ŝ



Standard Disclaimer
This publication was produced with the financial support of the European
Union. Its contents are the sole responsibility of Bandari Maritime Academy
and do not necessarily reflect the views of the European Union.

ŝŝ



This document has been elaborated and printed with support from the
European Union's Institutional Support to Kenya's Transport Sector
programme funded under the 11th European Development Fund.

Funded by the European Union

ŝŝŝ



FOREWORD

As we continue to build and expand the development of skills to provide the human
capital needed to support the development of the Blue Economy in Kenya and the
region, I wish to recognize the contribution made by all stakeholders locally and
internationally in supporting the Bandari Maritime Academy (BMA) at this nascent
stage.
The development of skills in the maritime sector faces challenges in areas such as
inadequate resource personnel and training infrastructure. I however wish to express
my appreciation to the various stakeholders who in one way or the other have made
significant contribution in laying the building blocks in the establishment of the
Academy that is planned to be a centre of excellence in maritime education and
training.
The development of this Strategic Plan is a culmination of in-depth research and
appraisal of the skill needs for the blue economy in Kenya and the region and
consultations with key stakeholders. The implementation of the strategy will lead to
the production of high-quality personnel that will not only enhance the development
of the Blue Economy but also enable the bulging youth population competitively
seek for employment in the international maritime domain.
The successful implementation of this strategic plan will be contingent on the
support from the Government of Kenya, key players in the maritime sector, the
international partners and other stakeholders. This collaborative approach can be
achieved if we continuously align with the enthusiasm and high-level trajectory that
the national and international policies have established for the growth of the Blue
Economy.
Addressing the heavy demand for maritime skills will also require leveraging on
technology for large scale online learning and training. The Academy shall
therefore focus in this area to be able to reach all those who may wish to pursue a
career in the maritime domain.
I wish to thank all the stakeholders who have made significant contribution to the
formulation and development of this Strategic Plan including the committed team
that led in its development, the Board members and the Academy staff whose
commitment, focus and talent will ensure successful implementation of the BMA
Strategic Plan 2021-2025

CHAIRMAN
Prof. Kinandu
BOARD Muragu
OF DIRECTORS
CHAIRMAN
WĂŐĞϰŽĨϲϭ
BOARD OF DIRECTORS



PREFACE AND ACKNOWLEDGEMENTS

This is the first Strategic Plan for Bandari Maritime Academy (BMA) following its
establishment vide Legal Notice No 233 of 28th November 2018. Under the Legal
Notice, BMA was granted expanded mandate to teach and train personnel for the
traditional maritime industry and the larger Blue Economy.
BMA has set out to provide training for core segments of maritime transport that
covers seagoing and shore-based personnel to serve and manage the shipping and
ports industry and the wider Blue Economy. In its training programmes, BMA will
also provide courses that lead to proficiency and competency certification in
programmes under the International Maritime Organization (IMO) Conventions,
International Labour Organization (ILO) Conventions, the United Nations
Conference of Plenipotentiaries on a Code of Conduct for Liner Conferences, 1975,
the United Nations Conference on Trade and Development (UNCTAD) Minimum
Standards for Shipping Agents, 1988, laws of Kenya among others.
The choice of training programmes at BMA is guided by the overarching national
instruments which include: Kenya Vision 2030 and its Third Medium -Term Plan
(MTP III) whose provisions set objectives and targets for capacity building for
manpower in the Blue Economy and the Big Four Agenda.
In developing the Strategic Plan, the focus has been on strategic investments to
provide manpower and infrastructure facilities to meet the training requirements for
the various courses identified for delivery. Infrastructure will include additional
classrooms, workshops, laboratories, offices and student accommodation. It will
also include equipment, tools and software required to operate in the digital
environment.
The Strategic Plan contains programmes, projects and activities to be undertaken to
achieve the targets made under the various Key Result Areas that shall ensure the
production of highly trained skilled manpower to serve and develop Kenya’s
Maritime Sector and the wider Blue Economy. In the initial stages, BMA will
provide courses in Nautical Science, Marine Engineering, Ports and Shipping
Logistics Standards of Training, Certification and Watch Keeping (STCW) as well
as other demand driven technical and management courses.
Going forward BMA will also provide specific courses directly related to the other
segments of the Blue Economy covering resource exploitation in areas such as
fisheries, oil and gas, seabed minerals and relevant offshore courses.
Further, BMA takes cognisance of the importance of Research and Development
and will establish a research department to actively generate knowledge to spur
innovation and best management practices in maritime transport and the wider Blue
Economy.
WĂŐĞϱŽĨϲϭ



BMA will partner with industry in order to keep abreast with current needs and to
secure attachment opportunities for its students where course programmes require
practical work in their respective trades. The BMA will also partner with other
teaching and training institutions in order to enhance mutual gains through staff and
student exchanges, sharing of teaching and training resources and in undertaking
research and dissemination of research findings.
I wish to record our sincere appreciation to the European Union for the financial
and technical support during the preparation of this Strategic Plan, through its
project on Institutional Support for Kenya’s Transport Sector (ISKTS).
Finally, I wish to acknowledge the contribution of all the stakeholders who
participated in the preparation of this Strategic Plan. For all those individuals and
organizations, that in very diverse ways, made contributions in this process but may
not have been mentioned by name, I say thank you and look forward to continued
collaboration. Your inputs informed this Strategic Plan’s objectives, strategies and
targets.

DIRECTOR (CEO), BMA

Mr. Francis M. Muraya

DIRECTOR (CEO), BIMA

WĂŐĞϲŽĨϲϭ
 

CHAPTER FOUR
 

TABLE OF CONTENT
&KZtKZ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰ
WZ&E<EKt>'DEd^͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϱ
>/^dd>^͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϵ
yhd/s^hDDZz͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϯ
,WdZKE͗ /EdZKhd/KE͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϱ
1.1 BACKGROUND OF BANDARI MARITIME ACADEMY (BMA)͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϱ
1.2 ESTABLISHMENT AND MANDATE OF BANDARI MARITIME ACADEMY (BMA)ϭϲ
1.3 EXISTING LEGAL POLICY AND INSTITUTIONAL FRAMEWORK͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϳ
,WdZdtK͗ ^/dhd/KE>E>z^/^͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϮϬ
2.1 KEY ACHIEVEMENTS͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϮϬ
Ϯ͘ϭ͘ϭ ŚĂůůĞŶŐĞƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϮϬ
Ϯ͘ϭ͘Ϯ >ĞƐƐŽŶƐ>ĞĂƌŶƚ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘Ϯϭ
2.2 ENVIRONMENTAL SCAN͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘Ϯϭ
,WdZd,Z͗ ^dZd'/DK>͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϯ
3.1 VISION, MISSION AND CORE VALUES͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϯ
3.2 KEY RESULT AREAS/STRATEGIC FOCUS AREAS (KRAS/SFAS)͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϰ
3.3 KRAS AND STRATEGIC OBJECTIVES͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϰ
3.4 STRATEGIC OBJECTIVES AND STRATEGIES͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϱ
,WdZ&KhZ͗ ^dZd'/W>E/DW>DEdd/KE͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϳ
4.1 IMPLEMENTATION STRUCTURE͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϳ
ϰ͘ϭ͘ϭ DĂƌŝƚŝŵĞĚƵĐĂƚŝŽŶĂŶĚdƌĂŝŶŝŶŐ;DdͿ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϳ
ϰ͘ϭ͘Ϯ DĂƌŝƚŝŵĞdƌĂŶƐƉŽƌƚKƉĞƌĂƚŝŽŶƐdƌĂŝŶŝŶŐ;DdKdͿ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϵ
ϰ͘ϭ͘ϯ ŽƌƉŽƌĂƚŝŽŶ^ĞĐƌĞƚĂƌLJĂŶĚ>ĞŐĂů^ĞƌǀŝĐĞƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϵ
ϰ͘ϭ͘ϰ ĚǀĂŶĐĞŵĞŶƚĂŶĚWůĂĐĞŵĞŶƚ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϵ
ϰ͘ϭ͘ϱ ZĞŐŝƐƚƌĂƌĞƉĂƌƚŵĞŶƚ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϬ
ϰ͘ϭ͘ϲ ŽƌƉŽƌĂƚĞ^ĞƌǀŝĐĞƐĞƉĂƌƚŵĞŶƚ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϬ
ϰ͘ϭ͘ϳ /ŶƚĞƌŶĂůƵĚŝƚĞƉĂƌƚŵĞŶƚ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϬ
ϰ͘ϭ͘ϴ ^ƚƌĂƚĞŐLJĂŶĚWůĂŶŶŝŶŐŝǀŝƐŝŽŶ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϭ
ϰ͘ϭ͘ϵ ^ƵƉƉůLJŚĂŝŶDĂŶĂŐĞŵĞŶƚŝǀŝƐŝŽŶ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϭ
4.2 HUMAN RESOURCE͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϮ
4.3 FINANCIAL RESOURCE REQUIREMENTS͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϮ
ϰ͘ϯ͘ϭ ƵĚŐĞƚƐƚŝŵĂƚĞƐĂŶĚZĞƐŽƵƌĐĞZĞƋƵŝƌĞŵĞŶƚƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϮ
ϰ͘ϯ͘Ϯ ^ƚƌĂƚĞŐŝĞƐĨŽƌZĞƐŽƵƌĐĞDŽďŝůŝnjĂƚŝŽŶ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϯ
4.4  RISK MANAGEMENT͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϯ
,WdZ&/s͗ DKE/dKZ/E'͕s>hd/KEEZWKZd/E'͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϱ
5.1 OVERVIEW OF MONITORING AND EVALUATION͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϱ

WĂŐĞϳŽĨϲϭ


STRATEGIC PLAN IMPLEMENTATION



5.2 MONITORING AND EVALUATION FRAMEWORK͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϱ

5.3 MONITORING͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϱ
5.4 EVALUATION͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϱ
5.5 DATA COLLECTION͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϲ
5.6 REPORTING͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϲ
EEy/͗DKE/dKZ/E'Es>hd/KE&ZDtKZ<͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϳ
EEy//͗/DW>DEdd/KEDdZ/y͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϵ

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LIST TABLES
Table 2-1: SWOT Analysis͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘Ϯϭ
Table 2-2: PESTEL Analysis͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘Ϯϯ
Table 2-3: Stakeholders Analysis͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘Ϯϲ

Table 3-1: KRAs and Strategic Objectives͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϰ
Table 3-2: Key Result Areas, Strategic Objectives and Strategies͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϱ

Table 4-1: Summary of Staff Establishment͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϮ
Table 4-3: Risks and Mitigation Measures͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϰϯ

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ACRONYMS AND ABBREVIATIONS

A.I.A Appropriation in Aid

AfDB African Development Bank
BMA Bandari Maritime Academy
CCRF) Code of Conduct for Responsible Fisheries
CEO Chief Executive Officer
CFSs Container Freight Stations
CS Cabinet Secretary
DRR Disaster Risk Reduction
DWT Deadweight Tonnes
EARNP East Africa Road Network Project
EASNL Eastern Africa National Shipping Line
EIB European Investment Bank
ESIA Environmental and Social Impact Assessment
ESP Economic Stimulus Project
EU European Union
EXIM Export Import Bank
FAA Federal Aviation Administration
FAO Food and Agriculture Organization

