JUNE, 2020
STRATEGIC PLAN
2020/21-2024/25
TABLE OF CONTENTS
LIST OF TABLES .............................................................................................................................................................................................. II
LIST OF FIGURES ..........................................................................................................................................................................................III
LIST OF ACRONYMS .................................................................................................................................................................................. IV
MESSAGE FROM THE CHAIRMAN OF THE BOARD ..........................................................................................................V
EXECUTIVE SUMMARY ........................................................................................................................................................................... VI
1.0 INTRODUCTION ........................................................................................................................................................................................1
11 T P .................................................................................................................................................................................1
11 C R.......................................................................................................................................................... 2
12 S S P ................................................................................................................................. 2
13 T M F NBRB .....................................................................................................................3
2.0 STRATEGIC PLANNING PROCESS ......................................................................................................................................4
3.0 STRATEGIC CONTEXT ................................................................................................................................................................... 6
31 I ...................................................................................................................................................................................... 6
32 S M ................................................................................................................................................................ 6
33 PESTEL SWOT A .................................................................................................................................................. 7
3.3.1 Low Levels of Compliance with the Regulatory Framework ........................................................ 7
3.3.2 Inadequate Capacity of Local Authorities to exercise Building Control .............................. 8
3.3.3 Need for Partnerships .................................................................................................................................................8
3.3.4 Inadequate Capacity at NBRB for Effective Regulation of Building Control...................9
3.3.5 Need for Research and Development ............................................................................................................ 9
4.0 STRATEGIC DIRECTION: 202021202425 ................................................................................................................... 10
41 S F ............................................................................................................................................................... 10
42 S O S ........................................................................................................................11
5.0 IMPLEMENTATION OF THE STRATEGIC PLAN ....................................................................................................... 18
6.0 CRITICAL SUCCESS FACTORS .............................................................................................................................................25
7.0 RISK MANAGEMENT .................................................................................................................................................................. 26
8.0 RESOURCES FOR THE STRATEGIC PLAN ..................................................................................................................27
81 H R ...................................................................................................................................................................27
82 F P .........................................................................................................................................................27
9.0 MONITORING AND EVALUATION .................................................................................................................................... 28
10.0 APPENDICES ................................................................................................................................................................................... 29
101 PESTEL A ....................................................................................................................................................................... 29
102 SWOT A............................................................................................................................................................................. 30
103 NBRB O S .................................................................................................................................31
104 S F P...........................................................................................................................32
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LIST OF TABLES
Table 1: Results of Stakeholder Mapping ................................................................................................................................... 6
Table 2: Strategic Plan Implementation Matrix .................................................................................................................. 18
Table 3: Risk Factors, Level and Mitigation Measures .................................................................................................... 26
Table 4: PESTEL Analysis of the Building Industry .......................................................................................................... 29
Table 5: SWOT Analysis of NBRB ....................................................................................................................................................30
Table 6: NBRB’s Strategic Plan Budget for the period 2020/21-2024/25 .........................................................32
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LIST OF FIGURES
Figure 1: NBRB’s Strategic Framework 2020/2021-2024/2025 ..................................................17
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LIST OF ACRONYMS
ES: Executive Secretary
GDP: Gross Domestic Product
GoU: Government of Uganda
M&E: Monitoring and Evaluation
MDAs: Ministries, Departments and Agencies
MoWT: Ministry of Works and Transport
NBRB: National Building Review Board
NDP: National Development Plan
PESTEL: Political, Economic, Social, Technological, Environmental and
Legal
PWDs: Persons with Disabilities
SO: Strategic Objective
SWOT: Strengths, Weaknesses, Opportunities and Threats
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MESSAGE FROM THE CHAIRMAN OF THE BOARD
It is with great pleasure that I forward the maiden Five year
strategic plan (2020/21-2024/25) of the National Building
Review Board (NBRB). The plan has been developed to provide
an overarching framework for implementing the Building
Control Act, 2013.
The Plan unveils the strategies to achieve our vision as well as
communicates our quest to achieve excellence and disrupt
the status quo, not only in the way the built environment in
Uganda operates, but in the impact we have on the building
industry in general. The envisaged outcome of our five-
year journey is a safe, quality, sustainable and friendly built
environment.
I wish to thank all those who contributed to the development of the Strategic Plan. My
initial appreciation goes to the representatives from professional associations/bodies;
Ministries, Departments and Agencies (MDAs); and local authorities who participated in
the stakeholders’ consultative meetings and provided vital information that informed
the strategy. I would also like to thank the Secretariat headed by the Acting Executive
Secretary, Eng. Flavia Bwire, for coordinating the strategic planning process; the Consultant,
Dr. Lazarus Nabaho, for supporting the Board in developing this plan; and the Strategic
Planning Committee of the Board for overseeing its development.
