

trained, qualified, experienced and registered engineering professionals and firms;

ii. There has been negative press commentary on areas of inadequate infrastructure development

and management;

iii. EIZ has been faced with low compliance by registered members;

iv. EIZ members failed to fully utilize the ICTs capacity to enhance debate and flow of information

within the Institution;

v. Despite an unprecedented rate of membership growth over the Strategic Plan period, there

remains out there a large number of unregistered engineering professionals that EIZ should

target;

vi. There are emerging and growing challenges related to unplanned constructions, buildings and

engineering services being offered by unregistered professionals; and EIZ was beset with

governance challenges from 2009 to 2011 arising from the new Act.


03Chapter

3.0 Situational Analysis

In this chapter, the various analytical tools, including Strengths, Weaknesses, Opportunities and Threats (SWOT) and PESTEL are used to assess the prevailing internal and external environment in which EIZ operates. The stakeholder analysis shows the various players who influence or are affected by the work of EIZ. The resource analysis shows a qualitative assessment of resources available to EIZ to implement the Plan. These analyses culminate into the identification of critical issues faced by EIZ, especially the fundamental concerns and the most important options and choices available for the future.

3.1 Strengths, Weaknesses, Opportunities and Threats (SWOT)The Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis is used as the main tool to assess internal and external factors that have affected and will continue to influence the performance of EIZ. Strengths and Weaknesses are internal factors that could enhance or weaken the capacity of EIZ to implement its Strategic Plan. The assessment of Strengths and Weaknesses of EIZ relates to the capacity of EIZ to respond to Opportunities and Threats that are external factors in the business environment. The SWOT is profiled below and summarised in Table 2.

3.1.1 StrengthsThe main strengths of EIZ lie in the following:

(i) Existence of the EIZ Act No. 17 of 2010;(ii) Improved internal governance systems; (iii) Existence of Secretariat (skills and competencies); (iv) Good working environment. (v) Adequate tools enabling EIZ members of staff to function; (vi) Clear organization objectives; (vii) Design and development of DMIS for improved registration;(viii) Sound financial base; (ix) Growth in membership;(x) Widening geographical presence (regions and branches); and(xi) CPD forums/workshops that provide an opportunity to interact and get feedback from members.

3.1.2 Weaknesses(i) Failure to implement some provisions of the EIZ Act No. 17 of 2010, such as failure to prosecute non-

compliant engineering professionals and firms; (ii) Low communication between Secretariat and members; (iii) Lack of effective sanctions after suspension of members or defaulters; (iv) Low compliance levels leading to poor payment of subscription fees; (v) Failure to promote mathematics, science and technology;(vi) Weak inspection, compliance and prosecution;(vii) Delays in processing membership applications. There are more weaknesses; (viii) Inadequate manpower development among the staff; and(ix) Inadequate capacity to monitor engineering practice.

3.1.3 OpportunitiesThe environment around EIZ offers the numerous opportunities for growth and expansion:

(i) Improved ICTs infrastructure;(ii) Growth of investments in the economy (mining) leads to growth of membership;(iii) Interaction with other engineering organizations world over leads to exchange of ideas and

knowledge; (iv) Technological advancements leads to membership base growth; (v) Enforcement of penalties increases compliance and finance;(vi) Potential clients who can advertise in our publications (ECHO/ journals);(vii) Prospects in goodwill from Government; (viii) Prospects from engineers in the Diaspora are selling through journals and publications and

professional accreditation; and (ix) EIZ Act has broadened coverage of membership.


3.1.4 ThreatsThere remain a number of external threats to the expansion and improved performance of EIZ, mainly in the areas of:

(I) Low levels of interest of students/citizens in engineering professional careers at technologist, technician and crafts level training;

(ii) Low perception of EIZ membership benefits; (iii) Perception that EIZ membership benefits only senior engineers; (iv) Potential for splinter groups and competition from similar groups, given the wide

diversity of the engineering field, electrical, electronics, construction (NCC);(v) Too much regulatory pressure on industry—strategic partnerships; (vi) Potential compromise of EIZ by soliciting donations from companies; (vii) Low compliance by both individuals and firms; (viii) Lack of positive publicity and recognition of performing engineers; (ix) HIV/AIDS and malaria prevalence affect productivity; (x) Hostile environments hinder compliance; (xi) Corruption in the engineering sector; and (xii) Lack of enforcement of standards for engineering training programmes.


Nchanga Open Pit Mine

3.2 Stakeholder Analysis

EIZ has various stakeholders whose power of control and expectations impinges on EIZ operations

and performance. Stakeholders are people or institutions that stand to benefit or lose out from

interventions by EIZ, and have the potential to build or weaken the progress of EIZ. Their power,

resources and expectations are summarized in Table 3. The implication of this analysis is that EIZ

needs to strike a balance in satisfying the expectations of key stakeholders in return for their support

and resources, in order to remain a stable institution.

Power and Resources they control that can benefit EIZ

Services/results they expect from EIZ

Training curriculum at professional, technologist, technician and craftsperson levels

Improved engineering standards

Membership and compliance

Improved status as members


Improved engineering standards and performance

Training curriculum of members


Legal mandate and enforcement

Improved engineering standards and compliance

Legal mandate and resource allocation

Improved engineering standards and economic development

Resource allocation Improved engineering standards and economic development



Membership and compliance Improved engineering standards and performance






Engineering specifications




Membership and practice Improved engineering performance



Membership and compliance Information on compliance of engineering professionals to EIZ Act

Technology and compliance Compliance of engineering standards


Improved standards


Improved standards

Technology and research

Improved standards

Road network infrastructure (implementation and management)


Infrastructure and strategic reserve for national food security


Stakeholder Group

Training Institutions

Engineering Students

Firms and Companies

National Council for ConstructionMinistry of Justice

Parliament

Ministry of Transport, Works, Supply and Communication, Zambia Federation of Employers

Ministry of Mines

International Organizations

Zambia Development Agency

Zambia Public Procurement Authority

ZACCI

Zambia Bureau of Standards

Energy Regulation Board

National Water Supply and Sanitation Company

Zambia EnvironmentalManagement Authority

Ministry of Labour

Ministry of Home Affairs

National Technology and Business Centre

Zambia Institute of Architects

Surveyors Institute of Zambia

National Institute for Scientific and Industrial Research

Road Deevelopment Agency

Food Reserve Agency

Services Level by EIZ

Low: Poor

accreditation low

Medium: Low student membership

Medium: Few companies complied with EIZ standards

Low:

High:

High

Medium

Low

Medium

High

Low

Low

Low

Low

Low

Medium

Medium

Low

High

High

Quality of

Low

Low

Low

Medium

Low


Large base for engineering practice


Management of strategic infrastructure for tourists and citizens


Main regulator for the built environment and civic infrastructure


Zesco Limited

National Airports Authority

Ministry of Local Government and Housing

Medium

Low

Low


Compliance of engineering standards


Compliance of engineering standards

Power and resource they control that can benefit EIZ

Services/Results they expect from EIZ

Membership and complianceImproved engineering standards and performance

Zambia Institute of Certified Accountants

TEVETA

Stakeholder Group

General Public

ZAMBIA RAILWAYS LIMITED

Regulating training at tertiary level


Low

Medium

Current Synergy Level

Medium

Low

Low

TEVETA

Rail network infrastructure (implementation and management)


Power and Resources they control that can benefit EIZ

Services/results they expect from EIZ

Stakeholder Group

Services Level by EIZ


3.3 External Analysis

This is an analysis of the external political, economic, social, technological, environmental and legal factors that

positively or negatively influenced the performance of EIZ and could continue to do so in future. The fluctuating local

and global macro-environment in which EIZ operates continues to present different opportunities and threats before the

Institution. An analysis of the factors that can influence the competitiveness of EIZ during the Strategic Plan Period are

discussed below and summarized in Table 4.