FEED Front End Engineering Design

FMC Federal Maritime Commission
GOK Government of Kenya
GRT Gross Registered Tonnage
GT Gross Tonnage
ICAO International Civil Aviation Organization
ICD Inland Container Depot
IDA International Development Association
IMO International Maritime Organisation
IOTC Indian Ocean Tuna Commission

IPP Improving Port Performance

ISPS International Ship and Port Facility Security Code
JDA Joint Development Agreement

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JICA Japan International Cooperation Agency

KIBT Kenya Institute of Business Training
KITI Kenya Industrial Training Institute
KMA Kenya Maritime Authority
KNSL Kenya National Shipping Line
KPA Kenya Ports Authority
KRA Key Result Area
KRB Kenya Roads Board
KURA Kenya Urban Roads Authority
LAPSSET Lamu Port South Sudan Ethiopia Transport Corridor
LMCP Last Mile Connectivity Project
LVFO Lake Victoria Fisheries Organization

MCDAs Ministries Counties Departments and Agencies

MDAs Ministries Departments and Agencies
MET Maritime Education and Training
MOTIHUD Ministry of Transport Infrastructure Housing and Urban
Development
MSC Mediterranean Shipping Company
MSD Material Safety Datasheet
MT Metric Tonne
MTEF Medium Term Expenditure Framework
MTP Medium Term Plan
NACOSTI National Commission for Science, Technology and
Innovation
NaCRA National Construction Research Agenda
NCA National Construction Authority
NCTIP Northern Corridor Transport Improvement Project
NEMA National Environment Management Authority
NIMES National Integrated Monitoring and Evaluation System
NRT Net Registered Tonnage
NT Net Tonnage
NTSA National Transport and Safety Authority
PESTEL Political, Economic, Social, Technological, Environmental
and Legal
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PPP Public Private Partnerships

PS Principal Secretary
PSV Public Service Vehicle
R&D Research and Development
RAP Resettlement Action Plan
RMGs Rail Mounted Gantry Crane
RTGs Rubber Tyres Gantry Crane
SAGA Semi- Autonomous Government Agency
SDGs Sustainable Development Goals
SDPW State Department of Public Works
SEA Strategic Environmental Assessment
SFA Strategic Focus Area
SGR Standard Railway Gauge
SOLAS International Convention on Safety of Life at Sea
STCW International Convention on Standards of Training,
Certification and Watchkeeping for Seafarers
SWIOFC South West Indian Ocean Fisheries Commission
SWOT Strengths, Weaknesses, Opportunities and Threats
TEU Twenty Foot Equivalent Units
TIMS Transportation Information Management System
TNA Training Needs Assessment
UNCLOS United Nations Convention on the Law of the Sea
UNCTAD United Nations Conference on Trade and Development
UNEP United Nations Environment Programme
UNFCCC United Nations Framework Convention on Climate Change
UNIMAR Universal Maritime Services
UNO United Nations Organisation
VAT Value Added Tax
WB World Bank
WIOMSA Western Indian Ocean Marine Science Association

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EXECUTIVE SUMMARY

This first Strategic Plan for Bandari Maritime Academy has been prepared to
commence the delivery of training under its expanded mandate following its
establishment in November, 2018 as a Centre of Excellence in maritime education
and training. This expanded mandate in training has provided Kenya with an
opportunity to realise the goals set out in Vision 2030 with regard to its maritime
industry and the wider Blue Economy. The broader mandate immediately enables
BMA to provide training to cover careers in seafaring, shipbuilding and ship repairs
in addition to the port operations and maritime transport logistics courses offered by
its predecessor Bandari College (BC) which provided training largely for the Port
Subsector. BMA will also offer courses leading to certifications under the various
international instruments ratified by Kenya.
The Plan has been developed at a time when the national planning process is
gearing towards the ‘Big Four’ Agenda, which calls for concerted efforts towards
provision of human skills for the manufacturing sector. This has proved to be a
major advantage as it enables the holistic integration of the national development
agenda and thought process into this Strategic Plan.
The Plan aspires for a ‘World Class Centre for Maritime Education and Training’
so as to ‘To Provide Competent Maritime Human Resource for Sustainable Blue
Economy.
To realize this aspiration, BMA is committed to upholding quality and standards;
public participation; innovation; industry-oriented (market-driven) skills; devolution
and decentralization; national values and ethics; team work and collaboration;
equity and fairness; transparency and accountability; sustainable development; non-
discrimination and protection of the marginalized, as the guiding principles.
In the plan period, BMA has identified five (5) Thematic Areas through which it
will implement its mandate. These include: Maritime Skills Development; Internal
Capacity Development; Research, Innovation and Development; Industry Linkages
and Resource Mobilisation; and Policy, Legal and Institutional Framework.
In carrying out its mandate, the Academy will pursue the following: enhance
students’ advancement and placement in shipping, maritime oriented industry and
ship construction companies; develop, review or adopt maritime industry-driven
curricula and develop conversion courses for employable skills in the maritime
industry.
In order to meet international standards on training and certification and produce the
much needed Maritime Skills both within and outside the country, the Academy
will undertake the following: Develop an optimal internal human resource capacity;
develop and improve physical infrastructure and facilities to meet international
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standards. Due to the dynamism in maritime industry, the Academy will enhance
research, innovations and development through linkages and partnership with other
maritime education and training institutions, development partners, industry players,
and other Government agencies.
To achieve the above over the 5-year period, BMA will require approximately
KShs. 7,136 billion, undertake a massive but progressively recruitment of 196 staff
both technical and non-technical, enhance and implement sound feasible resource
mobilization strategies and implement risk mitigation measures.
The successful implementation of this strategic plan will depend on how effectively
the planned outputs and outcomes are monitored and evaluated. In that regard, a
monitoring and evaluation system will be put in place. The BMA’s departments
responsible for Monitoring & Evaluation (M&E) shall be responsible for
monitoring the implementation of projects.
The relevant programs and projects will be reviewed at midterm to determine the
extent to which their implementation is progressing according to plan, and any areas
that require management attention. The reviews may be internal or external. An end
of period external (independent) evaluation will be conducted to assess the extent to
which the Academy’s objectives and targets have been achieved.

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CHAPTER ONE: INTRODUCTION

This chapter provides background information on linkages between the national

development agenda and the establishment of the Bandari Maritime Academy
(BMA). It further gives mandate and functions of the Academy as well as the legal,
institutional and policy framework that the Strategic Plan is anchored on.

1.1 Background of Bandari Maritime Academy (BMA)

The Government, in an effort to enhance social and economic development, has
prioritized sustainable use of the Blue Economy potentials. It introduced the Blue
Economy as the eighth sector in the Economic Pillar in the Third Medium Term
Plan (MTPIII) 2018-2022 of the Kenyan Vision 2030.
The MTP III recognizes the sector as one of the emerging economic frontiers that is
expected to significantly contribute to the country’s economic growth and
development. The Plan envisaged the transformation of Bandari College to a centre
of excellence for maritime skills development to support the Blue Economy.
This Strategic Plan is, therefore, hinged on the safe and sustainable use of resources
in the maritime industry, creation of partnerships to better harness economic
opportunities in shipping as well as development of skills to support the Blue
Economy. The overarching objective is to generate much needed national income as
well as creating job opportunities for the bulging youth population. However, the
skills available in the sector are inadequate to support a revitalized Blue Economy.
To achieve this, the Government in 2018 established the Bandari Maritime
Academy, successor to Bandari College, to be a world class training institution
providing skills in the maritime industry for local, regional and global markets.
The development of a vibrant maritime industry covering shipping and ports is
competitive especially for developing countries. Training of personnel to manage,
operate and regulate the maritime sector requires the establishment and funding of
well-staffed maritime training institution with appropriate modern training facilities.
While BMA has continued to deliver the courses initially provided by its
predecessor, it has embarked on developing programmes, institutional, legal and
policy framework, and guidelines necessary for the delivery of its mandate.
Apart from training for seafaring jobs, there is also a huge demand for “land-based”
maritime training opportunities which include: maritime transport logistics and
operations, ship building/repair, offshore industries, maritime business, fishing
industry, oil and gas industry, hydrography, leisure, security personnel in line with
ISPS Code, specialized personnel to work on Cruise Ships and Yachts, commercial
and recreational diving among others.

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This Strategic Plan, therefore, comes at an appropriate time to provide the much-
needed knowledge and skills in an effective, efficient and well-coordinated manner
for the sustainable Blue Economy.

1.2 Establishment and Mandate of Bandari Maritime Academy

(BMA)
Bandari Maritime Academy is a successor to the Bandari College which had been
providing training primarily to the Port Staff of the Kenya Ports Authority (KPA)
and various categories of Port Users. The BMA was established through Legal
Notice No. 233 of 28th November, 2018, with the mandate to develop academic and
vocational skills, and provide the maritime labour needed for sustainable growth of
the blue economy.
Functions of the Academy are:
i. Serve as an institution of excellence in teaching, consultancy, training,
innovation research and development in maritime education and
training;
ii. Provide and advance professional development courses on maritime
education and training to qualified candidates leading to the award of
diplomas, certificates and such other qualifications as the Board may,
from time to time prescribe in line with the relevant policies of the
Academy;
iii. Conduct examinations and grant academic awards as the Board may,
from time to time prescribe;
iv. Maintain international standards in maritime education and training;
v. Implement government policy on maritime education and training;
vi. Serve as the Regional Maritime Centre of Excellence for maritime
education and training;
vii. Establish centers of excellence in maritime education and training;
viii. Partner with other national, regional or international institutions in
furtherance of maritime education and training;
ix. Serve as a national center for simulator training in maritime education
and training;
x. Establish and engage in commercial ventures and activities that are
incidental in achieving the objectives of the Academy;
xi. Develop and implement curricula and programs that meet international
standards for the maritime sector;

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xii. Conduct research, development and innovation and establish a

Resource Centre for the maritime industry;
xiii. Foster and maintain linkages with the industry, professions, relevant
government agencies and training institutions; and
xiv. Perform any other functions necessary or incidental to achieving the
objective of the Academy.