Finally, I call upon all the stakeholders to support the implementation of the strategic plan
as we work towards bettering Uganda’s built environment.
Arch. Enoch Kibbamu
Board Chairperson
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EXECUTIVE SUMMARY
Prior to the enactment of the Building Control Act, 2013, the Public Health Act, 1935 that
governed the built environment in Uganda had become somewhat obsolete. The rising
cases of collapsing buildings is an epitome of weak enforcement provisions, inadequate
national coverage, insensitivity to the needs of Persons with Disabilities (PWDs) and
unresponsiveness to the changes in the building landscape. The Building Control Act
takes precedence over the old regulatory regime and provides a stricter law with effective
deterrents.
As an Agency of the Government of Uganda (GoU) under the Ministry of Works and
Transport (MoWT), the National Building Review Board (NBRB) was established by the
Building Control Act, 2013 to “promote and ensure planned, decent and safe building
structures that are developed in harmony with the environment.”
This Strategic Plan unveils the strategies to achieve NBRB’s vision over the next five years
(2020/21-2024/25), and communicates her quest to achieve excellence and disrupt the
status quo, not only in the way the built environment in Uganda operates, but in the impact
it should have on the building industry in general.
The content of this Strategic Plan is presented in nine concise chapters. Chapter I lays the
preamble, the context and the rationale, and the mandate and functions of the NBRB.
Chapter II describes the Strategic planning process while the strategic context, including the
stakeholders mapping, PESTEL and SWOT analysis is given in Chapter III. Chapter IV gives
the NBRB’s strategic direction 2020/21-2024/25 organized around the strategic foundation,
and the strategic objectives and strategies. The road map to the implementation of this
strategic plan is detailed in Chapter V, while Chapter VI elaborates on the critical success
factors and Chapter VII assesses the attendant risks and risk mitigation measures. Chapter
VIII dwells into the Human and Financial resources for the implementation of the strategic
plan, while the monitoring and evaluation framework is detailed in Chapter IX.
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1.0 INTRODUCTION
1.1 The Preamble
The National Building Review Board (NBRB, hereafter) was established by the Building
Control Act, 2013 as an agency of government under the Ministry of Works and Transport
(MoWT) “to promote and ensure planned, decent and safe building structures that are
developed in harmony with the environment.”
NBRB with the support of the MoWT presents her maiden Five year Strategic Plan for
2020/21-2024/25 (SP hereafter). It provides a blue-print through which NBRB envisages
to fundamentally transform the built environment in Uganda and to be relevant in the
building industry. NBRB’s strategic direction is underpinned by the idea that the building
industry of the future will be very different from the ideals and methodologies of today.
Moreover, mindful of a plethora of challenges the built environment currently experiences
and the rapidly changing building landscape (such as new construction processes and
methods), NBRB has to be innovative, including, among others, seeking opportunities
to transform the built environment. The anticipated outcome of this five-year efforts is a
planned, decent, safe and sustainable built environment - aptly summarized in the slogan:
“Safe Building, Better Living.”
The Plan unveils the strategies to achieve NBRB’s vision as well as communicates her quest
to achieve excellence and disrupt the status quo, not only in the way the built environment
in Uganda operates, but in the impact it should have on the building industry in general.
This five-year strategic direction is underpinned by the notion that the built environment
of today must be better than that of yesterday and the one of tomorrow must be better
than that of today. The NBRB is therefore predisposed to continuous improvement in the
building industry.
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1.2 Context and Rationale
The construction sub-sector, to which the building industry is an integral part, is among
the key growth drivers of the Ugandan economy. In addition to providing homes to the
population, the industry provides the necessary infrastructure to other sectors inform
of office accommodation and utilities like class rooms hospitals, courts, stores and
manufacturing industries. The building industry sector further supports industries and
suppliers of building materials. it provides employment to a wide range of skilled and
unskilled labor as well as experts and professional engineers, surveyors and architects.
The sector therefore contributes significantly to the economy resulting in better business,
enhanced health and reduction of crime. In the five years to 2018/2019, its contribution to
Gross Domestic Product (GDP) averaged 5.7 percent, reaching highs of 6.6 percent of GDP
in 2018/2019 alone, while in 2017, it contributed the bulk of private sector jobs at 40 percent.
It is upon this premise that infrastructure development is regarded as an enabler to drive
Uganda to middle income status and is as such featured as a priority area in Vision 2040.
Among others, Vision 2040 pictures a Uganda with improved infrastructure - multi- lane
paved roads, rail network, and airports, and world-class schools and hospitals – making a
“building” part and parcel of this envisaged economic transformation.