3.3.1 Political Factors

“Public-funded construction works in Zambia consume more than 30 percent of the actual cost. The average

cost of constructing one kilometre of tarred road in Zambia is USD 1 million compared to

USD280, 000 or less in Ethiopia and Botswana. Zambians are paying too much for the unprofessionalism

and the corruption in the construction industry as manifested in shoddy works, incomplete works, below

standard works and huge cost overruns due to deliberate delays in

completion” There has been little direct influence from the political

players, though Government has demonstrated its continued support and

goodwill towards the Institution. The political environment remains stable

and favourable for economic growth especially in mining, manufacturing,

construction, transport, energy and agriculture. The revised Sixth National

Development Plan (SNDP) places more emphasis on these growth areas.

There exists a deliberate Government policy to invest in infrastructure,

mining, construction and agriculture—such as roads, rail, power plants,

hospitals, mining and housing. Government policy to raise investments in

tertiary and technical and vocational education favours the growth of the

Institution's membership. The political scenario remains stable with

consistent democratic elections and smooth transitions of power f rom

administration to administration. This is favourable for direct foreign

investments. Deliberate conditions have been put in place to empower

local firms in the construction and mining sector through contract-sharing

mechanisms (domestic preference). However, the removal of fuel subsidies

has increased costs of production and members have less disposable

income.

3.3.2 Economic Factors

There are many positive economic factors that favour the growth of EIZ and its membership. The declaration of

intent by Government for economic expansion through the Sixth National Development Plan (SNDP) remains

unequivocal as stated in the annual budgets. The intent to raise the level of investment in infrastructure

development remains clear. This is against a background of consistent and buoyant economic growth record

over the last few years that averaged above 6.9 percent per annum. Inflation has been falling steadily to around

6.6 percent (Table 4). According to a Ministry of Finance and National Planning financial factsheet (2013), the

main contributors to GDP growth rate were transport, storage and communication (27.1 per cent), construction

(24 per cent), community, social and personnel services (17.4 per cent), finance and insurance (13.7 per cent),

manufacturing (8.2 per cent) and mining (5 per cent). These sectors have experienced exponential growth in

recent years, and are expected to continue to grow due to the numerous investments opportunities that are

available in the country (ZDA 2013).

“Public-funded construction

works in Zambia consume

more than 30 percent of the

actual cost. The average

cost of constructing one

kilometre of tarred road in

Zambia is USD 1 million

compared to USD280, 000 or

less in Ethiopia and Botswana.

Zambians are paying too much

for the unprofessionalism and

the corruption in the

construction industry as

manifested in shoddy works,

incomplete works, below

standard works and huge cost

overruns due to deliberate

delays in completion”

(SANYIKOSA, R. 2013)


Table 4: Economic Growth Rate and Inflation Trends in Zambia (2009-2012)

Sources: Bank of Zambia, Zambia Information and Communication Technology Agency, WORLD BANK, ZCCM-IH, Zambia Development Agency, Zambia Association of Manufacturers

The economy has also witnessed a reduction of interest and lending rates which situation enhances the capacity

of local firms and engineering entities to do business. Inflation rates have stabilized at single-digit levels for the

past five years while the foreign exchange rates have also been relatively stable in relation to the local currency.

There has been an increase in allocation of Government resources to stimulate manufacturing, tourism,

construction, agriculture and mining sectors. Government has enacted the Zambia Development Agency

(ZDA) Act of 2006 which has offered deliberate policies and investment incentives to attract local and foreign

investors. There has been an increase in national income and foreign reserves as a result of increased earnings

from exports of minerals and non-traditional products. However, high poverty and unemployment rates

continue to negatively affect the growth prospects of the Institution in membership and fees. Over-reliance on

the mining sector would affect the Institution if copper prices go down due to inflation.

Growth in Zambia is driven largely by these subsectors: Agro-processing (food and beverages), textiles and

leather tanning, secondary processing of metals, fertilizers, chemicals, explosives and construction materials,

wood products and paper products. The manufacturing activities in the country are undertaken by the private

sector with Government playing a proactive role. Government has put in place measures to support

manufacturing activities, such as the establishment of Multi-Facility Economic Zones (MFEZs) and Industrial

Parks and provision of sector-specific investment incentives. Government is also promoting small and medium

enterprises in rural and urban areas so as to enhance labour intensive light manufacturing activities in these

areas.

Agricultural output increase has been a result of increased area planted, good rainfall patterns in the whole

country, as well as favourable agriculture policies. The country recorded increased production of major crops

including sunflower, soya beans, rice, maize, tobacco and wheat. The agricultural sector continues to be the

backbone of the Zambian economy as it contributes to the growth of the economy and also to exports. Primary

agriculture contributes about 35 per cent to the country's total non-traditional exports and about 10 per cent of

the total export earnings for the country (ZDA 2013).

Zambia is Africa's largest producer of copper and cobalt. Although copper production was affected by low

copper prices in the late 1990s, copper production has increased since 2000 when 256,884 tonnes were

produced. The tonnage increased to 572,793 tonnes in 2007, rising to 575,000 tonnes in 2008, further to

665,000 tonnes in 2009 and tallying 700,000 tonnes in 2010. Production is expected to reach 1,000,000

metric tonnes by 2015.

0

2

4

6

8

10

12

2009 2010 2011 2012

%

year

GDP and Inflation Trends in Zambia

GDP Growth Rate % Inflation Rate %


The increase of income from copper over the years is attributed to investment in rehabilitation of infrastructure and technological innovations in existing mines; the coming on board of new mines; the increase in production of existing mines and the increase in small-scale copper mining activities. This has been due to increased capacity utilization facilitated by the continued increase in metal prices on the international markets (ZDA 2013).

3.3.3 Social FactorsThe HIV pandemic affects the growth of the Institution. The productive age group is affected by HIV /AIDS, causing less productivity in all sectors due to poor health. The availability of anti-retroviral drugs has improved the situation to a degree.

This notwithstanding, increased numbers of interactive fora and workshops enhance corporate and individual growth of members. The relatively youthful population is willing to adopt new technology and requires entrepreneurial skills for employability and self-employment. There is an emerging middle class who are willing to invest in more innovative engineering projects.

The large stock of un-planned settlements especially in major cities of Zambia has pressurized the existing social services. Best practice demands that population's growth in cities must have a sustainable ratio of engineering professionals to manage and sustain economic growth. For example China and India have large populations but their levels of engineering service per citizen are the highest in the world (Allison Lawless, Numbers and Needs, 2005) at 130 and 158 citizens per registered engineer. At the current registration statistics for EIZ and Zambia's population stand, Zambia in comparison to India or China has one registered engineer for every 1238 citizens.