1.3 Existing Legal Policy and Institutional Framework

The BMA’s Strategic Plan is aligned to various International, regional and national
policies and legal instruments including but not limited to:
i. International Maritime Organization mandatory instruments
including the Convention on Facilitation of International Maritime
Traffic (FAL), 1965 as amended, the International Maritime Dangerous
Goods (IMDG) Code, the 1972 Convention for Safe Containers (CSC
1972) and the International Convention on Standards of Training,
Certification and Watchkeeping for Fishing Vessel Personnel (STCW-
F), 1995;
ii. International Labour Organization relevant instruments including
the Dock Work Convention (No. 137), 1973 and Occupational Safety
and Health (Dock Work) Convention (No. 152), 1979;
iii. Relevant World Trade Organization (WTO) instruments related to
efficiency and provision of maritime transport services;
iv. United Nations Organizations (UNO) relevant instruments including
those under the United Nations Conference on Trade and Development,
the United Nations Convention on the Law of the Sea, 1982 and the
2030 Agenda for Sustainable Development.
v. Relevant African Union (AU) instruments including Africa Agenda
2063, 2050 Africa Integrated Maritime Strategy, African Maritime
Transport Charter, The African Charter on Maritime Security, Safety
and Development in Africa (Lome Charter);
vi. Relevant East African Community (EAC) instruments related to
efficiency and provision of maritime transport services;
vii. Relevant provisions of the Kenya Vision 2030 & the Big 4 Agenda:
on human resource capacity development for the maritime sector and
the larger Blue Economy sector;
viii. Relevant provisions of the Integrated National Transport Policy
2009 as amended on quality maritime education and training for the
maritime industry;
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ix. Relevant provisions of the Ministry of Transport, Infrastructure,

Housing, Urban Development and Public Works Strategic Plan
2018 – 2022, on the transformation of Bandari College to BMA to
provide elaborate training to build capacity and competencies for both
seagoing and shore-based personnel;
x. The Constitution of Kenya, 2010: in terms of observance of the
provisions on national values and principles of governance as well as
the sovereignty of the Kenyan territory including its maritime zones;
xi. Kenya Maritime Authority (KMA) Act, 2006: in terms of oversight
and regulatory function on provision of maritime education and training
in accordance with national and international standards;
xii. Merchant Shipping Act (MSA) 2009: in terms of provisions related to
training, certification and standards for seafarers and specific maritime
transport operators;
xiii. Maritime Zone’s Act, 1989; in terms of the establishment of maritime
zones, jurisdiction, exploration, exploitation, conservation and
management of the resources of the maritime zones;
xiv. State Corporation Act, 1986: in terms of the establishment the control
and regulation of State Corporations;
xv. Legal Notice No. 233 of 28th November 2018: in terms of the
establishment, management and operations of BMA;
xvi. Kenya National Qualification Act, 2014: in terms of the development
and recognition of qualifications in accordance with international set
standards within the Kenya Qualifications Framework;
xvii. Basic Education Act, 2013: in terms of the determination of
admissions criteria for higher education;
xviii. Industrial Training Act, 1959: in terms of setting standards and
regulation of the training of persons engaged in industrial training
among other aspects;
xix. The Kenya National Examination Council, 2012: in terms of the
conduct of examinations and certification for Craft Certificates and
Diploma programmes related to the maritime industry;
xx. Technical and Vocational Education and Training (TVET) Act,
2013: in terms of the establishment of technical and vocational
education and training systems including general standards for
assessments, examination and certification applicable to all TVET
institutions;

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xxi. Universities Act 2012: in terms of the advancement of courses or

programmes to the level of a degree and master programmes taking into
account standards set in terms of assessment, examination and
certification;
xxii. The Kenya Ports Authority (KPA) Act 1978; in terms of operations
and management of all sea and inland waterway ports in Kenya;
xxiii. Kenya Coast Guards Service (Service) Act 2018; in terms of the
establishment of the Service to implement enforcement measures
related maritime safety, security, pollution control, sanitation among
other aspects within the territorial waters;
xxiv. Fisheries Management and Development Act, 2016; in terms of the
development of fisheries and other aquatic resources;
xxv. National Transport and Safety Authority (NTSA) Act, 2012: in
terms of provision of safe, reliable and efficient road transport services
within the port limits; and,
xxvi. Public Finance Management Act 2012 and Public Procurement and
Disposal Act 2015: These Acts contain provisions on the effective
management of public finances and to provide procedures for efficient
public procurement and for assets disposal by public entities.

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CHAPTER TWO: SITUATIONAL ANALYSIS

This Chapter provides the review of the achievements of BMA, highlights

challenges faced during implementation and lessons learnt since the establishment
of BMA on 28th November 2018. Further, the chapter provides the current
environmental scan.

2.1 Key Achievements

Under training programmes, BMA has trained the following:
i. Over 2,900 KPA Staff on operations, maintenance and administration;
ii. 800 trainees on STCW courses;
iii. 48 Training of trainers (TOT); and
iv. 24 trainees in industrial courses.
BMA has also realized the following achievements:
i. Conducted training and examinations leading to the issuance of
Certificate of Competency and/or Certificate of Proficiency in
accordance with the STCW Convention;
ii. Participated in the development of Curricula for Diploma and Craft
Certificates in Marine Engineering, Nautical Science, Maritime
Transport Logistics, and its Instructors Manual and Trainee Guidelines
which are currently examined under KNEC;
iii. Developed Curricula in STCW short courses, non–STCW courses and
Port Operation courses;
iv. Developed Delinking Instruments for BMA to operate as a Centre of
Excellence in provision and delivery of Maritime Education and
Training for the Blue Economy; and
v. Renovation of the Hostels, Aquatic Centre, the establishment of a Ship
in campus and acquisition of two Training Boats.

2.1.1 Challenges
Despite the above achievements, BMA encountered various challenges in the
implementation of projects and programmes. Key, among them, includes:
i. Inadequate qualified and certified trainers/instructors to conduct the
various technical training in courses such as in the STCW Convention;
ii. Inadequate infrastructure and specialized training equipment necessary
to conduct maritime education and training courses programs; and

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iii. Lack of a framework for placement or advancement of its

graduates/trainees resulting in trainers not obtaining the complete
requisite certification.

2.1.2 Lessons Learnt

i. The establishment of a robust monitoring and evaluation mechanism to
facilitate effective and efficient implementation programmes is
important;
ii. Enhancement of the requisite legal and institutional framework on
matters pertaining maritime to education and training for an effective
coordinated regulatory framework is critical;
iii. The need to continuously build and enhance human resource capacity in
all aspects including technical areas;
iv. A functional organization structure will enable the institution deliver its
mandate effectively and efficiently;
v. Prioritization of transformative programmes/projects has a high impact
on realization of the Strategic Plan;
vi. Development and establishing of industry linkages/collaboration
framework for placement or advancement of graduates/trainees is
paramount; and
vii. Resource mobilization is critical to address the resource deficit and
inadequacy of infrastructure in order to facilitate programme or project
implementation and infrastructural development.

2.2 Environmental Scan

Table 2-1: SWOT Analysis
Strengths Weaknesses
i. Strategic location of BMA at i. Inadequate funding
the Kilindini Harbour ii. Inadequate qualified maritime
ii. Existing physical trainers/instructors
infrastructure iii. Limited land/space capacity for
iii. BMA is mandated to provide expansion
MET programmes iv. Lack of modern security surveillance
iv. Availability of Curriculum to system
deliver MET programmes v. Inadequate infrastructure for maritime
v. Availability of Bridge and training and accommodation
Gantry Crane Simulator for vi. Under- staffing

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Strengths Weaknesses
training vii. Inadequate training facilities/ equipment
vi. Upgraded ICT Infrastructure viii. Limited resources for staff capacity
and systems development
vii. Internally generated revenue ix. Curriculum not aligned to industry needs
viii. Existing legal and x. Inadequate regulation and coordination
institutional framework of provision and delivery of MET
ix. Existing training facilities programmes
x. Support from the Community xi. A well-equipped medical facility for test
and certification for Seafarers and the
xi. Faculty and staff support
wider BMA community. - Medical
xii. Strategic Leadership through checks for MET courses require a well-
the Board equipped medical facility to conduct
medical examinations
Opportunities Threats
i. Technology advancement i. Cybercrime/security attacks
ii. Diversification in training ii. Outbreaks of Pandemics e.g. Covid-19
fields Pandemic
iii. Building capacity for the iii. Competition from similar institutions
Blue Economy established locally and at regional level
iv. Ready employment iv. Adoption of E-Leaning Management
opportunities for trainees System by maritime training institutions
v. Enrolment of large number of globally
students v. Inadequate marketing/branding strategies
vi. Collaboration in training and vi. In adequate sea time attachment/
research with other placement opportunities
institutions
vii. Partnerships with major
stakeholders
viii. Demand for hosting major
meetings/seminars
ix. Growth within the maritime
industry

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Table 2-2: PESTEL Analysis

Category Issue Description
Political i. National stability Political stability enhances business
and the overall economy.
ii. Political support and good Collaboration and partnership with
will for infrastructure National and County Government
development
iii. Decentralization Establishment of Satellite
Campuses
Economic i. Recognition of Maritime Collaboration and partnership with
training institutions as an National and County Government.
important sector under the
Blue Economy and
Kenya’s Vision 2030 Establishment of a statutory
ii. Compliance with statutory compliance framework between
deductions from seafaring GOK and maritime industries
jobs.
iii. Insufficient funding
Develop plans and concept notes
for funding by National
Government and Private Public
Partnership.

iv. High costs of training Establish a collaborative

facilities framework with other institutions
to share training resources.
v. Low enrolment to BMA Develop a strategy for marketing
courses/programs and branding of BMA courses.
vi. High training costs Develop a financial framework for
student’s support.

vii. Competition between i. Establish a cooperative and

Maritime Training collaborative framework
institutions between training
institutions.
ii. Develop BMA as an
attractive Centre of
Excellence in Maritime
Education and Training.

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Category Issue Description

viii. Inadequate employment i. Employment of youth will
opportunities for the improve socio-economic
youth. status
ii. Establish a collaborative
/partnership framework with
the maritime industry
players to create
opportunities for mentorship
supervision, sea time,
attachment and
employment.
Social i. Job security Partnership/collaboration with
industry players in maritime
training institutions, maritime
transport & logistics operations,
ship building, fishing, tourism and
research sectors.

ii. Inadequate community Develop a framework for

engagement Structured and sustainable
community engagement.

iii. Alcohol, Drug and Develop and implement policy on

Substance Abuse alcohol and drugs.

iv. Gender, youth and Develop and implement policies on

vulnerable groups. mainstreaming gender youth and
vulnerable groups.
v. Provision of maritime Implement standards for provision
education and training. and delivery of maritime education
and training programs.

vi. Health In consultation with the ministry of

health, establish a well-equipped
medical facility to provide a range
of medical services for the BMA
Community
Provision of healthcare services,
vii. Staff welfare counselling services, human
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Category Issue Description

resource development, welfare
contribution and financial support
services.

viii. Students’ welfare Create an enabling environment for

students in terms of their wellbeing,
communication, discipline,
guidance and counselling among
other aspects.
Technological i. Teaching methods - Acquisition of ICT facilities for
- implementation of learning
management systems, library
-
systems and e-resources.
-
-
ii. Information
i. Acquisition and upgrade of
Communication
ERP system.
Technology
ii. Acquisition and
maintenance of E-board
platform.
iii. Maintenance and upgrade of
simulators.
Environmental i. Occupational Health and
- Develop and implement policy on
safety occupational health and safety in
accordance with international
standards.

ii. Sustainable Development

- Implement National Government
of the Blue Economy Policy and Guidelines on Blue
Economy Policy and Initiative.

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Category Issue Description

Legal iii. Governance and rule of i. Compliance with
law constitution and laws of
Kenya.
ii. Implementation of the
Mwongozo code of
governors for state
- corporation.
- -
iv. International instruments
- Develop Policy, Legal and
on Maritime Education Institutional Framework
Training.