It is worth noting that the National Development Plan [NDP] III (2020/21-2024/25), which
is aligned to Vision 2040, is Uganda’s development blue-print to which the strategic
plans of Ministries, Departments and Agencies (MDAs) ought to be aligned. Chapter 15
on Sustainable Urbanization and Housing, and the global agenda 2030 for sustainable
development and the African Agenda 2063 advocates for a well-planned and managed
urbanization and housing as a force for sustainable development. Accordingly, the Uganda
Vision 2040 seeks to invest in better urban systems to enhance productivity, liveability, and
sustainability (Government of Uganda, 2020, p.150). The NBRB contributes to the realization
of the aspiration of sustainable housing as stipulated in NDPIII in two important respects:
(a) strengthening the enforcement mechanisms of approval of plans and quality assurance
and inspection of buildings; and (b) promoting certification and adherence to building
standards. These interventions are as well echoed in the Ministry of Works and Transport
(MoWT) Strategic Plan (2015/2016-2019/2020).
Therefore, it’s imperative to effectively have regulation of the construction sub-sector to
ensure that it contributes to Uganda’s growth in an orderly manner. This maiden Five
year strategic plan (2020/21-2024/25) aligns to the aspirations in Vision 2040 and NDP III
regarding the construction sub-sector in general and the building industry in particular.
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1.3 The Mandate and Functions of the NBRB
The built environment in Uganda has time immemorial been regulated under the Public
Health Act, 1935. However, prior to the enactment of the Building Control Act, 2013, the laws
above relating to erection of buildings were somewhat inadequate, with weak enforcement
provisions, and did not cover the entire country; were not sensitive to the needs of Persons
with Disabilities (PWDs); and were unresponsive to the changes in the building landscape
such as the evolution of new standards and technologies. As a result of the shortcomings
associated with the pre-2013 building regulatory regime, cases of collapsing buildings as
a result of shoddy work, lack of effective supervision by professionals and un-approved
building operations resulted in fatal accidents, loss of property and social stress. The
Building Control Act was intended to cure the ills of the old regulatory regime by providing
a stricter law with effective deterrents.
The NBRB as a building control agency exercises its functions through a Board assisted
by the Secretariat which was established in March 2019. The Board comprises 16 members
who are drawn from the MDAs and Local Governments; professional bodies and/or
associations in the built environment (Architects Registration Board/Uganda Society of
Architects, Engineers Registration Board/Uganda Institution of Professional Engineers and
Surveyors Registration Board/Institution of Surveyors of Uganda); trade unions; and the
private sector. The Executive Secretary is the head of the Secretariat and Chief Executive
Officer of the Board.
The functions of the NBRB, as stipulated in Section 9 of the Building Control Act include:
(a) to monitor building development;
(b) to ensure that the design and construction of buildings and utilities to which the
public is to have access cater for PWDs;
(c) to oversee, inspect and monitor the operations of Building Committees;
(d) to prepare and submit to the Minister, reports relating to any matter under this Act,
as the Minister may require;
(e) to hear and determine appeals from persons who may be dissatisfied with the
decisions of a Building Committee;
(f) to determine the fees to be charged by urban and district building committees for
approval of plans, issue of building and occupation permits; and
(g) to perform any other function conferred on it by [the] Act.
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2.0 STRATEGIC PLANNING PROCESS
This strategic plan was formulated through a participatory process. The process started
during mid-2019 with a stakeholder mapping – leading to identification of the critical
stakeholders: professional bodies/associations in the built environment; local authorities;
MDA’s and the academia. Thereafter, NBRB scheduled consultative meetings with each of
these categories of stakeholders.
The maiden consultative meeting happened on September 17
th
2019 with the professional
bodies/associations in the built environment and the academia. The latter, at the meeting,
was represented by the academic Engineering and Architecture faculties of Makerere
and Kyambogo Universities. The former, for professional bodies and/or associations had
members of the Engineers Registration Board (ERB); the Architects Registration Board
(ARB); the Surveyors Registration Board (SRB); the Uganda National Association of Building
and Civil Engineering Contractors (UNABCEC); the Uganda Institute of Physical Planners
(UIPP); the Uganda Society of Architects (USA); the Institute of Surveyors of Uganda (ISU); the
Uganda Institute of Professional Engineers (UIPE); the National Association of Professional
Environmentalists (NAPE); and the Association of Real Estate Agents (AREA).