256884

0

200000

400000

600000

800000

1000000

1200000

2 0 0 0 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 5

Mt

Year

COPPER OUTPUT TRENDS IN ZAMBIA

1000000

700000665000575000572793

Source : Allyson Lawless: Number and Needs (2005)

0 500 1000 1500 2000 2500 3000 3500

C H I N A

I N D I A

B R A Z I L

U K

U S A

M A L A Y S I A

Z A M B I A

R S A

China India Brazil UK USA Malaysia Zambia RSA

Citizens per Registered 130 157 227 311 389 543 1238 3166

CITIZENS PER REGISTERED


Another significant social challenge is the level of un-employment among the youth in most developing countries, which includes Zambia. More than 50 per cent of the 20 to 24 year olds are unemployed in Zambia. Social ills such as HIV/AIDS, prostitution, alcoholism and drug abuse have become endemic.

There is also a limited number of training institutions for engineering at degree, technologist, technician and craft levels. The growing informal sector and informal unplanned settlement patterns creates a challenge on engineering regulation.

3.3.4 Technological Factors

There is a good technological base for EIZ operations. Increased technological developments have

emerged in the recent past; such as in the arenas of ICTs, mining, energy, agriculture, manufacturing

and construction, among others. Zambia has witnessed significant growth in the inflows of technology

especially the Information and Communications Technologies (ICTs) since the liberalization of the

sector. Growth has been recorded in the number of mobile telephone subscribers, Internet service

providers, Internet users, broadcasting stations, courier operators and telecommunication networks.

Despite the above developments, there is a narrow concentration of activity focused on the urban areas,

meaning that more needs to be done in rural areas. The huge increase in the growth can be attributed to

the enactment of the ICT policy and commissioning of fibre networks in the country (ZICTA 2013).

-2.9

93.9

44.81

88.78

-20

0

20

40

60

80

100

2009 2010 2011 2012

ICT GROWTH

ICT GROWTH

Source: ZICTA, 2013


A deliberate policy focus on green technology has opened up opportunities for engineering firms to import

and apply improved technology in other sectors of the economy. There are advancements in ICTs, improved

mining technology that allows better extraction rates, depth of mines and underground water management.

Green building technology such as waste management and recycling of materials, as well as a renewable

energy upsurge such as solar power, biofuel and biotechnology, is making an impact.

This presents both opportunities and challenges for engineers in the country as all these technological

developments provide a suitable platform for EIZ to steer the nation. The Institution is poised to accredit

various private institutions for these service subsectors, help train engineering professionals and ultimately

raise increased membership levels. The general appreciation and adoption of technology by the general

public is still low because of poor connectivity to modern communication systems—which has posed a

challenge to EIZ members.

3.3.5 Environmental Factors

Rapid economic growth in Zambia threatens environmental integrity and places an increasing burden on the

engineering professions. The discernible changes in climate and weather patterns and frequency of extreme

episodes such as drought and floods pose engineering challenges to the design of infrastructure. The

movement towards green economies is creating new business and employment opportunities for engineers.

Climate change has affected the way businesses operate as they have to constantly adapt to regulatory

standards and codes.

The Zambian economy is predominantly dependent on exploitation of natural resources, particularly mining

and increasingly forestry and agriculture. Zambia's climate is highly variable and over the last few decades

has experienced a series of climatic extremes such as droughts, seasonal floods and flash floods; extreme

temperatures and dry spells; many of these with increased frequency, intensity and magnitude. Their impact

is evident in climate-induced changes to physical and biological systems which increasingly exert

considerable stress on the country's vulnerable sectors, especially agriculture. The adverse impact of climate

change on food and water security, water quality, energy and the sustainable livelihoods of rural

communities coupled with poverty, further limits economic development. A Climate Baseline Summary for

Zambia since 1960 shows the following observations (World Bank, 2011):

Ÿ Since 1960 mean rainfall has decreased 1.9mm/month (2.3 per cent per decade), mainly due to

decreases in the rainy season;

Ÿ Mean annual temperature has increased by 1.3°C since 1960, an average rate of 0.29°C per decade,

and the rate of increase has been most rapid in the winter months, at 0.34°C per decade;

Ÿ The number of hot days per year increased by 43 days from 1960 to 2003, with the most pronounced

increases occurring between March-May;

Ÿ The number of hot nights per year has increased by 43 days and the increase is particularly

pronounced between December-February;

Ÿ From 1960 to 2003, the average number of cold days and nights per year have both decreased

significantly by -22 (6 per cent) and -35 days, respectively;

Ÿ An assessment of climate change/variability for Zambia's three ecological regions, with particular

focus on precipitation for both baseline (1970-2000) and projected (2010-2070) shows that Regions I

and II are projected to experience lower average rainfall whilst Region III is projected to have an

increase in average rainfall;

Ÿ Temperatures are expected to increase between +1.2 to 3.4°C by 2060, with highest rates of warming

projected to occur in the northern and eastern regions; and

Ÿ The number of hot days and nights are projected to increase significantly throughout the country, hot

days by 15-29 per cent in 2060 and hot nights by 26-54 per cent in 2060.


Source: EM-DAT- Source of data: "EM-DAT: The OFDA/ CRED International Disaster Database, Université Catholique de Louvain, Brussels, Bel." Data version:

From 2000-2007, the intensity and frequency of droughts and floods and the numbers of people affected have

changed with a trend towards increased number of floods. In addition to this, there have also been droughts

within the rainy seasons particularly in 2000/01, 2001/02 and 2004/05. The population affected increased

from about 1.23 million people in 2004/05 to 1.44 million people in 2006/07), covering 41 districts in nine

provinces.

The impact of droughts and floods has included widespread crop failure/loss, outbreaks of human and animal

diseases, dislocation of human populations, destruction of property and infrastructure, all of which have

engineering connotations.

The country's limited infrastructure is affected by floods that include destruction/damage to roads and

bridges, railway lines and airports and buildings. For example, the floods of 2007 destroyed roads and

bridges, forcing Government to borrow $39 million to buy earthmoving equipment that would be used to

clear blocked roads. Rising temperatures are likely to lead to warping of the country's important railway lines.

Hydropower generation is vulnerable to changing river flows.

3.3.6 Legal Factors

The legal and regulatory regime in Zambia is generally favourable for the growth of engineering. Legislation

to strengthen the regulation of engineering services is encompassed in the EIZ Act No. 17 of 2010. This helps

to create orderliness in the practice of engineering in all the sectors of the economy. However, there is still

more to be done especially in streamlining the enforcement of the provisions of the Act among employers and

firms. Other supporting legislative frameworks like Immigration, ZABS, Mine safety, ZEMA, and the

Factories Act help ensure compliance towards the Institution.


Table 4: PESTEL Macro - Environmental Factors

ANALYTICAL FACTORS

FACTORS POSITIVE TO EIZ FACTORS NEGATIVE TO EIZ

POLITICAL There has been little direct influence from the political players.The political environment has been stable and favourable for economic growth.Deliberate Government policy to invest in infrastructure, mining, construction and agriculture such as: Roads, power generation plants, hospitals, mines

Government policy to invest in education of the workforce favours the growth of the institution

Consistent democratic elections

Smooth transition of power from administration to administration

and vice versaDeliberate conditions aimed at empowering local firms in the construction and mining sector

Removal of fuel subsidies has increased cost of production and members have less disposable income

ECONOMIC Huge Government investment in infrastructure development has given EIZ

an opportunity to grow

Consistent economic growth on an average of 7.5

percent per annum in the key sectors helps the Institution to move forward

Reduction of interest and lending rates enhances capacity of local entities to do businessIncreased allocation of Government resources to manufacturing, tourism, construction, agriculture, manufacturing and mining sectors

Consistent inflation rates

Consistent exchange rates and relatively stable currencyIncreased national income resulting from high demand for minerals and other non- traditional exports.Deliberate policy to attract foreign direct investment

High unemployment rates affect the growth of the Institution in membership and fees Over reliance on mining sector would affect the Institution if copper prices go down due to inflation

SOCIAL Anti-retroviral drugs improved the situation to a degreeIncreased numbers of interactive fora and workshops enhance corporate and individual growth of membersRelatively youthful population willing to adopt new technology

HIV pandemic affects the growth of the Institution Limited number of training institutions for engineering staff (professionals, technologists, technicians and craftsmen)Growing informal sector and informal settlement patterns creates a challenge on engineering regulation.