The Strategic Plan takes cognizance of the role that stakeholders play to strengthen
the provision and delivery of maritime education and training provided in Table 2-3.
Table 2-3: Stakeholders Analysis
Stakeholder Stakeholder Expectation on BMA BMA’s Expectations on
Stakeholders
Industry i. Conduct a comprehensive Training i. Participation during
Needs Survey to determine the Training Needs Survey
maritime skills needed for the ii. Provide opportunities for
Country and the Region attachment, internship,
ii. Compliance with statutory placement and/or
provisions advancement
iii. Effective channel of communication opportunities
between stakeholders and BMA iii. Increased employment
iv. Partnership with industry in opportunities
curriculum development and iv. Participate and
implementation contribute in skills,
v. Practical based training innovation and
technological transfer
vi. Enhanced linkages between industry
and BMA v. Provide timely feedback
on student performance
vii. Demand-driven courses
vi. Relevant support,
viii. Regular follow up of trainees on
collaboration and
attachment by trainers/ instructors
cooperation in BMA
ix. BMA to develop a structured activities
placement/attachment policy
vii. Provide opportunities for
x. Production of graduates/trainees educational tours
ready for work placement
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Stakeholder Stakeholder Expectation on BMA BMA’s Expectations on

Stakeholders
xi. Ensure that BMA trainers/ viii. Provide sponsorships and
instructors/assessors have hands-on grants opportunities to
experience through industrial students and institution
exposure respectively
xii. Improved service delivery and ix. Support Infrastructural
prompt communication on change in and Technological BMA
management projects
xiii. Opportunities for enhancement of
skills through training for those
already engaged in the industry
xiv. Training opportunities for those
already employed in the industry to
enhance productivity
xv. Partnership with industry in research
development, innovation and
technology
xvi. Accountable, fiscally balanced,
research-active, high profile, and
focused
Ministries i. Compliance with the Laws of Kenya i. Compliance with the
Departments
and its subsidiary instruments Laws of Kenya and its
and Agencies
(MDAs) ii. Establishment of sustained linkages, subsidiary instruments
networking, and collaborations to ii. Compliance with
promote BMA as a Centre of Presidential directives
Excellence in Maritime studies iii. Adherence to policy
iii. Compliance with Presidential guidelines in MET
Directives iv. Resource mobilization
iv. Implement government policy on on a timely manner
MET v. Facilitate timely
v. adherence to the highest establishment of the
international maritime standards in MET Fund
maritime human resource vi. Facilitate entry into force
development of MET Policies and
vi. Recommend and advise the Legislative Instruments
Government on the development of related to provision and
relevant legislation to facilitate delivery of MET
successful implementation of MET programmes
vii. Establish centres of excellence in vii. Cooperation and
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Stakeholder Stakeholder Expectation on BMA BMA’s Expectations on

Stakeholders
maritime education and training Collaboration in
based on international maritime registration,
standards in maritime human accreditation, recognition
resource development and regulation of
viii. Timely submission of requests for provision and delivery of
budgetary allocation and estimates MET programmes
ix. Delivery of skills development and viii. Cooperation and
research products of global collaboration on
standards curriculum development
and related matters
x. Provision and delivery of maritime
education and training not only for ix. Efficiency in Information
the maritime industry but also the sharing related to
Blue Economy provision and delivery of
MET programmes
xi. Serve as the regional maritime
centre of excellence for training for x. Facilitate projects and its
ports, terminals, logistics and implementation
maritime transport skills xi. Facilitate establishment
xii. Prudent management of resources of partnerships and
collaboration with
xiii. Accountability, fiscally balanced,
international institutions
research-active, high profile, and
and bodies for
focused
recognition
xii. Facilitate realization of
BMA mandate as per the
Legal Notice, MTP III
and Kenya Vision 2030
xiii. Collaborate in research
innovation and
technology advancement
in provision and delivery
of MET programmes
County i. Curricula development based on i. Compliance with the
Governments
county needs Laws of Kenya and its
ii. Training programmes that provide subsidiary instruments
skills on the exploitation of Blue ii. Compliance with
Economy relevant national and
iii. Consultancy services to the County regional policy and legal
Governments framework

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Stakeholder Stakeholder Expectation on BMA BMA’s Expectations on

Stakeholders
iv. Partnership in developing tailor- iii. Adherence to policy
made start-up businesses for the guidelines in matters
youth and young entrepreneurs who pertaining maritime
benefit from County development education and training
funds iv. Training Needs
v. Assistance in the development of assessment
patents rights to tap on the creativity v. Sponsorships and grants
and innovations from the for trainees from
communities Counties
vi. Capacity building of instructors at vi. Cooperation and
county level collaboration on use of
vii. Collaboration in Training of facilities for provision
Trainers (TOTs) and delivery of MET
viii. Sensitization programmes for the programmes
community vii. Facilitation in allocation
ix. Partnership with County of land for expansion and
Governments in information rights of way
dissemination through public viii. Relevant support for
participation collaboration, and
x. Effective engagement with cooperation in BMA
stakeholders in the counties activities
xi. Offer a variety of programmes for
the maritime sector and larger Blue
Economy
Other i. Relevant support, collaboration, and i. Continuously ensure
Teaching,
cooperation in matters pertaining to quality in training
Training and
Research faculty exchange programs, student ii. Compile and collect data
Institutions exchange programs, research, on provision and
innovation and technology delivery of MET
ii. Adequate training and education programmes and
opportunities for learners as well as activities
provision of curriculum iii. Provide relevant support,
iii. Collaboration and cooperation in collaboration, and
use of infrastructural facilities cooperation in matters
pertaining to faculty
exchange programs,
student exchange
programs, research,

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Stakeholder Stakeholder Expectation on BMA BMA’s Expectations on

Stakeholders
innovation and
technology
iv. Compliance with the
Laws of Kenya and any
subsidiary instruments
v. Compliance with
presidential directives
vi. Adherence to policy
guidelines in matters
pertaining maritime
education and training
vii. Enhance information
sharing
viii. Exchange of research,
innovation and
technology
ix. Cooperation and
collaboration on use of
infrastructural facilities
for provision and
delivery of MET
programmes
Development i. Preparation and submission i. Provide relevant support,
Partners
collaboration framework collaboration, and
ii. Provide comprehensive and timely cooperation in BMA
reports activities
iii. Accountability in the use of ii. Timely release of
resources resources
iii. Timely feedback
BMA i. BMA to focus on its core areas of i. Tranquillity in the
Community
training which are in maritime skills Academy
(local
community, development ii. Cooperation among staff
teaching and ii. Support for research through iii. Effective communication
non-teaching) infrastructure and funding
iv. Act as good ambassadors
iii. Contribute to the community of the Academy
through Corporate Social
Responsibility

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Stakeholder Stakeholder Expectation on BMA BMA’s Expectations on

Stakeholders
iv. Adequate lecture rooms,
laboratories, and workshops
v. Provision of Modern Learning
Resource Centres (Libraries)
vi. Provision of diversified sports
facilities
vii. Increased engagement with County
governments
viii. Sponsorship of needy students
ix. Promotion of student work
programmes
x. Development of satellite campus
with specific specialized courses
xi. Enhanced BMA’s visibility and
brand recognition
xii. Capacity building supported with a
reviewed training policy
xiii. Development of transparent and
efficient procurement systems
xiv. Participation in Corporate Social
Responsibility (CSR) activities
xv. Harmonious neighbourhood
existence
xvi. Robust corporate communication
xvii. Staff retention
xviii. Vibrant community outreach and
extension services
xix. Curriculum that matches the market
needs
xx. Functional ICT systems for both
student and staff administration.
xxi. Development of Academy journals
and conferences
xxii. Training on leadership and
management for heads of
departments and senior management

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Stakeholder Stakeholder Expectation on BMA BMA’s Expectations on

Stakeholders
team
xxiii. Conducive office and working
environment
xxiv. High Level Staff and Students
welfare
xxv. Vibrant Alumni Association
xxvi. Promote BMA visibility at local,
regional and international levels
Professional i. Development and delivery of i. Recognition and
Bodies
accredited programmes involvement
ii. Provision and maintenance of ii. Integrity
infrastructure enhancing safety of iii. Awareness in emerging
trainees and trainers trends
iii. Adherence to set quality standards iv. Timely communication
and implementation of agreed-upon on issues and events
resolutions
iv. Regular audits and compliance with
the recommendations
v. Provision of training in compliance
with MET standards
vi. Promotion of continuous learning
and professional improvements
Service i. Adherence to the Public i. Timely and Quality
providers
Procurement and Disposal Act, delivery of goods,
(works, goods
and services) 2015 services and works
ii. Timely payments for goods, ii. Adhere to tenets of
services and works integrity
iii. Adherence to the Public
Procurement and
Disposal Act, 2015
iv. Competitive pricing

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CHAPTER THREE: STRATEGIC MODEL

The Chapter presents the Vision, Mission, and Core Values and identifies the Key
Result Areas, Strategic Objectives that the BMA will pursue in the Strategic Plan
period.

3.1 Vision, Mission and Core Values

Vision Statement
World Class Centre for Maritime Education and Training
Mission Statement
To Provide Competent Maritime Human Resource for Sustainable Blue
Economy
Core Values
In the implementation of the plan, the following guiding principles will be adhered
to and anchored on:
i. Excellence: BMA is committed to delivering quality and exceptional
services. The Academy strives to achieve constant adaptation,
innovation and vigilance to deliver on its mandate;
ii. Public Participation: BMA embraces the contribution of the public,
partners and customers towards realization of its mandate. This is
achieved through collaborations, partnerships and stakeholders’
engagements.
iii. Good Governance: BMA has established structures to effectively and
efficiently manage its affairs and resources. The structures facilitate
effective decision-making process to enable the Academy deliver on its
mandate. In addition, the Academy embraces the culture of integrity,
transparency, accountability, equity and fairness.
iv. Sustainable development: BMA shall continue to deliver on its
mandate, having regard to efficiency and environmental integrity and
being mindful of future generations.
v. National Ethos: BMA is guided by the seventeen (17) national values
and principles of governance in accordance with Articles 10 and 232 of
the Constitution of Kenya.
vi. Team work: BMA inculcates the culture of working together and
motivating each other so as to maximize every member’s contribution
to the team. The Academy takes full cognizance of everyone’s ideas
and expertise towards fulfilment of a common goal.
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3.2 Key Result Areas/Strategic Focus Areas (KRAs/SFAs)

The following are the five Key Result Areas (KRAs):
i. Maritime Skills Development;
ii. Internal Capacity Development;
iii. Research, Innovation and Development;
iv. Industry Linkages and Resource Mobilisation; and
v. Policy, Legal and Institutional Framework.

3.3 KRAs and Strategic Objectives

Table 3.1 below contains the Kenya Result Areas each with its Strategic Objectives.
Table 3-1: KRAs and Strategic Objectives
No. Key Result Area Strategic Objectives
KRA 1 Maritime Skills Development i. Develop conversion courses for
maritime skills development
ii. Develop, diversify and/or Adopt
Appropriate MET Curricula for
Industry Driven Programmes
iii. Enhance students advancement
and placement
KRA 2 Internal Capacity Development i. Develop Optimum Internal Human
Resource Capacity
ii. Develop Physical Infrastructure
and equip the facilities with
modern equipment
iii. Enhance financial Stability
iv. Develop knowledge management
systems
KRA 3 Research, Innovation and Promote Research, Innovation and
Development Development
KRA 4 Industry Linkages and Enhance Industry Linkages and
partnerships partnerships
KRA 5 Policy, Legal and Institutional Strengthen Policy, Legal and Institutional
Framework Framework

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3.4 Strategic Objectives and Strategies

Table 3-2 shows Strategies for each Strategic Objective and Key Result Area.
Table 3-2: Key Result Areas, Strategic Objectives and Strategies
Strategic Objectives Strategies
KRA 1: Maritime Skills Development
Develop Conversion Map out maritime skills gaps for conversion
Courses for Maritime
Skills
Develop/adopt/review the i. Review, Development and/or adoption of Curricula
MET curriculum (industry ii. Establish the skill gaps in other Blue Economy areas
driven programmes)
iii. Develop a Vijana Baharia Programme
Enhance students’ i. Develop student’s advancement and placement
advancement and frameworks
placement ii. Develop a Marketing and Branding system for BMA
KRA 2: Internal Capacity Development
Develop Optimum Internal i. Recruitment of BMA Staff
Human Resource Capacity ii. Staff Development
iii. Development of Staff exchange programmes with
relevant institutions
iv. Development of Staff retention schemes
Develop Physical i. Establishment of infrastructure and facilities
Infrastructure and provide ii. Provision of modern plant and equipment for
equipment training purposes
iii. Provision of modern ICT infrastructure that supports
virtual learning
iv. Establishment of a Firefighting Training Centre
v. Establishment of a Survival Training Centre
vi. Land Acquisition for BMA expansion
vii. Establishment of Satellite Campuses
Enhance Financial i. Development of BMA Long and Medium-term
Stability Investment Plans
ii. Resource mobilisation
iii. BMA marketing/branding
Establish Knowledge Establishment of Knowledge Management systems
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Strategic Objectives Strategies