A meeting with representatives of local authorities, for Kampala, Wakiso, Buikwe,
Entebbe and Mukono (purposely selected because these are a host to over 60 percent
of the building in Uganda) was held on 18
th
September 2019. And, finally, was a meeting
with representatives of the MDAs on September 19
th
2019. These included the Ministries
Consultative meeting in progress at NBRB
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of Works and Transport; Energy and Mineral Development; Gender, Labour and Social
Development; Lands, Housing and Urban Development; and Local Government. Among
the government agencies, the meeting was attended by representatives of National Water
and Sewage Corporation (NWSC); Electricity Regulatory Authority (ERA); UMEME, National
Environmental Management Authority (NEMA); Uganda Investment Authority (UIA) and
the Uganda National Bureau of Standards (UNBS).
In setting the stage, each consultative meeting was opened by the Chairperson of the
Board, while the Secretary to the Board made a presentation of the Building Control Act, 13.
During the meetings, the purposefully selected stakeholders identified the opportunities
and threats to the NBRB in respect of the implementation of the Building Control Act, 2013;
the political, economic, social, technological, environment and legal (PESTEL) factors which
are likely to affect the implementation of the Act either positively or negatively. Finally, a
stakeholders’ mapping was also conducted with a view to identifying the stakeholders and
their level of influence. The outcomes of the process described above informed the pillars
of the strategic plan, the strategic objectives, the strategies and the attendant activities.
Finally, face-to-face interviews were held with key staff in the MoWT who included, among
others, the Permanent Secretary and the Commissioner, Department of Public Structures.
Meeting between the Board and the Minister of works and transport Gen. Katumba-Wamala
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3.0 STRATEGIC CONTEXT
3.1 Introduction
As noted above, the process leading to this strategic plan began with the stakeholders
mapping. This was intended to identify the critical stakeholders, their expectations from
NBRB, and also NBRB’s expectations from them (see Table 1). A situational analysis of
the NBRB was then undertaken to unearth the Political, Economic, Social, Technological,
Environmental and Legal (PESTEL) factors that have the potential to impinge, either
positively or negatively, on the implementation of the strategic plan. In addition, the
Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis was undertaken, the
results of which informed the strategic plan.
3.2 Stakeholders Mapping
Table 1 presents the key stakeholders in the building industry in Uganda and their
expectations from NBRB. It also includes NBRB’s expectations from the same stakeholders.
Table 1: Results of Stakeholder Mapping
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3.3 PESTEL and SWOT Analysis
A rising from the situational analysis laid out in appendices 10.1 and 10.2 are key strategic
issues. These included: low levels of compliance with the regulatory framework and
inadequate capacity of local authorities to exercise building control. Other key strategic
issues were: inadequate capacity at NBRB for effective regulation of building control; the
need for partnerships, and research and development (R&D). These strategic issues lie at
the heart of the strategic objectives of NBRB’s strategic direction (detailed in Chapter 4)
and are crucial in the delivery of her mandate. In what follows, these key strategic issues
are discussed in detail.
3.3.1 Low Levels of Compliance with the Regulatory Framework
Perhaps a single major concern that has engulfed Uganda’s built environment over the
years is the rampant building accidents. This, however, is not entirely surprising. Information
available suggests that this is a recipe for low levels of compliance with the built environment
regulatory framework - buildings which do not meet the regulatory standards. The findings
of the Department of Public Structures in the MoWT corroborates this narrative. Driven by
the need to ascertain the level of compliance with existing regulations, the Department,
over the years, has routinely carried out inspections of on-going construction sites across
the country. The Departments’ documented findings indicate that the level of compliance
is at a paltry 40 percent. This suggests, in part, that the degenerating standards and the
increase in construction and fire accidents, as has been and continue to be seen today, is
not unexpected. It also suggests that the level of adherence to and enforcement of existing
laws is at best patchy.
Different views of the collapsed structure at plot 53 Ghokale Street Jinja Municipality
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3.3.2 Inadequate Capacity of Local Authorities to exercise Building Control
The Building Control Act, 2013 was commenced in April, 2018 leading to the establishment
of the National Building Code, 2019 and the Building Control Regulations, 2020. While the
new legal regime introduces order in the building industry, section 28 of the Act establishes
building committees at each district and urban authority with the mandate to ensure
compliance with the Act. However, the fact that members of the Building Committee
are drawn from the staff at the local authorities, this is problematic for two reasons. First,
they are not necessarily familiar with the new legal framework governing building control.
Second, this is an assignment they execute as a secondary duty.
Cognizant of the aforementioned, the Act established the office of the Building Control
Officer to support the building committees in exercising their functions. However, local
authorities do not have the ability to attract and retain personnel with appropriate skills in
the short run until an appropriate wage bill is availed. To overcome this, section 50 of the Act
permits the person(s) who have been responsible for building control in the local authorities
to continue doing so until a substantive office bearer is employed. Nonetheless, these
will still require capacity building in the new legal framework if they are to appropriately
implement the Act.