TECHNOLOGICAL

Deliberate focus on green technology opens up opportunities for engineering firms

Advancements in ICTs

Improved mining technology allows better extraction rates, depth of minesUnderground water management

Green building technology

Waste management and recycling, materials,

Renewable energy upsurge:

such as Solar power, biofuel

Biotechnology and GMOs

Mushrooming of several private technical institutions helps increase membership levels but their quality and standards are not regulated

ENVIRONMENTAL

On the one hand, ZEMA’s move towards green economies is creating business and employment opportunities

On the other hand, climate change has affected the way businesses operate as they have to constantly adapt toregulatory standards and codes

LEGAL The EIZ Act No. 17 of 2010 has provided sufficient legal framework for EIZ to operateOther supporting legislative frameworks like Immigration, ZABS, Mine safety, ZEMA, Factories Act help ensure compliance in the institution

Enforcement of the Act is weakDelayed issuance of SI for EngRB

3.4 Resource Analysis

The long-term survival of EIZ depends on the quantity and quality of tangible and intangible

resources at its disposal for its operations and service delivery. The resource base is a key

determinant in building a market niche and client base for EIZ. The current resource base is

analyzed in Table 5 below. The analysis shows that EIZ needs to pay attention to strengthening those resources that are classified in red and orange, and maintaining those that are in green. In particular, EIZ should build its head office buildings and improve its presence in all towns where engineers are spread out—strategic location or positioning. EIZ is strong financially, but can become even stronger if it works on its membership base and compliance levels. EIZ has quality human resources, but needs to improve opportunities for in-service staff development to foster positive staff attitudes, motivation and commitment. Regular meetings and interaction between management and staff could also improve staff morale and innovation. Even though the legal mandate is one of the strongest points, enforcement is a matter of major concern and strategies to improve this will consolidate the status of EIZ as a professional organization.


Resources

Current Status

Weak Sufficient

Strong

A. Tangible Resources

A1. Physical Resources

A11 Property, facilities, location

√

A12 ICT Infrastructure:

Hardware, software, networking

√A13 Office space, tools, equipment, plant and machinery

√

A2. Monetary Resources

A21 Operational funds

√A22 Capital and investment funds

√

A23 Internally generated revenue

√

A24 Donor revenue

√

A25 Government grants

√

A26 Networking revenue

√

A27 Resource mobilization capacity or potential

√B.

Intangible Resources

B1. Human Resources

B11 General education levels (staff and management)

√B12 Specialist skills (management and staff)

√

B13 Relevant experience (management and staff)

√B14 In-service staff training opportunities √B15 Staff creativity and innovation √B16 Staff attitudes, motivation and commitment √B2. Relational ResourcesB21 Relationship with potential customers and clients—Accreditation √B22 Relationship with service providers—Firms and employers √B23 Contractual Relationships (MoUs and Agreements) e.g. Employers √B24 Reputation and image √B25 Internal trust (Staff, Management and Board) √B26 Strategic conversation and dialogue—AGMs √B27 Benevolent fund for members

√

B3. Structural Resources

B31 Laws and mandate

√B32 Processes and tacit routines

√

B33 Codified information and manuals

√B34 Organizational structure and link to operational plan

√

B35 Corporate Governance

√B36 Management Approaches—Flexible initiatives, efficiency of meetings

√

B37 Organizational culture and values

√B38 Compliance to EIZ Act

√B39 Teamwork

√

B310 Decision-making processes

√

B311 Performance evaluation system (Staff, Management and Board)

√

Table 5 Resource Analysis of EIZ

Table 6: Critical Issues and Possible Actions

Critical Issues

Possible Actions to address Issue

Low membership Base:

Low perceived value of EIZ membership

Raise awareness and incentives for membership

Strengthen relationship with potential Customers and Clients—Accreditation

Relationship with Service Providers—Firms and employers

Contractual Relationships (MoUs and Agreements) e.g. Employers

Low compliance by members and weak enforcement of sanctions

Weak in-service training for staff and

weak internal communication

Improve internal communication

and workplace incentives

Weak strategic location, publicity and presence in the country

Decentralize operations, network with partners and sign MoUs

Low awareness of EIZ Act

Improve public awareness of EIZ Act

Lack of own property, facilities centralized location

Mobilize resources to construct the HQ buildingDecentralise operations

Lack of benevolent fund for members Establish and grow the benevolent fund for members


04Chapter

4.0 Strategic Plan 2014-2018 for EIZ

The information presented in this chapter constitutes the Strategic Plan. It can be printed as a stand-alone booklet for distribution to stakeholders.

4.1 Vision

To be a world class professional institution that promotes best engineering practice and technological innovations

4.2 Mission Statement

To promote professional development; regulate training, practice and conduct of engineering and applied science, so as to enhance national productivity, improve quality of life and protect the environment for the benefit of society

4.3 Core ValuesOur Core Values are essential in maintaining and supporting the desired organizational Vision and Mission. They shall permeate the entire organization and influence EIZ staff behaviour and work culture, and deliver products and services to our clients. Our Core Values are Integrity, Transparency, Team Work, Innovation, Respect, Accountability and Professionalism. By these, we mean the following:

INTEGRITYWe shall institute internal consistency of actions, methods, measures and we shall observe zero-tolerance against corruption. We shall live by our promise.

TRANSPARENCYWe shall be open in all our dealings with our members and all other stakeholders.

TEAM WORKWe shall work with unity of purpose irrespective of our different roles in achieving our institutional objectives.

INNOVATIONWe shall create an environment that fosters creativity.

ACCOUNTABILITYWe shall remain totally accountable for all our actions.

PROFESSIONALISMWe shall follow best practice and exercise due care and diligence in the conduct of our day to day activities.

4.4 Strategic ObjectivesThe Strategic Objectives that will propel EIZ operations are rooted in the weaknesses and critical issues identified and tailored to address them. The seven strategic objectives shall be as follows:

Objective 1 Raise K50 million and construct a new EIZ headquarters building by 2016;

Objective 2 Achieve a membership growth of 25,000 and increase compliance level to 90 per cent of membership by 2018;

Objective 3 Develop, promote, maintain and improve appropriate standards of qualification in the engineering profession;


Objective 4 Develop, enhance and retain competent human capital at the EIZ secretariat;

Objective 5 Mainstream HIV/AIDS, safety, health, environment and quality, gender, and disability as cross-cutting issues in EIZ programmes;

Objective 6 Advise Government and industry on matters relating to the engineering profession;

Objective 7 Promote the general advancement of science, engineering, technology and allied disciplines; and

Objective 8 Foster value-addition as a tool for industrialization leading to sustainable national development.

4.5 Strategies and Actions

Appendix 5 is a detailed Logical Framework outlining for each Strategic Objective the following:

i. Expected Outcome for the Objective.

ii. SWOT identified.

iii. Actions needed to implement the Objective.

iv. The Key Performance Indicators (KPI) to determine if the actions are being undertaken.

v. The Means of Verifications for each KPI.

vi. The Critical Assumption made for the Actions carried out.

vii. The Driver or the Officer responsible for the ensuring that the Objective is met; and

viii. The timeframe within which to achieve each Objective.