Management Systems
KRA 3: Research, Innovation and Development
Promote Research and i. Development of a MET Research Framework
Development in the Blue ii. Periodic development of Maritime skills
Economy demand/supply (Market) analysis
iii. Development of innovations in MET
iv. Establishment of a framework for funding of
research
v. Collaboration with other training and research
institutions
vi. Digitalization of the Information Resource Centre
KRA 4: Industry Linkages
Enhance Industry Linkages i. Development of partnerships / collaborations with
industry on advancement in ship yards, ship
construction, vessel and port operations and
research, innovation, technology transfer
ii. Development of industry linkages
iii. Collaboration with other institutions for access of
training facilities
KRA 5: Policy, Legal and Institutional Framework
Strengthen Policy, Legal i. Drafting of the BMA Bill
and Institutional ii. Development of Policies/Guidelines
Framework
iii. Development of a BMA Assets and Data
Management System
iv. Development of Organisational Safety and Health
Regulations

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 This chapter provides information on the various types of resources required to implement this
Strategic Plan. It includes the Academy’s human resource capacity and needs, financial resource
requirement, strategies for resource mobilization, the current organization structure and risk
 management strategy.

4.1 Implementation Structure

The AcademyCHAPTER
consists of FOUR:
7 Departments and two PLAN
STRATEGIC (2) distinct Divisions as shown in the BMA
IMPLEMENTATION
Organization Structure overleaf. The Departments are: Maritime Education and Training, Maritime
This chapter
Transport provides Training,
Operations information on the various
Corporation types
Secretary of resources
& Head of Legalrequired
Services,toAdvancement
implement thisand
Strategic Plan.
Placement, It includes
Registrar, the Academy’s
Corporate human
Services and resource
Internal Audit, capacity
while theand
twoneeds,
distinctfinancial
Divisionsresource
namely,
requirement, strategies and
Strategy and Planning, for Supply
resource mobilization,
Chain Management. the current organization structure and risk
management strategy.
4.1.1 Maritime Education and Training (MET)
4.1 Implementation Structure
The Maritime Education Department is responsible for providing teaching and training of maritime
The Academy to
professionals consists
attain of 7 Departments
competencies and and two (2) distinct
proficiencies to workDivisions
on boardasseagoing
shown invessels.
the BMAThis
Organization
includes the Structure overleaf. The Departments
development/improvement are:soft
of seafarers’ Maritime Education
skills in leadershipandandTraining, Maritime
management with
Transport Operations Training,
training programmes Corporation
aimed at both furtheringSecretary & Head
their on-board of Legal
career Services, Advancement
and supporting andan
the transition to
Placement, Registrar,
onshore career. Corporate Services and Internal Audit, while the two distinct Divisions namely,
Strategy and Planning, and Supply Chain Management.
The training is based on the provisions of the Merchant Shipping Act, 2009 and any other
international
4.1.1 MaritimeConventions
Education and and
national legislation
Training (MET) relating to training in the maritime sector. Such
training will empower seafarers in Africa and to be competitive in the global shipping labour market
The Maritime
while at the Education
same timeDepartment
increasing istheir
responsible
knowledge for providing teaching
for exploitation ofand
the training
numerous of maritime
resources
professionals
endowed in the vast Exclusive Economic Zone (EEZ) of the respective Countries and beyond. This
to attain competencies and proficiencies to work on board seagoing vessels.
includes the development/improvement of seafarers’ soft skills in leadership and management with
In orderprogrammes
training to provide aimed
qualityattraining, the department
both furthering will undertake
their on-board career andthe development
supporting of curriculum
the transition to an
covering quality
onshore career. training standard systems and periodical independent evaluation as required by
International Maritime, Conventions. Further, the department will promote the maritime transport
The training
logistics, portis operations,
based on fisheries
the provisions of thesciences
& aquatics Merchant and Shipping Act, 2009
STCW auxiliary andand anytraining
safety other
international
programmes. Conventions and national legislation relating to training in the maritime sector. Such
training will empower seafarers in Africa and to be competitive in the global shipping labour market
In addition,
while at the the
same department will be responsible
time increasing for initiating
their knowledge the development
for exploitation of theand review of
numerous policies,
resources
strategiesin and
endowed plans,
the vast coordinating
Exclusive Economicimplementation
Zone (EEZ) of of the
therespective
Academy’s programmes
Countries and preparing,
and beyond.
implementing and monitoring of the department’s budget.
In order to provide quality training, the department will undertake the development of curriculum
covering quality training standard systems and periodical independent evaluation as required by
International Maritime, Conventions. Further, the department will promote the maritime transport
logistics, port operations, fisheries & aquatics sciences and STCW auxiliary and safety training
programmes.
In addition, the department will be responsible for initiating the development and review of policies,
strategies and plans, coordinating implementation of the Academy’s programmes and preparing,
implementing and monitoring of the department’s budget.

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The department will undertake its staff appraisals, identify its staff development needs, and oversee its
staff development. It will also oversee research and consultancy in its realm of operation and take part
in resource mobilization for training and research programmes.
The above functions will enable the department to: develop the necessary skills, negotiate for linkages
with the relevant industries for attachment, internship, placement for our students. It will also develop
internal capacity through Training needs analysis and curriculum development.

4.1.2 Maritime Transport Operations Training (MTOT)

The Maritime Transport Operations Training Department is responsible for training and the
development of curricula for cargo handling equipment, port operations, shipping and logistics
courses. It is also responsible for the quality standards of training through the implementation of the
established policies and standards.
The Department is responsible for the implementation of curricula making use of instructors’ guide
and training manuals for the designated programmes. It is responsible for initiating the development
and review of policies, strategies and plans, coordinating implementation of BMA’s programmes and
preparing, implementing and monitoring of the department’s budget.
The department undertakes its staff appraisals, identify its staff development needs, oversee its staff
development. It will also oversee research and consultancy in its realm of operation and take part in
resource mobilization for training and research programmes.
The above functions will enable the department to: develop the necessary skills, negotiate for linkages
with the relevant industries for attachment, internship, placement for our students. It will also develop
internal capacity through Training needs analysis and curriculum development.

4.1.3 Corporation Secretary and Legal Services

The department is responsible for provision of Board secretariat and related services in accordance
with Legal Notice 233 of 28th November, 2018 and the Mwongozo Code of Governance for State
Corporations. The Department is further responsible for the provision of Legal services to the
Academy including contract preparation, compliance with legal and regulatory framework, and
provision of legal advisory among other aspects. The Department liaises with other departments to
ensure that legal risks are identified, and appropriate courses of action have been taken.
The department plays a crucial role towards establishment of a policy, legal and institutional
framework as well as establishment of industry linkages and partnerships.

4.1.4 Advancement and Placement

The Department is responsible for negotiating sea-time and land-based opportunities for the BMA
students and for the establishment of linkages with stakeholders (both public and private) for purposes
of developing and executing a framework for advancement and placement of graduates. It negotiates
employment opportunities for graduates with major international shipping companies, ports and
terminals. It also initiates the development of MOUs for purposes of placement and internship of
students.
It undertakes mentoring of students, the management and coordination of exchange programmes,
provision of career advisory services for students and graduates, negotiates partnerships and resource
mobilisation to enhance production of holistic graduates prepared for the job market and
entrepreneurship in the maritime and other related sectors in the industry

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It is also responsible for the establishment of a framework on opportunities for scholarship and
sponsorship in liaison with the Chief Executive Officer. It works in liaison with the administration for
recognition of certificates internationally.
The functions enhance industry linkages to enable students be placed on industrial attachments and
graduates to access jobs as well as establish framework on procedures and processes related to
placement and advancement of BMA students and/or graduates.

4.1.5 Registrar Department

The Registrar’s Department is responsible for the formulation coordination, and implementation of
admission policies, procedures, strategies and plans. The Departments coordinates the design and
compilation of tailor-made curricula and where necessary facilitates acquisition and domestication of
international model courses for implementation.
The department initiates the development and implementation of students Rules and Regulations,
coordinates the activities of students’ welfare and co-curricular activities. It also develops and delivers
strategies for students’ recruitment, monitoring of student experiences and progress as well as
coordinating the establishment and maintenance of the student database.
The Department develops and implements policies for quality standards system in of training, ensures
compliance with academic regulatory framework and develops and implement procedures for student
clearance for graduation and issuance of transcripts and certificates.
The Department is also responsible for the coordination of the provision of library services and
research and innovation activities.
The above functions enable the department to promote research and development in the blue economy
and develop the necessary maritime skills.

4.1.6 Corporate Services Department

The Corporate Services Department is responsible for managing and administration of corporate
services functional activities of human resource and administration, finance and accounts, hospitality
services, corporate communications and marketing and Information Technology. It develops and
implements policies, procedures, strategies and plans in finance, human resource and administration,
hospitality, corporate communication and marketing and information technology.
The Department is responsible for coordination of the implementation of the Academy’s corporate
services programmes which entail the preparation, implementation and monitoring of the overall
Academy’s budget.
The Department is responsible for managing institutional staff development, overseeing, guiding and
appraising staff and for handling of the institutional staffing activities and disciplinary matters.
The department contributes to key result areas by: reviewing organizational structure and other human
resource instruments to ensure sufficient staffing, internal capacity development by developing
optimum human resource capacity for both BMA establishment and teaching staff.

4.1.7 Internal Audit Department

The Internal Audit Department provides the lead role in change initiatives by implementing action
plans related to risk assessment and annual planning, audit execution, audit reporting and
development, audit technology, and Audit Committee reporting. It undertakes annual risk assessment
and prepares audit plans to respond to the risk profile of the organization.


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The Department prepares clear internal audit reports identifying root causes with practical solutions
and proactively inform senior management of significant risks or exposures related to internal
controls, compliance, and/or governance requiring prompt attention.
The Department identifies key business developments that could have an impact on audit priorities
and/or plans and ensures participation in critical business and technology initiatives and projects
ensuring that audit’s perspectives are incorporated and appropriate controls are designed and
implemented on a proactive basis.
It also maintains an audit technology platform leveraging support from the information systems group
as needed and coordinates the activities of external auditors including how best to leverage the work
performed and results produced from Internal Audit’s work.
The functions enable for the strengthening of legal institutional framework by enhancing prudent
financial management

4.1.8 Strategy and Planning Division

The Strategic Planning Division is responsible for the development of BMA’ s development plans
anchored on policy and consisting of term plans and implementation strategies. It coordinates the
evaluation of the Academy’s strategic plans for purposes of review or the preparation of successor
strategic plans
The Division conducts research and data analysis to inform on the Academy’s business decisions,
defines the financial frameworks in order to conduct analyses and advises on advancement and
growth. It assesses new business opportunities and potential impact and formulates strategic
recommendations in response to changes in the Academic programmes.
It assesses the Academy’s operational and strategic performance, aligns processes, resources-planning
and department goals with overall strategy and provides support and insight into significant Academic
programmes changes. It also facilitates strategic discussions and where necessary, manages strategic
initiatives.
The functions facilitate the strengthening of a robust Policy and institutional framework.