3.3.3 Need for Partnerships
The saying that “we are greater than the sum of our parts” comes to bear in scenarios like
this when every stakeholder has a part to play towards a common goal – a better built
environment. As detailed above, the stakeholder mapping identified a range of strategic
stakeholders pertinent to the NBRB’s success in bettering the built environment in
Uganda. It is envisaged that this partnership shall involve mutually beneficial exchange of
knowledge and resources.
Collaborative meeting between NBRB and professional bodies
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3.3.4 Inadequate Capacity at NBRB for Effective Regulation of Building Control
The NBRB is still at a nascent stage, having been inaugurated only recently – on October
2
nd
, 2018 to be specific. Part III of the Act establishes a secretariat headed by the Executive
Secretary to carry out day-to-day operations of the NBRB. However, at the time of drawing
this plan, the NBRB was yet to constitute the secretariat save for an Ag. Executive Secretary
who is on secondment by the MoWT. Moreover, NBRB has suffered financial starvation
since her inauguration, making implementation of the Act and by extension, execution
of her mandate somewhat untenable. Nonetheless, it could be too early for this to pose a
challenge, although by and large, the NBRB secretariat should be appropriately resourced
soonest.
3.3.5 Need for Research and Development
In accordance with the Act, NBRB advises the Minister on matters in the building sector
including prohibiting and accepting new methods and materials. Such advice holds if it is
based on research. Moreover, as an oversight agency, NBRB is posed to generate a large
volume of information. However, this could be wasted effort if it is not properly utilized and
converted into useful knowledge for system improvements. To NBRB, it is an opportunity
to use research derived approach in problem areas and to generate and customize new
knowledge that addresses contemporary challenges in the building industry.
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4.0 STRATEGIC DIRECTION: 2020/21-2024/25
This section articulates NBRB’s strategic direction based on the pillars of the strategic plan
that have been articulated in Section 3 above.
4.1 Strategic Foundation
NBRB’s foundation which will remain unchanged over the next five years is highlighted
below:
(a) Vision
A well-planned, decent and safe built environment
(b) Mission
To promote and ensure planned, decent and safe building structures that are developed in
harmony with the environment
(c) Slogan
Safe Building, Better Living
(d) Core Values
Professionalism
NBRB commits to exhibit and adhere to the highest possible professional standards in all
her undertakings as would be expected of a national building control body.
Integrity
Staff of the NBRB shall conduct themselves with utmost honesty and transparency in all
their dealings with the stakeholders in a manner that promotes and upholds the image
of the NBRB among her internal and external publics. Our staff shall at all times detest
compromises for the benefit of the society, uphold strong moral principles, and will be
authentic in pursuit of NBRB’s mandate.
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Trust
The NBRB believes that actions speak louder than words. The institution of the NBRB shall
therefore strive to act in a manner that builds trust with her stakeholders.
Accountability
The NBRB shall be accountable to the various stakeholders in the built environment and
also take responsibility for her own actions.
Responsiveness
The NBRB shall endeavour to be responsive to both internal and external feedback and
changes within the operating environment; and to respond to threats to building operations
and feedback provided on all her core functions.
Excellence
The NBRB shall endeavour to promote quality and excellence in the built environment,
and to promote service excellence.
4.2 Strategic Objectives and Strategies
4.2.1 SO1: To enhance compliance with the regulatory framework for building control in
Uganda for safe Building operations
Uganda’s building control regulatory framework comprises the Building Control Act (2013);
the National Building Code (2019); and the Building Control Regulations (2020). Over the
medium-to-long term, the NBRB is committed to changing Uganda’s building landscape
by promoting safe building operations through enhancing stakeholders’ compliance with
the current regulatory framework for building control.
The NBRB hopes to cause this transformation through a raft of measures, including:
strengthening the enforcement mechanisms of the approval of building plans and actual
inspection of buildings under construction and in occupation; and promoting adherence
to Building Standards and the Building Code. Furthermore, the NBRB will ensure that
the Building Committees are not only in place, but are functional, and will advocate for
the recruitment of enough Building Control Officers to match the level of development
in the country. These measures – aimed at ensuring strict compliance with the regulatory
framework are expected to change the status quo from the mentality of “business as usual”
within some sections of the community to achieve the aspirations of the Building Control
Act, 2013.