The Strategic Actions for each objective are summarized below

OBJECTIVE 1: RAISE K50 MILLION AND CONSTRUCT A NEW EIZ HEADQUARTERS BUILDING BY 2016

1. Introduce a building levy on members;

2. Borrow funds from financial institutions;

3. Organize fundraising ventures;

4. Solicit Government funds;

5. Incorporate Special Purpose Vehicle (S.P.V) to facilitate fundraising for the

construction of the new EIZ headquarters;

6. Introduce new membership registration system (Database Management Information

System);

7. Appoint Project Manager; and

8. Procure construction contractor for HQ.


OBJECTIVE 2:

ACHIEVE A MEMBERSHIP GROWTH OF 25,000 AND INCREASE COMPLIANCE LEVEL TO 90 PER CENT OF MEMBERSHIP BY 2018.

1. Implement DMIS;

2. Register engineers, technologist, technicians, craftspersons and students through mobile and

targeted registration countrywide;

3. Open EIZ Registration Centers at TEVETA-registered training institutions in all provincial

headquarters through signing of MoUs;

4. Implement Information, Education and Communication (IEC) Strategy for membership

awareness;

5. Conduct CPD Forums and workshops for all categories of members;

6. Conduct onsite Compliance and Verification Inspections;

7. Conduct Joint Inspections with strategic industry partners;

8. Enforce penalties on defaulting non-compliant engineering professionals and organizations

directly without going through the court process (Develop regulations through an S.I. to

achieve the above);

9. Cancel membership of non-compliant members;

10. Prosecute defaulting non-compliant members; and

11. Enforce the Act to ensure that only qualified and registered engineering professionals supervise

infrastructural projects.

OBJECTIVE 3:

DEVELOP, PROMOTE, MAINTAIN AND IMPROVE APPROPRIATE STANDARDS OF

QUALIFICATION IN THE ENGINEERING PROFESSION

1. Accredit training Institutions;

2. Sign MoU's with TEVETA and other higher education authorities;

3. Get involved in the establishment of the engineering curriculum in engineering training

institutions; and

4. Admit properly qualified engineering professionals to EIZ as members.

OBJECTIVE 4:

DEVELOP, ENHANCE AND RETAIN COMPETENT HUMAN CAPITAL AT THE EIZ SECRETARIAT

1. Undertake performance appraisal of staff;

2. Develop and implement a Human capital Development Plan;

3. Review, enhance, encourage innovation and improve the existing staff motivation and reward

programme (bonuses, financial rewards, performance recognition, celebrate wider family,

corporate membership, wellness programme, work-life balance);

4. Introduce regular town hall meetings to open internal communication between staff and

management;

5. Conduct regular reviews of the human capital policies; and

6. Continue with team-building sessions for staff.


OBJECTIVE 5:

MAINSTREAM HIV/AIDS, SAFETY, HEALTH, ENVIRONMENT AND QUALITY, GENDER, AND DISABILITY AS CROSS-CUTTING ISSUES IN EIZ PROGRAMMES

1. Develop and implement an institutional policy on HIV/AIDS within the EIZ;2. Develop and implement an institutional policy on Occupational Health and Safety,

Environment and Quality (SHEQ);3. Develop and implement an institutional policy on gender and disability in EIZ;4. Establish an Integrity Committee in EIZ;5. Establish an EIZ Membership Benevolent Fund;6. Establish networks with other organizations dealing in HIV/AIDS, Gender and SHEQ; and7. Train EIZ staff in aspects of SHEQ.

OBJECTIVE 6:

ADVISE GOVERNMENT AND THE INDUSTRY ON MATTERS RELATING TO THE ENGINEERING PROFESSION

1. Engage appropriate Infrastructure report Card (IRC) consultant;2. Conduct IRC surveys and produce Infrastructure Report Card (IRC);3. Develop strategic partnerships with various institutions to ensure that only qualified and

registered engineering professionals are employed;4. Arbitrate in matters of engineering disputes; and5. Establish a library for EIZ members and the public.

OBJECTIVE 7:

PROMOTE THE GENERAL ADVANCEMENT OF SCIENCE, ENGINEERING, TECHNOLOGY AND ALLIED DISCIPLINES

1. Execute MoU with National JETS Office;2. Participate in JETS preparatory Committee;3. Conduct career talks in schools;4. Sponsor JETS programmes in schools;5. Award scholarships to students in universities and colleges;6. Sponsor performance awards in universities and colleges;7. Conduct CPD workshops and fora;8. Conducts skills competition for students in trade schools and people in industry;9. Conduct paperate competitions for students; and10. Develop strategic partnerships with engineering institutions to promote student attachment and

apprenticeship and skills transfer.

OBJECTIVE 8:

FOSTER VALUE ADDITION AS A TOOL FOR INDUSTRIALIZATION LEADING TO SUSTAINABLE NATIONAL DEVELOPMENT

1. Advocate incentives from Government: Such as loans, tax, transfer of technology for member

firms engaged in value addition;2. Lobby Government and international development institutions for increased finances towards

research and development focused in value addition;3. Conduct technology transfer events in collaboration with relevant partner institutions;4. Partner with National Technology Business Centre (NTBC) on business incubation for

emerging entrepreneurs;5. Conduct entrepreneurial skills events for EIZ members;6. Assist Government to identify critical areas for accelerated industrialization.


05Chapter

5.0 Institutional Arrangements

5.1 Structure and Governance Systems

The current organizational structure (Annex 6) of the EIZ seems suited to the implementation of the Strategic Plan. The merging of the EIZ and EngRB Secretariats has simplified the reporting systems. There is need to broaden and expand membership further in the Institution. The scope for expansion is especially high among technologists, craftspersons and technicians in the industry and training institutions. But a key intervention by EIZ should be enforcement of the provisions of the EIZ Act to make it mandatory for all professionals to register before practice. In order to encourage and retain members, the CPD programme should be increased.

The Secretariat has qualified, experienced and motivated staff who are capable of implementing the Strategic Plan and improve the standard of engineering in the country. Council should continue to improve their working conditions so that the staff retention is maintained.

5.2 Implementation, Monitoring and Reviews of the Plan

5.2.1 Implementation Road Map

In order that the Strategic Plan implementation is supervised effectively, The Chief Executive Officer is the Overall Driver of the Plan. The other drivers will be responsible for leading the implementation and annual reviews of the Plan for each objective. In this regard, EIZ plans to hold one review meeting every year in October, in readiness to submit a consolidated annual report and work plan and budget to the EIZ Council. The driver indicated for each action will be responsible for preparing the Review Report for the Annual Review Meeting, relying on the KPIs indicated.

5.2.2 Linking the Strategic Plan to Work Plans and Budgeting

The Strategic Plan shall provide the framework for organizing all annual operational activities in EIZ. The work plan and budget will be based on the Strategic Plan template, ensuring stability from Vision, Mission, Goals, Strategic Objective, up to the Action level. Each driver may decide to add sub-activities under each Action to clarify or adapt the plan to each work environment. The work plan will include an indication of total cost for each action. Appendices 1 to 3 show the planning, budgeting and reporting formats to link the Plan to these processes.