4.1.9 Supply Chain Management Division

The Supply Chain Management Division is responsible for the development and interpretation of
Supply Chain Management policies and manuals and for ensuring compliance of Procurement and
Disposal Act 2015 and Regulations. It is also responsible for the issuance of guidelines on
implementation and interpretation of the Public Procurement and Asset Disposal Act and its attendant
regulations. Where necessary, the Division is supposed to initiate policy review on procedures, rules
and regulations.
The Division is responsible for the introduction and application of modern inventory management
techniques and approaches which include the use of e-Government Supply Chain Management
strategies. The Division participates in negotiations in matters pertaining to Supply Chain
Management and undertakes review of contract documents.
It prepares the Academy’s procurement plans which are aligned to the procurement budget and
undertakes oversight of the annual and quarterly stock taking process as required to ensure optimum
stock levels are maintained.
The Division is obliged to ensure timely disclosure of information on procurement opportunities and
awarded contracts as well as publishing of tenders and maintenance of cordial supplier relationships.

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It also manages procurement processes, risk analysis and mitigation, integrating, stock control,
supplier evaluation and business intelligence. The Division also undertakes the preparation of
statutory reports for submission to the Academy and National Treasury including.
The department contributes to key result areas by timely procurement of required resources for
developing the physical infrastructure and equipping the facilities with modern equipment for internal
capacity development.

4.2 Human Resource

Table 4.1: Provides a summary of the Staff establishment in the Academy according to the roles
and responsibilities of each category.
Table 4-1: Summary of Staff Establishment
S/No. Category BMA
Grade Authorized
In Post Variance
Establishment

1. Policy Makers (Director) 1 1 0 1

2. Senior Managers (Deputy 2 7 0 7
Directors)
3. Technical Staff 3-6 128 0 128
4. Operational/Support Staff 7-8 28 0 28
(Middle Grades)
5. Support Staff (Lower grades) 9 - 10 32 0 32
Total 196 0 196
Source: BMA

The Academy has an approved Human Resource Staff establishment of One hundred and ninety-six
(196) that are needed to carry out the Departments’ functions effectively. However, the Academy has
been utilizing staff seconded/deployed from different Government Ministries and Department
Agencies as at January, 2022 as follows:
i. Kenya Ports Authority: Thirty-Seven (37);
ii. Kenya Maritime Authority: One (1); and
iii. State Department for Shipping and Maritime Six (6).
Analysing the above disposition of Forty-four (44) staff against the required One hundred and ninety-
six (196), the indication is that the Academy is operating at 22.49% of its optimal staffing level. The
staff deficit of One hundred and forty-nine (149), 64% are at technical levels; while Thirty-six (36%)
are in the support services category. In this transition period, the Academy plans to progressively
recruit staff in phases to address the deficit.

4.3 Financial Resource Requirements

4.3.1 Budget Estimates and Resource Requirements

Effective implementation of the strategic plan depends on the availability of the adequate resources.
To implement this strategic plan, BMA will mobilize adequate resources from the Government and
development partners, while at the same time ensuring prudent management of available resources.

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BMA will require approximately Kshs. 7,136 billion of which the Academy is expected to spend
Kshs. 2,140 billion on Recurrent being 30 % of the total budget.

4.3.2 Strategies for Resource Mobilization

In order to harness more resources from the Government and the Partners, the BMA will:
i. Develop and implement a Resource Mobilization Strategy (Fund raising strategies);
ii. Seek alternative revenue streams from both Commercial (Projects) Sources and Development
Partners’ support;
iii. Lobby for more funding from the exchequer through the parent Ministry;
iv. Concentrate its resources on the Plan priority areas for efficiency and effectiveness; and
v. Ensure prudent resource management.

In implementing the Strategic Plan, the Academy shall strictly adhere to the guidelines stipulated in
the Public Finance Management Act 2012, Public Procurement and Disposal Act 2015, Government
Financial and Procurement Regulations, National Treasury Circulars and the Development Partners’
Guidelines pertaining to utilization of resources.
The Academy will produce Annual Work Plans, Procurement Plans and Cash Flow Projections to
ensure funds are allocated to planned priority programs and projects. Further, the Academy will
implement the Government Policy on Transport in order to enhance efficiency with a view to cutting
out wastage in this area.

4.4 Risk Management

Table 4-3 provides a summary of the range and types of risks the BMA anticipates during the
implementation of this Strategic Plan and how the Academy intends to mitigate against the risks.
Table 4-2: Risks and Mitigation Measures
Risk Category Mitigation / Control
Inadequate Financial High i. Lobby for additional financial resources.
Resources
ii. Mapping of relevant Development Partners and preparation of
Funding Proposal.
iii. Explore the possibility of utilizing Public Private Partnerships
(PPPs) Framework in implementing key programmes and projects.
Incoherence in Medium i. Stratification of key stakeholders and continuous lobbying.
administrative
structure ii. Hold engagement meetings.
Non-integrated High Restructure the Institutional and Legal framework
Institutional Legal
Framework
Inadequate technical High i. Identify skills gap.
skills in Maritime
Education and ii. Enhance the capacity of BMA, by considering collaboration
Training with other institutions.
iii. Skills transfer from other institutions.
Inadequate High i. Upgrade existing viable training equipment and acquire own
Infrastructure modern training equipment
ii. Partner with other State Agencies and County Governments to

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Risk Category Mitigation / Control

share/develop required facilities
Conflicts associated Medium Use of international and regional institutions, protocols, treaties and
with trans-boundary conventions e.g. South West Indian Ocean Fisheries Commission
water resources use (SWIOFC), Indian Ocean Tuna Commission (IOTC), Western Indian
are likely to arise Ocean Marine Science Association, East African Community, Lake
during Victoria Fisheries Organization (LVFO), The United Nations
implementation of Convention on the Law of the Sea (UNCLOS), The Food and
planned programmes Agriculture Organization (FAO) Code of Conduct for Responsible
and projects leading Fisheries (CCRF) ), FAO Voluntary Guidelines for Small Scale
to sub-optimal Fisheries; and development of management plans for trans-boundary
results. water resources to resolve resource use conflicts within the countries.
Lack of capacity in High i. Facilitate the acquisition of vessels through long-term charters
national shipping (Wet leases) and engage in pooled consortium through
lines to provide sea operational partnerships.
time for students
ii. Negotiate and sign MOUs with foreign ship-owners to provide
sea time for BMA students
Staff turnover Medium i. Implement rewards and sanctions policy.
ii. Undertake a Training Needs Assessment (TNA), develop
training projections and implement.
iii. Continuous training of staff.
Slow adoption of Medium i. Create a database.
ICT
ii. Establish social media platforms.
iii. Revamp the Academy web presence.

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CHAPTER FIVE: MONITORING, EVALUATION AND REPORTING

5.1 Overview of Monitoring and Evaluation

In the implementation of a Strategic Plan, a Monitoring and Evaluation Framework
is essential in order to continuously provide information to all levels of management
on the progress in the achievement of results (planned Outputs and desired
Outcomes).
The M&E also assists management in identifying the factors at play in the success
or lack of it in performance of policies, programs, and projects. It further assists in
generating the knowledge necessary for improvements in ongoing policy and
programs.
The M&E is therefore an important and integral part of the management of BMA’s
performance in the implementation of this Strategic Plan.

5.2 Monitoring and Evaluation Framework

The M&E Framework includes the expected Outcomes (against each Strategic
Objective and KRA), key performance indicators for measuring progress on these
Outcomes, the baselines and targets for the midterm and end of Plan period. It
obligates the Academy to go beyond Activities and Outputs and articulate the
progress in the achievement of higher-level results.

5.3 Monitoring
Monitoring is an ongoing function that entails systematic collection of data on
specified indicators to provide management and the main stakeholders on the extent
of progress in implementation of policies, projects and programs and the
achievement of objectives. This is the responsibility of the BMA’s departments
responsible for the various programs and projects to be monitored.
The required monitoring data is then aggregated by the designated Department and
further consolidated for reporting to the BMA’s Management by the BMA M&E
Taskforce.

5.4 Evaluation
Evaluation is defined as a systematic and objective assessment of an ongoing or
completed policy, program or project, including its design, implementation, and
results. The primary aim is to determine the relevance and fulfilment of objectives,
development efficiency, effectiveness, impact, and sustainability.
In addition, quality assurance will need to be undertaken by conducting Technical
Audits to cover technical aspects of the projects being implemented.

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The relevant programs and projects will be reviewed at Midterm to determine the
extent to which their implementation is progressing according to Plan, and any areas
that require management attention. The reviews may be internal or external. An end
of period external (independent) evaluation will be conducted to assess the extent to
which the Academy’s objectives and targets have been achieved.
This will provide critical input for the formulation of the Academy’s Masterplan
and the subsequent Strategic Plans.

5.5 Data Collection

In the M&E monitoring, data collection will be an ongoing function by various
BMA Departments and Units. Such data may be readily available from regular
reports produced by the BMA or from other parties such as TVETA, KMA, KPA,
and other entities in the Blue Economy Sector.
Production of some indicators may require sample surveys which would then need
to be designed and conducted at appropriate times in order to capture representative
data. It is the responsibility of the designated Department in the BMA to ensure that
the data being collected is relevant, complete and of good quality so that valid
conclusions can be drawn from the monitoring and evaluation processes.

5.6 Reporting
The ultimate responsibility for M&E to the Board rests with the CEO / Director,
who will be compiling the Report and submit for consideration by the Board. The
M&E will be performed by the Academy’s M&E Committee composed of the
Heads of Departments. The M&E reporting will be performed at all operational
levels.
At the Board level, the objective will be to monitor implementation to ensure the set
targets are met. Quarterly Review Meetings may be held between the Management
and the Board.
The overall responsibility of overseeing implementation over the tenure of the
Strategic Planning period is to be vested on the M&E Committee. The Committee
shall continuously monitor and evaluate all strategies, initiatives and outcomes in
order to advise on the implementation status as well as providing feasible Policy
and Strategy Alternatives to enhance success in implementation. While the
reporting may be more frequent according to the needs of the different managers,
standard Quarterly reporting in line with Government Policy will be done.
On the frequency of reporting, each BMA department will produce its own
Quarterly Reports, which will be submitted to the Committee for consolidation and
submission to Management.