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Strategies
In an effort to enhance compliance with the regulatory framework for building control in
Uganda, the NBRB shall deploy the following strategies:
1. Strengthen compliance and enforcement of building control regulation. The
NBRB is poised to develop, deploy and maintain a computerized Building Industry
Management System (BIMS). This shall be deployed in a phased manner, over the
duration of this strategic plan, in all districts and urban authorities in the country -
starting with a pilot sample of 20 (including the new cities), followed by 100, 173, 173,
and 200, respectively. This in a way provides a one-stop shop for investors who wish
to invest in the building construction sector, which ultimately improves the ease of
doing business in the country.
2. The NBRB is also developing a register for all Built Environment Professionals and
Operators (BEPOs). Leveraging on her partnership with the relevant professional
associations and regulatory bodies, the NBRB shall consolidate information
regarding BEPOs for ease of access for developers. It should be noted that there
are various professional associations and regulatory bodies bringing together vast
practitioners in the built environment, each with differing code of conduct for any
one construction site. The NBRB therefore intends to work with the relevant bodies
to harmonize these codes of conduct and provide a platform where the professionals
can associate and form a formidable grouping that can compete for the locally
available projects.
3. Promote adherence to the regulations to ensure quality building developments.
The NBRB is to ensure that Building Committees - mandated to ensure compliance
with the Building Control Act, 2013 at the local authorities are operationalized.
Appeals and sanctions framework shall be developed, building developments shall
be regularly inspected and compliance audits of the building committees shall be
conducted. This is to ensure that building committees and building control officers
offer services in strict adherence with the Act.
Investigative Interview with a design architect in progress
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4.2.2 SO2: To augment the capacity of local government to exercise the building control
function effectively.
Under the Building Control Act, 2013, the NBRB is expected to oversee, monitor and inspect
the operations of the Building Committees-themselves established under Section 28 of
the same Act. However, anecdotal evidence shows that the current Building Committees
are short of the requisite capacity to fully implement the existing regulatory framework
for building control. The NBRB therefore feels compelled to augment the capacity of local
governments to exercise (through the Building Committees and Building Control Officers)
the functions that are stipulated in the Act. Beyond the capacity supportive role, the NBRB
will need to lobby for better funding of local authorities, and source for external assistance
to develop the capacity of local authorities.
Strategies
In undertaking this capacity supportive role to the local governments, the NBRB is set to
achieve this through the following strategies:
1 Enhancing the competencies of Building Committees and Building Control Officers.
In accordance with Reg. 41(2)(b) of the Building Control Regulation, 2020, the
NBRB shall design and implement training programmes for Building Committees.
Additionally, the NBRB shall source for technical assistance to develop the capacity
of local authorities and facilitate inter-local government studies for Building
Committees. Commencement of the Act brought in a new legal regime that most
implementers seem not to be familiar with as yet. As such the NBRB thinks it
appropriate to train the implementers of the law-in part to ensure the intending
developers receive a seamless service.
2 Scale up and improve operational tools and frameworks for Building Committees.
Effective and efficient building control in the local authorities will be dependent
on the tools the building committees are facilitated with. The NBRB therefore shall
provide Committees with the Standard Operating Procedures (Guidelines and
Manuals) necessary to execute their mandate.
3 Ensure adequate mobilization and appropriation of funds for building control in
local authorities. Before the commencement of the Act, each district and urban
authority determined their own fees for the approval of building plans. The result
of this uncoordinated troops has been the variations in fees charged for the same
service. Moreover, despite of the payments of the approval fees, developers have, in
addition, been coerced in a great majority of cases to facilitate the inspectors to carry
out their duties in cases of emergency. In the lenses of the NBRB, such practices
are unacceptable as they only increase the cost of doing business. Additionally
it creates breeding grounds for corruption and compromises the integrity of the
building committees and building control officers. To this end, the NBRB will
henceforth determine the fees structure to be charged by urban and district building
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committees for approval of plans and issuance of building and occupation permits
in accordance with s. 9 (f) of the Act. Streamlining the structure of fees should be
able to lower the cost of doing business, encourage more developments and create
more jobs in the building industry.
4.2.3 SO3: To promote mutually beneficial partnerships with stakeholders and the
community to achieve the vision of the NBRB.
Over the medium term, the NBRB hopes to cultivate new partnerships while strengthening
the existing ones, and engaging stakeholders in the built environment. In particular, the NBRB
shall, in partnership with the academia, develop and invest in research and development in
innovative technologies to avail affordable and environment friendly building standards to
the public. The other partners in this struggle, include the international organisations that
support the building industry, local governments, aid agencies and professional bodies/
associations, the police, contractors, and the developers.