It is important for annual reviews of the Strategic Plan to be undertaken periodically to ensure that it is on track towards achieving validity and relevance of the critical assumptions made during the planning. The Strategic Plan should assure stability in the Vision, Mission Statement, Goal and Objectives over the plan period. However, it may become necessary to review these, including the actions and KPIs, depending on the drastic nature of the changes in the environment such as policy shifts. EIZ will analyze whether the changes in the environment necessitate modifications to the Vision, Mission Statement, Goal or Strategic Objectives or only the actions.


OutcomeSWOT Identified Actions KPI Target

Total Cost/ Budget

Comment or Notes

APPENDICES

Appendix 1: Quarterly and Annual Work plan Format

Objective:………………………Implementation Year …………Quarter…………………..

Driver ……………………

Expected Outcome

SWOT Identified Actions Inputs Quantity

Unit Cost

Total Cost Comment

Appendix 2: Detailed Budgeting Format

Objective:…………………………….

Budget Period …………………………….. Driver ……………………

Expected Outcome

SWOT Identified Actions KPI Target Achieved Comment on

Performance

Required modifications due to changes in environment

Appendix 3: Progress Report Format

Objective: ………………………………….. Implementation Year………

Quarter……….. Driver ……………………


Appendix 4: Progress on Implementation of 2009-2013 Strategic Plan

Key Result Area

Action/Indicator Baseline (2009)

Target 2013

Achievement (2013) Gap Analysis

1 Registration of all eligible engineering professions and allied disciplines1.1 Increasing membership base Increased 50 per cent1.2 Improve revenue collection Increased 450 per cent1.3 Monitor the qualification of engineering

practitioners

Low compliance

2 Enforcing Compliance for all engineering activities

2.1 Employ network of enforcing personnel

2.2 Recruit competent professional inspectors

Four

inspectors employed

2.3 Establish mechanisms and procedures for handling of reports of malpractices

Disciplinary committee established

2.4 Form strategic alliances with national, regional and district emergency management teams

Alliances established with SAFEO and SAICE

3 Enhancement of Engineering Training 3.1 Align accreditation towards national qualifications

framework such as TEVETA

Accreditation

Agreements signed with 6 training institutions

3.2 Undertake sponsorship for four students per year

Four students sponsored per year

3.3 Advocate the creation of more tertiary engineering

institutions and a Ministry responsible for higher Education

Not done

3.4 Advocate the movement of mandate to establish

universities from Ministry of Education to Ministry of Science, Technology and Vocational Training

Not done

3.5 Advocate the establishment of Chairs of engineering at Schools of Engineering/Technology to support activities to assist in quality training and production of engineering professionals

Not done

4 Enhancing Research4.1 Establish smart partnerships with national

institutions to undertake National Infrastructure First IRC expected in 2013

Report Cards every year4.2 Facilitate bi-annual needs assessment for

engineering human resource industry requirements in line with National Development Plans

Not done

4.3 Facilitate annual student paperate competitions One competition organized for CBU-UNZA

4.4 Support annual JETS programmes and promote wining projects

Partially done

5 Promotion of Engineering Profession5.1 Actualization of Continuous Professional

Development programme

Uptake by members has been low, but CPD events organized

5.2

Develop and support annual schools programme

for secondary and higher institutions of learning

Not done

5.3

Facilitate and hold engineering conferences, seminars and fairs

Several events organized

5.4

Establish at Secretariat an Engineering Library and Archive system

Established

5.5

Hold annual general meetings and symposia

AGMs held

5.6

Facilitate and give out achievement awards for EIZ members

Achievement awards given

5.7

Facilitate and recognize contributions and award achievement to any person who has contributed to the profession

Recognition awards given

5.8

Support the establishment of specialist or subject-focused, topical multi-disciplinary interest group or societies

Not done

6 Promote Value Addition in Industry 6.1 Establish two think tanks to advice and uphold links

to Government and industry

Mediate statements

issued but Think Tank not established

6.2

Form smart partnerships with industry to promote the creation of Industrialization Council

Not done

6.3

Promote the creation of Incubator Industry

for locally developed technologies for future development

Not done

7

Promote Interaction with other Professional Institutions

7.1

Hold two inter-professional meetings

to discuss issues of national

development

Not done

8

Participate in National Development

8.1

Promote community outreach programmes,

support and interactions

Not done

8.2

Participate in national fairs

Agriculture show attended

9

Interaction with other Engineering Bodies Worldwide

Done10

Development of Capacity at the Secretariats of EIZ and EngRB

10.1

Train members of staff in appropriate skills

Done

10.2

Establish disaster and emergency system for recovery of data

Done

10.3

Establish a unified database system for EIZ and EngRB and implement recommendations from the Information and Communications Consultancy

Done

10.4

Establish proposer record-keeping and document-handling

Done

10.5

Implement the human resources recommendations

Done

10.6

Increase circulation of the EIZ publications to 7000 copies

Partially done

10.7 Establish a standard to ensure quality production of EIZ publications

Not done

10.8 Establish and house the two Secretariats in one Headquarters facility

Done

10.9 Improve and upgrade the existing office infrastructure

Done

10.10

Establish two additional regions and acquire regional offices

Done

10.11

Recruit a librarian to establish and manage the library archive

Cancelled as not needed


Appendix 5: Logical Framework Matrix of EIZ Strategic Plan

OBJECTIVE 1:

RAISE K50 MILLION AND CONSTRUCT A NEW EIZ HEADQUARTERS BUILDING BY 2016.

Operational Efficiency

ImprovedVisibility

New revenue streams

Savings on rentals

Conducive environment

Adequate tools enabling EIZ members of staff to function

compromise of EIZ staff by soliciting donations from companies

Goodwill from Government

Introduce a building levy on members

Approval by general EGM membership

Minutes or Resolutions of EGM

Consent by membership

Finance and Administrative Manager

Q1 -2014 to Q4 -2016

Budget conference

Amount raised from building levy

Annual Report

FAM to submit

Borrow from financial institution

Loan approval

Signed loan agreement

FIs respond favourably

Amount borrowed from FIs

Signed loan agreement

Organize fundraising ventures

Amount raised from ventures

Annual Report

General public respond favourably

Solicit Government funds

Amount of grant disbursed

Backing sheet

GRZ responds favourably

Incorporate Special Purpose Vehicle (S.P.V) to

Number of tenants signing up

Signed contracts

Favourable response to private

Outcome SWOT IDENTIFIED

Actions Key Performance Indicators

Means of Verification

Critical Assumption

Driver Timeframe

Budget

potential and confirmed tenancy clients

placements

Amount raised from SPV arrangement

share certificate

Favourable response to the issue

Introduce new membership payment system (Data Management Information System)

New membership payment system installed and operational

Accounts records

ICT infrastructure in place

Appoint project Manager

Contract signed

Signed contract

Award contract Contract signed signed contract


Outcome SWOT Identified Actions Key Performance Indicators


Critical Assumption

Driver Budget

Increased Annual Revenue Income for EIZ

Broadened and enhanced professional networking among members ( exchange of ideas, knowledge ,information and linkages to opportunities)

Improved

Delays in processing of membership applications

Existence of the EIZ Act No.17 of 2010

Improved ICT Infrastructure

Creation of DMIS for improved management of membership information

Failure to prosecute non-compliant engineering professionals

Implementation of DMIS

DMIS operational

Printed membership certificates within the service charter of 10 days.

Operational DMIS and available logistical requirements.

Deputy Registrars

Q1 - 2014 to Q4 -2018

Budget conference

Register Engineers, Technologist, Technicians, Craftspersons and Students through mobile and targeted registration countrywide.