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Annex I: Monitoring and Evaluation Framework
Key Results Area Strategic Objectives Outcomes Key Performance Indicators
i. Develop Conversion Courses Enhanced popularity of the BMA Prospectus No of applicants for BMA courses
KRA 1: Maritime Skills for Maritime Skills
Development ii. Develop/Review the MET BMA Graduation Alumni Number of graduates by courses
Curriculum (Industry Driven
Programmes
iii. Enhance students’ i. High subscription to BMA Courses No of students enrolled per course
advancement and placement
ii. Stable access to funding for BMA students Proportion of BMA student fully funded
i. To develop Optimum Internal i. BMA Establishment BMA Establishment Variances
KRA 2: Internal Human Resource Capacity
ii. BMA Teaching Staff Ratio of tenured to total academic staff
Capacity Development
iii. Internal Staff Development. No of academic staff on advanced training
programmes
ii. Develop Physical i. Decrease in expenditure on rental charges % Annual decline in rental charges
Infrastructure and equip the
ii. Decrease in overcrowding in classrooms, Classrooms utilization rates
facilities with modern
halls of residence
equipment
iii. Decrease in waiting time for access to Waiting time to access laboratory facilities
laboratories
iv. High availability of access to simulators Waiting time to access simulator services
v. High availability of internet access Number of Wi-Fi Hotspots points on Campus
vi. Increased availability of halls of residence No of students accommodated in BMA
residences
iii. Enhance Financial Stability BMA capacity to provide student funding through Percentage of students obtaining funding to
grants increases complete their studies
iv. Develop Knowledge BMA attains a regional and global status as a No of books, research papers produced and
Management Systems Maritime Knowledge Center published
To promote Research and i. Expanded BMA Research Network No of research personnel and collaborations

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Key Results Area Strategic Objectives Outcomes Key Performance Indicators
KRA 3: Research, Development in the Blue Economy ii. Increase in national and regional research No of research outputs
Innovation and reports and publications
Development iii. Improved and equipped products, services Number of research outputs adopted by
and methods industry
KRA 4: Industry Enhance Industry Linkages i. Increase in places available for students’ Number of industrial attachments per year
Linkages industrial attachments
ii. Increase in opportunities for employment of No of graduates employed through trough
BMA graduates BMA direct placements per year
Strengthen Policy, Legal and i. BMA structured as a corporate entity All Legal and Corporate Instruments in place
KRA 5: Policy, Legal, Institutional Framework
ii. BMA structured Governance System in BMA Board Members and Committees
Regulatory and place appointed
Institutional Framework Review the Organizational Structure i. Robust Organisational Structure BMA Organogram comprises all necessary
and Other Human Resource Units to fully function
Instruments
ii. BMA Internal Governance Rules Administrative, Financial and Procurement
Rules

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ANNEX II: IMPLEMENTATION MATRIX
Strategy Programme/ Expected Output Baseline Reporting Target Target Budget (KShs. Million) Responsible / Sources
(2019/20) Schedule for 5 Lead Dept. of Funds
Project/ Activity Output Indicators Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
years

Key Result Area 1: Maritime Skills Development

Strategic Objective 1: Develop Conversion Courses for Maritime Skills
Map out Carry out skills gap Convertible No. of Nil Bi- 1 1 0 0 0 0 10 2 2 2 0 MET GOK
maritime skills analysis for conversion courses convertible annually
gaps for courses identified courses
conversion Undertake training on Students No of Nil Annual 590 50 100 150 200 10 20 15 40 0 MET GOK
convertible courses trained students
Sub-Total 20 22 17 42 0
Strategic Objective 2: Develop/Review the MET Curriculum (Industry Driven Programmes)
Review, Review/develop/adopt/Cur Curricula No of 10 Quarterly 100 40 20 20 10 10 20 10 10 5 5 MET GOK
Development ricula relevant to the reviewed/ curricula
and/or adoption industry developed/
of Curricula adopted
Establish the Develop strategy paper Strategy Paper Strategy Nil Yearly 1 10 0 0 0 0 R&D GOK
skill gaps in paper
other Blue
Economy area
Develop Vijana Develop strategy paper Strategy Paper Strategy Nil Yearly 1 10 0 0 0 0 R&D GOK
Baharia paper
Programme
Sub-Total 40 10 10 5 5
Strategic Objective 3: Enhance students advancement and placement
Develop Develop a students’ Policy and No. of Nil Yearly 1 1 20 0 0 0 0 A&P GOK
student’s Advancement and Procedures Policies and
advancement Placement Policy and prepared Procedures
and placement Procedures
frameworks Develop and implement Framework on Framework Nil Yearly 1 1 10 0 0 0 0 A&P GOK
framework for placement students’ on students’
locally and outside placement placement
(shipping companies, developed
shipyards, ports and Students on No. of Yearly 500 100 100 100 100 100 10 10 10 10 10 A&P GOK
terminals) placement students
Development of training Training No. of Nil Yearly 20 10 5 5 10 5 5 5 5 A&P GOK
collaboration frameworks collaborationcollaboratio
with other training frameworks n
institutions frameworks
Development of Framework on No of Nil Yearly 2 5 2 1 1 1 15 5 5 5 5 A&P GOK

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Strategy Programme/ Expected Output Baseline Reporting Target Target Budget (KShs. Million) Responsible / Sources
(2019/20) Schedule for 5 Lead Dept. of Funds
Project/ Activity Output Indicators Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
years

framework for sea-time sea time frameworks

training training
Students on No. of Nil Quarterly 500 100 100 100 100 100 5 1 1 1 1 A&P GOK
sea-time students
training
Develop a Develop a BMA Marketing and BMA Nil Yearly 1 1 5.0 0 0 0 0 Corporate GOK
Services
Marketing and Marketing and Branding Branding Marketing/
Branding Strategy Strategy Branding
system for prepared and Strategy
BMA approved
Undertake Publicity Publicity Number of Nil Quarterly 20 4 4 4 4 4 2.0 2.0 2.0 2.0 2.0 Corporate GOK
Services
activities activities Publicity
undertaken fora
Sub-Total 77 23 23 23 23
Key Result Area 2: Internal Capacity Development
Strategic Objective 1: To Develop Optimum Internal Human Resource Capacity
Recruitment of Recruitment of staff for Staff Recruited No of staff Nil Yearly 196 39 39 78 20 20 40 80 120 160 180 MET
Corporate
BMA Staff BMA
Services
Staff Development of training Training No of staff Nil Quarterly 196 39 39 78 20 20 1.95 1.95 3.9 1 1 Corporate GOK
Services
Development programmes programmes members
prepared trained
Induction, Exchange Induction and No of Nil Quarterly 10 2 2 2 2 2 10 10 10 10 10 Corporate GOK
Services
programmes and Training exchange programs
of Trainers programmes conducted
developed
Trainers No of Nil Yearly 117 40 30 20 17 10 3 3 2 2 2 Corporate GOK
Services
trained trainers
trained
Development of Development of staff MOUs signed No of Yearly 5 1 1 1 1 1 2.0 2.0 2.0 2.0 2.0 Corporate GOK
Services
Staff exchange exchange programmes MOUs s None
programmes
with relevant
institutions
Development of Establishment of Incentives for No of Yearly 4 4 50 0 0 0 0 Corporate GOK
Services
Staff retention incentives for staff staff instituted incentive
schemes schemes
Enhancement of Staff Staff welfare Number of Yearly 2 2 0 10 0 0 0 Corporate GOK

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Strategy Programme/ Expected Output Baseline Reporting Target Target Budget (KShs. Million) Responsible / Sources
(2019/20) Schedule for 5 Lead Dept. of Funds
Project/ Activity Output Indicators Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
years

welfare schemes welfare Services

developed schemes
Sub-Total 107.0 106.95 137.9 175.0 195.0
Strategic Objective 2: Develop Physical Infrastructure and provide equipment

Establishment Construction of the BMA Maritime % Nil Quarterly 100 20 45 75 100 180 100 100 98.8 0.0 Corporate GOK
Services
of infrastructure Maritime Complex (Phase Complex built completion
and facilities 1)
Construction of Nautical Workshops % Nil Quarterly 100 100 56.4 0 0 0 0.0 Corporate GOK
Services
and Marine Engineering built completion
workshops
Construction of 2 Three Storey % 200 200 300 268.3 0.0 Corporate GOK
Quarterly Services
accommodation facilities Hostels completion Concep 100 25 50 75 100
t Note
Construction of indoor Recreation No of Nil Quarterly 5 5 2 0 0 0.0 Corporate GOK
Services
recreation facilities facilities recreation
constructed facilities
Provision of Procurement of Bridge Full Mission Number of Nil Quarterly 1 1 0 250 0 0 0.0 Corporate GOK
Services
modern plant Ship Simulators Bridge Ship Bridge
and equipment Simulators simulators
for training procured
purposes Procurement of Engine Engine room Number of Nil Quarterly 1 1 0 250 0 0 0.0 Corporate GOK
Services
room Ship Simulators ship simulators Engine
procured room
simulators
Procurement of Port Port Number of Nil Quarterly 1 1 0 250 0 0 0.0 Corporate GOK
Services
Operations Equipment Equipment Port
Simulators simulators Equipment
procured simulators
Procurement of port Port operations No of Nil Quarterly 1 1 0 56.5 0 0 0.0 Corporate GOK
Services
operations equipment equipment equipment
procured delivered
Acquisition of Training a Training Ships No. of ships Nil Yearly 1 1 0 1,500 0 0 0.0 Corporate GOK
Services
Vessel acquired
Provision of Network/ Security/IP Independent % Nil Quarterly 100 50 50 25 25 0 0 0.0 Corporate GoK
Services
modern ICT Telephony/ CCTV Network completion
infrastructure Infrastructure/ Infrastructure
Biometric installed
ϱϭ

Strategy Programme/ Expected Output Baseline Reporting Target Target Budget (KShs. Million) Responsible / Sources
(2019/20) Schedule for 5 Lead Dept. of Funds
Project/ Activity Output Indicators Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
years

that supports Business Automation/ Business % Nil Quarterly 100 60 40 40 20 0 0 0.0 Corporate GOK
Services
virtual learning ERP/Office365/LMS/E- processes completion
Board/Library System) Automated/
Systems
upgraded
Procurement of ICT ICT Equipment No of ICT Nil Quarterly 5 3 2 40 30 0 0 0.0 Corporate GOK
Services
Equipment procured by equipment
category
Simulator Software Bridge Simulator Nil Quarterly 2 1 1 0 15 15 0 0.0 Corporate GOK
Services
Simulator with
Software. Kilindini
VBS3 Channel
Simulator and updated
Updated software
Establish a data Centre/ Secure and Commissio Nil Quarterly 1 1 30 0 0 0 0.0 Corporate GOK
Services
Server/Storage New Data ned Data
Infrastructure Centre Centre
established
ICT Labs and Testing Centre Commissio Nil Quarterly 1 1 30 0 0 0 0.0 Corporate GOK
Services
Certification Testing Established ned Testing
Centre Centre
Establishment Construction of a Ship fire Ship fire % Nil Quarterly 100 0 130 0 0 0.0 Corporate GOK
Services
of firefighting Training Station Training completion
Training Centre Station
constructed
Establishment Construction of Survival Survival % Nil Quarterly 100 25 75 100 0 200 200 127.2 0.0 Corporate GOK
Services
of Survival Training Centre Training completion
Training Centre Centre
constructed
Land Acquire 50 acres of Land Land acquired Ownership Nil Quarterly 1 1 0 0 600 0 0.0 Corporate GOK
Services
Acquisition for for Expansion documents
BMA
expansion
Establishment Establishment of Satellite No. Nil Yearly 1 1 0 0 0 500.0 0.0 Corporate GOK
Services
of Satellite campuses Campuses
Campuses established
Sub-Total 603.4 3,026.5 1,215 1,094.3 0.0

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Strategy Programme/ Expected Output Baseline Reporting Target Target Budget (KShs. Million) Responsible / Sources
(2019/20) Schedule for 5 Lead Dept. of Funds
Project/ Activity Output Indicators Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
years

Strategic Objective 3: Enhance Financial Stability

Development of Preparation of BMA 30- 30 Year Master BMA 30- Nil Quarterly 1 1 15 0 0 0 0.0 Corporate GOK
Services
BMA Year Master Plan Plan prepared Year
Long- and and approved Masterplan
Medium-term Preparation of Five- Year Business Plan Approved Nil Quarterly 1 1 5 0 0 0 0.0 Corporate GOK
investment Services
BMA Business Plan prepared Business
Plans Plan

Development of a BMAFinancial and Financial Nil Quarterly 1 1 5 0 0 0 0.0 Corporate GOK