Strategies
In cultivating new partnerships while harnessing the existing ones, and engaging
stakeholders in the built environment, the NBRB hopes to engage the following strategies:
1. Establish partnerships with private and public sector groups in a mutually beneficial
manner on matters pertaining to building regulation and control. As noted earlier,
the built environment has various stakeholders, differentiated in interests and/or
mandates, but collectively contributing to an effective building control, subject to
coordination. The NBRB therefore intends to forge partnerships that will coordinate
and consolidate the efforts of all key players towards effective building control.
2. Strengthen community engagement to ensure awareness about safe building and
better living. The NBRB shall develop community engagement platforms such as
provision and maintenance of the NBRB toll free hotline for filing of complaints and/
or pleasantries, whistleblowing or request for information. It will also set up all-time
team of technocrats to attend to developer requests as they come in. This, together,
should raise public awareness of the importance of a safe built environment.
4.2.4 SO4: To strengthen the capacity of the NBRB for efficient and effective service
delivery.
Effective implementation of the Building Control Act begins with the NBRB. It is therefore
imperative to set up an institutional framework for operationalising the Act. This objective
hinges on ensuring that the NBRB is an efficient and effective building control regulator
that delivers quality services, and proactively responds to rapid changes and operational
challenges in the built environment.
Over the medium term therefore, the NBRB shall prioritise recruitment and retention of
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requisite staff to support her operations, enhance staff competences and provide an enabling
environment to unlock the potential of her staff. Furthermore, the NBRB is envisaged to: (a)
become a financially sustainable building regulator; (b) optimise the utilisation of financial
resources; (c) establish strong governance and management systems; and (d) develop and
maintain a robust and reliable ICT infrastructure.
Strategies
Attaining this objective shall leverage on a number of strategies:
1 Establish strong governance and management systems. The NBRB understands how
strong corporate governance is to achieving the aspirations contained in this plan.
An important activity therefore is to map critical policies, systems and procedures to
ensure that the NBRB has all tools necessary to execute her mandate. In addition,
the NBRB shall operationalize a monitoring and evaluation system, establish a
robust performance management system, and develop a Board and Client charter -
with the aim to ensure the aspirations of this strategic plan are achieved.
2 Strengthen the human resource capacity. Efficient and effective service delivery in
the building industry aspired of the NBRB will require strengthening of the processes
and systems. This shall be achieved through a multiplicity of actions, including
recruitment of high caliber staff, capacity development of staff through continuous
professional trainings, procurement of goods and services, management and
maintenance of adequate office space, facilities, tools and equipment to support
her operations. Already, the NBRB has approved an organization structure of 95
members of staff to be recruited over a 7 year period, but depending on the need
and availability of resources.
3 Ensure financial sustainability of the NBRB. S. 20 of the Act stipulates that the NBRB
shall be funded from money appropriated by Parliament, grants, gifts or donations
from the Government or other sources made available to her with the approval of
the Minister responsible for finance and fees charged for services rendered by the
NBRB under the Act. The NBRB will therefore lobby government for funding and
levy fees on services she will offer.
4 Strengthen communication with stakeholders. The NBRB shall develop a
communication strategy aimed at ensuring effective communication with all her
stakeholders. In addition, the NBRB shall maintain an interactive website, social
media platforms, and an aggressive media presence in order to create general
public awareness of the new legal regime in order to improve the built environment.
5 Maintain a robust and reliable ICT infrastructure. The NBRB shall leverage on
technology to optimize utilization of resources and improve efficiency. As a regulator,
the NBRB will set in place information and data collection systems/ mechanisms,
analyze inputs from stakeholders and provide intelligence to internal and external
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stakeholders to make informed decisions through technology. It also hopes to set
up a Local Area Network (LAN), broadband and Wi-Fi connectivity and a centralized
data archival system.
4.2.5 SO5: To promote building industry knowledge generation and translation into
products and services.
The NBRB acknowledges the role of R&D in the development of the building industry
in Uganda. Research provides evidence for decision making and further leads to the
development of innovative products and services. Effective regulation of the building
industry requires that the NBRB conducts or sponsors research into building materials
and methods to inform decisions on clearing new building materials and/or discontinuing
the use of certain building materials, as well as innovative technologies to avail affordable
and environment friendly building standards to the public. The NBRB, therefore, expects
to promote research in the building industry and to advocate for the translation of research
outputs into products and services.
Strategies
Knowledge generation and translation into products and services shall be supported by
the following strategic initiatives:
1 Promote research on the building industry and disseminate research findings; NBRB
is committed to improving the safety of buildings in the country through learning
and continuous improvement in the sector. The NBRB therefore intends to use the
data collected from compliance audits and investigations carried out into building
related accidents to improve safety of the built environment. Research needs shall
be identified, from which a building industry research agenda shall be developed
and studies commissioned. The resulting research findings shall be disseminated to
benefit the building industry.