Number of members names enlisted on the membership register

Printed membership certificates within the service charter of 10 days.

Existence of unregistered engineering professionals who would meet the registration requirements and be able to pay subscription fees.Open EIZ

Registration Centers at TEVETA registered

Number of MoUs signed and number of members registered

and regulated (adherence to standards) practice of engineering in Zambia

&firms

Failure to capture other engineering professionals

Inadequate capacity to monitor engineering practice.

Low compliance levels to payment of subscription fees.

Lack of effective sanctions after suspension of members or defaulters

Enforcement of penalties increases compliance and finances.

training institutions in all provincial headquarters through signing of MoUs.

through the EIZ Registration Centersenlisted on the membership register

Implement Information, Education and Communication (IEC) Strategy for membership awareness

Number of IEC materials disseminated

IEC materials

Conduct CPD For a and workshops for all categories of members

Number of members trained

CPD Certificates issued and Training reports

Conduct onsite Compliance and Verification Inspections

Number of compliant members enlisted on the gazette and membership register

Signed and Filled Inspection Forms.

Inspections Conducted successfully

Conduct Joint Inspections with strategic industry partners

Enforce penalties on defaulting non compliant engineering professionals and organisations directly without going through the court process ( Develop regulations through an S.I. to achieve the above)

Number of non compliant members penalized

Letters penalizing the defaulters stipulating the charges and corresponding penalties

Penalties in form of fines paid by defaulting members

???

(Successfully drafted regulations and Statutory Instrument issued by Minister.)

Cancellation of membership of non-compliant members

Number of defaulters and non-compliant members’ certificates of registration cancelled

Cancelled membership and practicing certificate

EIZ Council through Engineering Board and MCPD Committee approves cancellation

Prosecute defaulting non-compliant members

Number of defaulters and non-compliant members prosecuted

Cases registered withthe courts of law

Enforce the Act to ensure that only qualified and registered engineering professionals supervise infrastructural projects

Number of Assessment conducted

Assessment Reports

Timeframe

OBJECTIVE 2:

ACHIEVE A MEMBERSHIP GROWTH OF 25,000 AND INCREASE COMPLIANCE LEVEL TO 90 PER CENT OF MEMBERSHIP BY 2018.


ExpectedOutcome

SWOT IDENTIFIED Action Plans Key Performance Indicators


Criticalassumption

Driver Timeframe

Budget

Competent and qualified members

No perceived value of being an EIZ member

Inadequate capacity to monitor engineering practice

Lack of positive publicity and recognition of performing engineers

Accredit training Institutions

Number of training institutions accredited

Accreditation certificates

Training institutions cooperate

Deputy Registrar

Q1 2014Q4 2018

Budget conference

Sign MoU with TEVETA and other Higher Education Authorities

Number of MoUs signed

Signed MoU

Involvement in the establishment of the engineering curriculum in universities

Number of curricular developed jointly

Approved curricular

Universities cooperate

Admit properly qualified engineers to EIZ as members

Approval by Deputy Registrars

Admission notification

Consent by the technical committee

OBJECTIVE 3:

DEVELOP, PROMOTE, MAINTAIN AND IMPROVE APPROPRIATE STANDARDS OF QUALIFICATION IN THE ENGINEERING PROFESSION.

OBJECTIVE 4:

DEVELOP, ENHANCE AND RETAIN COMPETENT HUMAN CAPITAL AT THE EIZ SECRETARIAT.

OUTCOME SWOT IDENTIFIED


Critical Assumption

Driver Timeframe

Budget

Ineffective internal communicationIneffective superior-subordinate interactionsLack of manpower development among the staffExistence of Secretariat (skills & competence) [Strengths]Staff turnover

Undertake performance appraisal of staff

Performance appraisal of all staff conducted

Performance appraisal report

Approval of appraisal reports by the Council


Every Q1 2014 to 2018

Training needs of staff identified

budget conference

Develop a Human Resources Development Plan

Training Plan developed

HRD Plan

Implement the HRD Plan,

Number of staff trained

Certificate of Attendance

Review, enhance, encourage innovation and improve the existing staff motivation and reward programme (Bonuses, financial rewards, performance recognition, celebrate wider family, corporate membership, wellness programme, Work-Life

Revised Reward System or policy

Staff Performance Appraisal Report

approved reward system by Council

Means of verification

·Enhanced and

retained

competent

human capital

· Improved Staff

morale and

productivity

and conducive

work

environment

·Improved

internal

communication

Performance

-based reward

system

based reward system

statistics and exit interview results

Balance)

Introduce regular town hall meetings to open internal communication between staff and management

At least two town hall meetings held every year

Minutes of the meeting

Openness from everyone

Conduct regular reviews of the Human Capital policies

Annual reviews conducted

Annual Report

Continue with team building sessions for staff

Number of sessions conducted

Session reports

Openness from everyone


OBJECTIVE 5:

MAINSTREAM HIV/AIDS, SAFETY, HEALTH, ENVIRONMENT AND QUALITY, GENDER, AND DISABILITY AS CROSS-CUTTING ISSUES IN EIZ PROGRAMMES.

Equal opportunity and conducive institutional environment

HIV/AIDS and Malaria prevalence affect productivity

Develop and implement an Institutional Policy on HIV/AIDS within the EIZ

Policy implemented Annual Report

Suitable expertise available

Approval by Council


Q1 2014 TO

Q4 2018

Budget

Develop and implement an institutional policy on Occupational Health and Safety, Environment and Quality (SHEQ)

Policy implemented

Annual Report

Approval by Council

Q1 2014 TO

Q4 2018

Develop and implement an Institutional Policy on gender and disability in EIZ

Policy implemented

Annual Report

Approval by Council

Q1 2014 TO

Q4 2018

Establish an Integrity Committee in EIZ

Committee established

Annual Report

Approved by Council

Q1 2014 TO

Q4 2018

Establish an EIZ Membership Benevolent Fund

Fund established Certificate of Registration

Support from membership

Q2 2014 TO Q4 2018

Establish networks with other organizations dealing in HIV/AIDS, Gender and SHEQ

MoUs signed

Signed MoUs

Partners cooperate

Q1 2014 TO Q4 2018

Train EIZ inspectors in aspects of SHEQ

All EIZ inspectors trained in aspects of SHEQ

Training report

Availability of Trainers

Q3 2014 TO Q4 2018

Establish an EIZ Membership Benevolent Fund

Fund established Certificate of Registration

Support from membership

Q2 2014 TO Q4 2018

Establish networks with other organizations dealing in HIV/AIDS, Gender and SHEQ

MoUs signed Signed MoUs Partners cooperate

Q1 2014 TO Q4 2018

Train EIZ inspectors in aspects of SHEQ

All EIZ inspectors trained in aspects of SHEQ

Training report

Availability of Trainers

Q3 2014 TO Q4 2018

Outcome SWOT IDENTIFIED



Critical Assumption

Driver Timeframe

Budget

OBJECTIVE 6:

ADVISE GOVERNMENT AND INDUSTRY ON MATTERS RELATING TO THE ENGINEERING PROFESSION.