Services
Financial and Investment
Investment and
Strategy Strategy Investment
prepared Strategy
Resource Establishment of a Resource Resource Nil Quarterly 1 1 5 0 0 0 0.0 Corporate GOK
Services
mobilisation resource mobilization mobilization mobilizatio
strategy Strategy n strategy
developed
BMA Develop and implement a Marketing Approved Nil Yearly 1 1 0.5 Corporate GOK
Services
marketing/bran BMA marketing/branding strategy strategy
ding strategy
Sub-Total 30 0 0.5 0 0.0
Strategic Objective 4: Establish Knowledge Management Systems

Establishment Carry out data and Data and Reports Nil Yearly 1 1 0 0 0 0 0 Corporate GOK
Services
of a knowledge information Needs information
management analysis Needs analysis
system carried out

Development of a Knowledge % of Nil Quarterly 100 50 50 2.5 2.5 0 0 0 Corporate GOK

Services
knowledge management management completion
system system
developed
Sub-Total 2.5 2.5 0 0 0
Key Result Area 3: Research, Innovation and Development
Strategic Objective: Promote Research and Development in the Blue Economy
Development of Establishment of a MET MET Research Research Quarterly 1 1 0 0 0 20 R&D GOK
a MET Research Framework Framework Framework Nil
Research developed Document
Framework
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Strategy Programme/ Expected Output Baseline Reporting Target Target Budget (KShs. Million) Responsible / Sources
(2019/20) Schedule for 5 Lead Dept. of Funds
Project/ Activity Output Indicators Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
years

Periodic Undertaking of training Training needs TNA Yearly 1 1 5 0 0 0 0 R&D GOK

development of needs assessment identified Report Nil
Maritime skills
demand/supply
(Market)
analysis
Development of Mapping out the Innovation and Survey Nil Yearly 1 1 0 0 0 3 0 R&D GOK
innovations in innovation and technology technology in Report
MET in place place mapped
out
Establishment of Incentives for Report Nil Yearly 1 1 0 0 3 0 0 R&D GOK
incentives for innovation innovation and
and technology technology
mechanism for MET mechanism for
MET
established
Establishment of Innovation Reward Nil Yearly 1 1 0 0 0 3 0 R&D GOK
innovation reward system reward system System
established Report
Establishment Preparation of a Framework No of Nil Quarterly 1 1 0 5.0 0 0 0 R&D GOK
of a framework framework for funding of developed Framework
for funding of research and development s
research
Collaboration Development of MOUs signed No. of Nil Quarterly 4 1 1 1 1 0 2.0 2.0 2.0 2.0 RED GOK
with other collaborations with other MOUs
training and training and research
research institutions
institutions
Digitalization Digitalization of the Information Number of Nil Yearly 1 1 20 0 0 0 0 R&D GOK
of the Information Resource Resource reference
Information Centre Centre documents
Resource digitised digitised
Centre

Sub-Total 25.0 7.0 5.0 28.0 2.0

Key Result Area 4: Industry Linkages
Strategic Objective: Enhance Industry Linkages
Development of Establishing a framework Frameworks Number of Nil Yearly 2 2 2 2 2 2 1.5 1.5 1.5 1.5 1.5 Legal GOK

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Strategy Programme/ Expected Output Baseline Reporting Target Target Budget (KShs. Million) Responsible / Sources
(2019/20) Schedule for 5 Lead Dept. of Funds
Project/ Activity Output Indicators Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
years

partnerships / for partnerships and established frameworks

collaborations collaborations
with industry on
advancement in
ship yards, ship
construction,
vessel and port
operations and
research,
innovation,
technology
transfer
Development of Mapping out the industry Industry No. of Nil Quarterly 2 1 1 5 0 0 5 0 Legal GOK
industry players and their skills players and Reports
linkages their skills
mapped out
Collaboration Establishment of Collaborations No of Nil 1 0 0 0 0 0 AP GOK
with other collaboration with other established MOUs
institutions for training institutions with related signed
access of training
training activities
facilities
Sub-Total 6.5 1.5 1.5 6.5 1.5
Key Result Area 5: Policy, Legal and Institutional Framework
Strategic Objective: Strengthen Policy, Legal and Institutional Framework
Drafting of the Preparation of BMA Bill BMA Bill BMA Bill Nil Quarterly 1 1 5.0 0 0 0 00 Legal GOK
BMA Bill prepared
Development of Development of BMA Financial Financial Quarterly 1 1 5.0 0 0 0 0 Corporate GOK
Services
Policies/ Financial Policies and Policies and Policies and
Guidelines Procedures Procedures Procedures
prepared
Development of BMA Audit and Risk Audit and Quarterly 0 3.0 2.0 0 0 Corporate GOK
Risk Services
Audit and Risk Management
Management Procedures Procedures Management
developed Procedures
Development of a BMA BMA Corruption Quarterly 3.0 0 0 0 0 Corporate GOK
Services
Corruption Prevention Corruption Prevention
Policy Prevention Policy

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Strategy Programme/ Expected Output Baseline Reporting Target Target Budget (KShs. Million) Responsible / Sources
(2019/20) Schedule for 5 Lead Dept. of Funds
Project/ Activity Output Indicators Y1 Y2 Y3 Y4 Y5 Y1 Y2 Y3 Y4 Y5
years

Policy
prepared
Development of BMA Equality, Equality, Quarterly 1 1 3.0 0 0 0 0 Corporate GOK
Services
Equality, Diversity and Diversity/ Diversity/
Inclusion Policy Inclusion Inclusion
Policy Policy
prepared
Development of a Corporate Corporate Quarterly 1 1 0 0 0 0 1.0 Corporate GOK
Social Services
Corporate Social Social
Responsibility
Responsibility Policy Responsibility Policy
Policy
developed
Preparation of Corporate BMA ICT ICT Policy Quarterly 1 1 1.0 0 0 0 0 Corporate GOK
Services
ICT Policy Policy
prepared
Development of Preparation of a BMA BMA Asset Asset None Quarterly 1 1 2.0 0 0 0 0 Corporate GOK
Services
BMA Assets Asset Disposal Policy Disposal Disposal
and Data Policy Policy
Management prepared
System Preparation of a BMA Documents, Documents, None Quarterly 1 1 2.0 0 0 0 0 Corporate GOK
Services
Documents, Records Records Records
Retention and Data Retention and Retention
Protection Policy Data Protection and Data
Policy Protection
prepared Policy
Development of Preparation of BMA BMA Safety Safety and Quarterly 1 1 10 0 0 0 0 Corporate GOK
Services
organisational Safety and Health and Health Regulations
Safety and Regulations Regulations document
Health
Regulations
Sub-Total 31 3 2 0 1
Grand Total 919.9 3,202.45 1,411.9 1,373.8 227.5

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Annex III

MARITIME EDUCATION AND TRAINING DEPARTMENT FIVE YEAR PROJECTIONS

No. Course Title Frequency Expected Target/Projected Expected Target/Projected
Per Year Numbers in One Year Numbers in Five Years
1. Diploma in Nautical Science 1 24 120
2. Diploma in Marine Engineering 1 24 120
3. Craft Certificate in Marine Engineering 1 24 120
4. Craft Certificate in Nautical Science 1 24 120
5. Coxswains Course III 6 144 720
6. Coxswains Course II 3 72 360
7. Coxswains Course I 2 48 240
8. Efficient Deck Hand and AB Certificate 2 48 240
9. Translation Deck/Engine Course 2 48 240
10. Ship Security Officer Course 3 72 360
11. Survival Craft Course 3 72 360
12. Medical Care Course 3 72 360
13. Advanced Fire Fighting Course 3 72 360
STCW Courses:
14. Fire Prevention and Fire Fighting 48 1152 5760
15. Elementary First Aid 48 1152 5760
16. Personal Survival Techniques 48 1152 5760
17. Personal Safety & Social Responsibility 48 1152 5760
18. Mandatory STCW Basic Safety Courses (Re-validation) 12 288 1440
19. Mandatory STCW Basic Safety Course 48 1152 5760
20. Ratings forming part of Engineering or Deck Watch 3 72 360
21. Ship Security Awareness 3 72 360
22. AB Certificate Course 3 72 360

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No. Course Title Frequency Expected Target/Projected Expected Target/Projected
Per Year Numbers in One Year Numbers in Five Years
23. Officer in Charge of Navigational Watch on Ships Less than 500 GT 1 24 120
Engaged on Near Coastal Voyage
24. Rating Deck STCW A-II/4 and Rating Engine STCW A-III/4 1 24 120
25. Rating Forming Part of an Engineering Watch 1 24 120
26. Electronics, Hydraulic & Pneumatic Systems 3 72 360
27. Commercial Diving Course 3 72 360
28. Officer in Charge of Navigational Watch on Ships Less than 500 GT 1 24 120
Engaged on Near Coastal Voyage)
29. Officer In Charge of A Navigational Watch on Ships Less than 500 GT 1 24 120
Engaged on Near Coastal Voyages
30. Welding and Metal Fabrication (Gas Welding) I,II,III 2 48 240
31. Welding and Metal Fabrication (Arc Welding) I,II,III 2 48 240
32. Electrical Installation I, II, III 2 48 240
33. Machinist I, II, III 2 48 240
34. Carpentry and Joinery I, II, III 2 48 240
35. Painting and Sign Writing 2 48 240
36. Motor Vehicle Mechanic I, II, III 2 48 240
37. General Fitter Course Grade III,II,I 2 48 240
38. Solar Technology T1,T2 2 48 240
39. Computer Aided Machining Level 1, II 2 48 240
40. AutoCAD 2D, 3D 2 48 240
41. Industrial Safety 2 48 240
42. Plumbing Grade I, II, III 2 48 240
43. Refrigeration and Air Conditioning Grade I,II,III 2 48 240
44. Permanent Way Key Men Grade I, II, III 2 48 240

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Annex IV
MARITIME TRANSPORT OPERATIONS AND TRAINING DEPARTMENT FIVE YEAR PROJECTIONS
No Course Frequency Per Year Expected Target/Projected
Numbers in Five Years
1. Diploma in Maritime Transport Logistics 1 150
2. Craft in Maritime Transport Logistics 1 150
3. Forklift Driving Course 6 720
4. Terminal Tractor Course 3 360
5. Reach Stacker Course 3 360
6. Winch /Harbour Crane Course 2 240
7. Gantry Crane Course 2 240
8. Port Operations Clerical Course 4 480
9. Port Operations Course 4 480
10. Health Safety and Environment Induction Course (HSE) 6 600
11. Occupational First Aid Course 6 600
12. Handling of Hazardous Cargo 6 600
13. Fire Wardens 6 600
14. Introduction to Container Terminal Operations 3 300
15. Supervision of Container Terminal Operations 3 300
16. Container Operations Planning 3 300
17. Safe Container Handling 3 300
18. Improvement of Port Performance (IPP/UNCTAD)-General Cargo Operations 1 120
19. Improvement of Port Performance (IPP/ILO)-Container Terminal Operations 1 120
20. Computer Skills 2 200
21. Customer Care 4 400
22. Supervisory Development Programme I 3 300

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No Course Frequency Per Year Expected Target/Projected
Numbers in Five Years
23. Supervisory Development Programme II 2 200
24. Management Development Programme I 3 300
25. Management Development Programme II 2 200
26. Entrepreneurship 2 200
27. Communication Skills and Report Writing 2 200
28. E-Records Management Course 3 300
29. Employee Relations 1 100
30. Public Service Integrity Programme 2 200
31. Training of Trainers 2 200
TOTAL 92 9820

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