2 Promote adoption and translation of research findings into innovative products and
services; Research findings if not adopted and translated into products and services
are meaningless. The NBRB will therefore promote the adoption and translation of
research findings through developing prototypes of research products and services,
conducting trial testing of research products and services, rewarding innovations
and developments in the building industry and training stakeholders on new
innovations.
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Figure 1 below illustrates at a glance the five key strategic issues discussed above and
strategies that are proposed to realize them.
Figure 1: NBRB’s Strategic Framework 2020/2021-2024/2025
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5.0 IMPLEMENTATION OF THE STRATEGIC PLAN
Table 2 below provides an implantation plan of the key strategic issues in terms of proposed
activities, indicators and expected timelines for a period of five years. The plan will be
evaluated periodically and adjusted as necessary to respond to physical developments and
challenges that will be encountered along the way .
Table 2: Strategic Plan Implementation Matrix
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6.0 CRITICAL SUCCESS FACTORS
Successful implementation of this Strategic Plan is highly contingent on the following:
(a) Ability to mobilise the required resources
The success of the strategic plan implementation is dependent on the Board’s ability to
identify and exploit the opportunities for resource mobilisation through a well thought
out resource mobilisation strategy as well as an efficient mechanism for their deployment
and utilisation.
(b) Ability to marshal and coordinate efforts of all the stakeholders and
implementers
Implementation of the strategic plan requires efficient coordination of the different
Departments as well as other internal and external stakeholders into a formidable force of
partners. A coordination framework will improve communication and align the different
players towards a common goal and vision.
(c) Ability to mobilise continued support from MoWT and Local Authorities
The leadership of the NBRB needs to continuously lobby and seek support from MoWT
and Local Authorities.
(d) Efficient Monitoring and Evaluation Mechanisms
Expansion and investment in human resource required for the function of monitoring
and evaluation will be instrumental in the successful implementation of this strategic
plan.
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7.0 RISK AND RISK MANAGEMENT
The implementation of the plan is likely to encounter certain risks. This section outlines
the risks that are likely to affect the plan and identifies the mitigation measures, if the
risks happen to materialize.
Table 3: Risk Factors, Level and Mitigation Measures
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8.0 RESOURCES FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN
8.1 Human Resources
The organisational structure is laid out in Appendix 10.3. However, as noted in objective
4, an exercise to ensure the structure is aligned to the aspirations of the plan shall be
undertaken.
8.2 Financial Projections
The financial requirements for the implementation of the strategic plan are in Appendix
10.4. The total financial requirement for the implementation of the strategic plan over the
five-year period is UGX 127.5 billion. The funding will mainly come from Government of
Uganda subvention, non-tax revenue and development partners.
Assumptions
(a) The non-tax revenue will be zero in 2020/21 as the Board will focus on raising
stakeholders’ awareness. Going forward, it is assumed that revenues will increase annually
at an annual rate of 67% as regional offices are established and Board’s staffing levels
improve.
(b) The Government funding will increase at a rate of 53% p.a. in year one and tapers
off at 10% in year five.
(c) The development partners are keenly interested in the activities of the Board and
as such will close the funding gap.
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9.0 MONITORING AND EVALUATION
The successful implementation of the corporate strategy will depend on, among others,
how the planned activities and outcomes are monitored and evaluated. The routine M&E
tools to be used shall include:
• Regular meetings of the Board and Management
• Annual retreats of the Board and Management
• Annual audits
The plan will be monitored and evaluated through:
(a) Progress Reports
The monthly and quarterly progress report by heads of departments will among
others describe the progress made against the plan, the causes of deviation, if any, and
challenges during the implementation together with suggested measures to address the
challenges.
(b) Detailed Annual Work Plans
Each department will develop detailed annual work plans which are aligned to the
strategic plan, detailing clear targets and performance indicators.
(c) Annual Reports
This shall focus on the achievement of targets for each strategic objective.
(d) Mid-term Review of the Plan
A mid-term review of the plan will be conducted to establish progress of the
implementation of the strategic plan.
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10.0 Appendices
10.1 PESTEL Analysis
Table 4: PESTEL Analysis of the Building Industry
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10.2 SWOT Analysis
Table 5: SWOT Analysis of NBRB
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10.3 NBRB Organisational Structure
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10.4 Summary of Financial Projections
Table 6: NBRB’s Strategic Plan Budget for the period 2020/21-2024/25
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2nd floor Southwing Rumee
Plot 19 Lumumba Avenue,
Nakasero Kampala, Uganda
Hotline: 0800 220746
Tel no. 0312421600
P.O Box 7349, Kampala