Expected Outcome

SWOT IDENTIFIED

Action Plans KPI Means of Verification

Critical assumption

Driver Timeframe Budget

Enhanced character and status of the engineering profession

Introduction of Infrastructure report Card

Engage appropriateInfrastructure report Card (IRC) consultant

Approval by Procurement Committee

Procurement Committeeresolution

availability of qualified consultants

Deputy Registrar (s)

Q1 2014-Q4 2018

Budget Conference

Conduct IRC surveys and produce Infrastructure

Report Card (IRC)

IRC published

IRC Report Q1 2014-Q4 2018

4. Develop strategic partnerships with various institutions to ensure that only qualified and registered engineering professionals are employed

MoUs signed

MLGH

Buildings Dept

NCC

CEEC, etc

Signed MoUs

Willingness to execute by partners

Q2 2014-Q4 2018

Arbitrate in matters of engineering disputes

Number of disputes arbitrated

Annual Report Availability of appropriate arbitrators

Q1 2014-Q4 2018

Establish a Library for EIZ members and public

Library established

Library catalogues

Q1 2014-Q4 2018


Outcome SWOT Actions Key Performance Indicators


Critical Assumption

Driver Timeframe

Budget

Improved quality of life

Increased employment opportunities for engineering professionals

Growth of investments in the economy (mining, construction, agriculture)

Technological advancements

membership base growth

Goodwill from government

High unemployment

Advocate incentives from Government, such as loans, tax, transfer of technology for member firms engaged in value addition

Number of incentives provided for membership firms and professionals

Policy pronouncements by government

Good will from government and other international development institutions

Deputy Registrar (N)

Q1 - 2014 to Q4 -2018

budget conference

Lobby Government and international development institutions for increased finances towards research and development in value addition

Increased government financial allocation towards research and development

National Budgetary Allocation

Q1 - 2015 to Q4 -2018

Conduct technology transfer events in collaboration with relevant partner institutions

MoUs signed with National Technology Business Centre (NTBC), National Institute for Scientific and Industrial Research (NISIR)

Signed MoUs

Partner’s positive response

Q2 - 2014 to Q4 -2018

OBJECTIVE 7:

PROMOTE THE GENERAL ADVANCEMENT OF SCIENCE, ENGINEERING, TECHNOLOGY AND ALLIED DISCIPLINES.

OBJECTIVE 8:

FOSTER VALUE ADDITION AS A TOOL FOR INDUSTRIALIZATION LEADING TO SUSTAINABLE NATIONAL DEVELOPMENT.

and technology

industry Conduct paperate competitions for students

Number of competitions conducted and students participating

Develop strategic partnerships with engineering institutions to promote student attachment and apprenticeship and skills transfer

Number of MoUs signed

No. of Students attached

Expected Outcome

SWOT IDENTIFIED

Action Plans KPI Means of Verification

Critical Driver Timeframe

Budget

Improved standards of engineering practice

Improved engineering services and products

Low levels of interest by students and citizens in engineering professional careers at technologist, technician and crafts level

Failure to promote mathematics science

Execute MoU with National JETS Office

Approval by Council

Council resolutions

Council approves

Deputy Registrar (N)

Q1 2014 on-going

budget Conference

Participate in JETS preparatory Committee

EIZQuarterly ReportsConduct career talks in

schools

Number of talks and attendance

Sponsor JETS programs in schools

Number of programs sponsored

Sponsor scholarship to students in universities and colleges and in industry

Number of students sponsored

Sponsor performance awards in universities and colleges

Number of awards given

Conduct CPD workshops

number of workshops and attendance

Conduct CPD forum

Number of fora conducted

Conducts skills competition for students in trade schools and people in

Number of skills competitions conducted

assumption


and National Science and Technology Council (NSTC)

Partner with National Technology Business Centre (NTBC) on business incubation for emerging entrepreneurs

MoU signed with NTBC

Signed MoU Positive response from NTBC

Q2 - 2014 to Q4 -2018

Conduct entrepreneurial skills events for EIZ members

Number of events organized

Quarterly Reports

Availability of entrepreneurial experts

Q2 -

2014 to Q4 -

2018

Assist Government to identify critical areas for accelerated industrialization

Sign MoU with MCTI

Position papers

EIZ members in working groups

Signed MoU

Positive response from MCTI

Q2 -

2014 to Q4 -

2018

APPENDIX 5.1:

ATTENDANCE LIST FOR SENIOR MANAGEMENT, MANAGEMENT AND STAFF

OF EIZ - STRATEGIC PLANNING WORKSHOP: KARIBA GORGE REGIONAL

TRAINING CENTRE, 05-06 OCTOBER 2013

No. NAME POSITION EMAIL1 Mr. Henry Mwale Registrar [email protected]

2 Mr. Bright Nsongo Bwembya

Deputy Registrar - North [email protected]

3 Mr. Newton Zulu

Deputy Registrar -

South

[email protected]

4 Mr. Chalwe Mwale

Finance and

Administration Manager

[email protected]

5 Mr. Samson Kapufi

Finance and Administration Officer

[email protected]

6 Mr. Emmanuel Chanda

Compliance Inspector -

Lusaka

[email protected]

7 Mr. Sikute Shadreck Sankama


Lusaka

[email protected]

8 Mr. Leviticus Silungwe


Kitwe

[email protected]

9 Mr. Chitwa Mwansa Damian


Kitwe

[email protected]

10 Ms. Maiwase Zulu

Programme Officer (MCPD) -

Kitwe

[email protected]

11 Ms Beatrice Mukupa Mwaba

Programme Officer (MCPD) -

Lusaka [email protected]

12 Mr. Evans Mubanga Lumamba

Procurement Officer

[email protected]

13 Mrs. Mwansa Lwanga Chilatu

Communications Officer [email protected]

14 Mr. Mumba Kapumpa Consultant [email protected]

15 Mr. Patrick Chisanga Consultant [email protected]

16 Mr. Lewis M. Bangwe Consultant [email protected]


APPENDIX 5.2:

ATTENDANCE LIST OF THE COUNCIL AND SENIOR MANAGEMENT OF EIZ

STRATEGIC REVIEW WORKSHOP: CHAMINUKA LODGE AND SOUTHERN SUN

No. NAME POSITION EMAIL1 Eng. Bernard

ChiwalaPresident of EIZ [email protected]

2 Mr. Peter Kapala Vice President – Finance and Administration

[email protected]

3 Mr. George Sitali

Vice President PPRND

[email protected]

4 Mr. Francis Mwape

Vice President –

M&CPD

[email protected]

5 Mr. Edward Zulu

Chairperson –

EIZ Northern Region

[email protected] Mr. William K.

Mulusa

Chairman –

Southern Region

[email protected]

7 Mr. Mate Maliselo

Engineering Units Representative

[email protected] Mr. Duncan

Ngoma

Technologist Representative

[email protected]

9 Mr. Emmanuel Nswana

Technician Representative

[email protected]

10 Mr. Field K. Simwanda

Crafts Person Representative

[email protected]

11 Mr. Kaliwile Mwenya

Male Student Representative -

UNZA

[email protected]

12 Ms. Chilufya Chitindi

Female Student Representative - UNZA [email protected]

13 Mr. Henry Mwale Registrar [email protected] Mr. Br ight

Bwembya

Deputy Registrar -

North

[email protected]

15 Mr. Newton Zulu

Deputy Registrar -

South

[email protected]

16 Mr. Chalwe Mwale

Finance and

Administration Manager

[email protected] Mr. Rex Kalangu

Technical Officer

[email protected] Mr. Mumba

Kapumpa

Consultant

[email protected]

19 Mr. Patrick Chisanga

Consultant [email protected]

20 Mr. Lewis Bangwe Consultant [email protected]


AP

PE

ND

IX 6

: E

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