The Kenya Engineer, July-August '10

The 2.5billion shillings system will replace the existing one that is obsolete. Accord-ing to KPLC Managing Director Joseph Njoroge, the new system control is suitable for the fast growing electricity infrastructure network.The European Investment Bank is financ-ing the fibre optic link to Nairobi as part of its contribution to essential energy and communications infrastructure in Africa. KPLC has been in the process of upgrading and expanding its network after a feasibility study carried out in 2003/2004 determined that the current system that is critical to the management of power was obsolete. The study also found the system facing the challenges of technological advancement and unable to keep up with the requirements of the fast growing electricity network. SCADA EMS or the system control and data acquisition and energy management system is however expected to ensure high avail-

CONTENTS Infrastructure & Industry...........1-10Mining…….......….…..............11-13Awards..........................................14People............................................15Energy.....................................16- 21Technology ...................................22Water & Irrigation....................23-26GIS...........................................27-29IEK…………...........................30-32

Magazine of the Institution of Engi-neers of KenyaRegistered Office: MOPW &HBuilding, P O Box 41346,Nairobi

Correspondence should be addressed to the Institution. Kenya Engineer is published every two months. Views expressed in this Journal are those of the writers and do not necessarily reflect those of the Institution.©Copyright: Reproduction of any article in part or in full is strictly prohibited without written permission from the Institution of Engineers of Kenya.

Editorial Committee:A A McCorkindale – ChairmanF W Ngokonyo - Vice-ChairmanJ N KariukiProf M KashordaS M NgareAllan MuhaliaA W OtsienoS K KibeR MwauraJ Kimani

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NEWS

Energy Minister Kiraitu Murungi unveils a plaque during the official commissioning of the 35 megawatts Olkaria II unit three power station in Naivasha

July/August 2010

ability of the interconnection between na-tional and regional KPLC centers at all times including during total power outages. The system which uses fibre technology will also be pivotal in reinforcing the country’s fibre penetration. According to European investment bank vice president Plutarchos Sarkellaris 880 million shillings will further be released to expand the KPLC fibre network on the west of the country. The 800KM Nairobi - Tororo network is already complete and undergoing commissioning test.There are 24 pairs of optic fibres in KPLC’s cable, out of which the company will use six pairs for its operations, while the rest will be leased out to telecommunications companies.Already, Safaricom Ltd., Jamii Telecommu-nications Ltd., Wananchi Group and Kenya Data Networks, have leased optic fibres on the Mombasa/Nairobi route.

Kenya Power and Lighting Company commissioned a 450 kilometer fiber optic cable system

Kenya Engineer - July/August 2010 1

Beside, KenGen man-aging director, Eddy Njoroge (left) takes

Energy minister,Kiraitu Murungi and other guests through

the new 35 mega-watts Ol Karia unit

three power station in Naivasha

NEWS

Kenya Power & Lighting Company Limited (KPLC) has appointed a consortium of consultants to spearhead the planned re-branding and organizational culture change programme. The consortium is made up of, Ogilvy East Africa, McKinney Rogers and SBO Research. The consortium’s mandate is to develop and roll out a strategy and implementation programme for the organizational culture change and corporate re-branding (Project Mwangaza).

New KPLC look coming soonKPLC Managing Director and CEO, Eng Joseph Njoroge said the appointment of the consortium marks a major milestone in the history of KPLC and signals the beginning of a new chapter that will see KPLC aggressively re-evaluate its existing corporate identity , prevailing corporate culture and vision, among key stakeholders.Leading the consortium is Ogilvy East Africa, an integrated marketing communications

consultancy, with advertising, public relations and media planning and buying capabilities. The other members of the consortium are McKinney Rogers, a global business consultancy with a proven track record for transforming performance, and SBO Research a marketing and social research consultancy that also offers training solutions through its sister company SBO Training Limited.Source STIMA News

2 Kenya Engineer - July/August 2010

Expansion of Nairobi- Thika Road from 4 to 8-Lane Super Highway takes shape

The $ 330million project is well on course to be ready for use in 12 months. The project involves widening of University Way to eight lanes from six, four lane fly over across Globe Roundabout, widening of Murang’a Road to six lanes, underpass at Pangani, flyover on Muthaiga roundabout and provision of footpaths.On the Forest Road – Museum Road – Museum Hill roundabout section, construction works involves widening of Forest Road to six lanes from four lanes, widening of Museum Hill road to six lanes, provision of forked fly-over on Limuru Road and provision of footpaths.The Muthaiga roundabout-KU section has been designed as a high-speed highway with limited access and exits. The improvements on this section include widening of carriageway to eight lanes- (Muthaiga – Kasarani) and 6 lanes (Kasarani – KU). Provision of service roads intermittently, construction of underpasses at Kahawa and KU, provision of interchange at GSU

roundabout, flyovers at Kasarani and Githurai roundabouts, underpass at former Nakumatt Thika Road site, subway at Survey of Kenya and provision of footpaths.KU-Thika section includes widening the carriageway to six lanes up to Juja and maintaining the existing provision of service roads, construction of six lane flyover at Eastern Bypass, intermittent service roads, underpass at Ruiru sports club and at Mang’u High School as well as provision of footpaths.The widest section of the Nairobi-Thika highway, between Muthaiga roundabout and Roysambu, just beyond the Moi International Sports Centre, Kasarani, consists of four express lanes on either side as well as two-lane service roads on each side. Construction on the 50km highway has been going on day and night and the three Chinese contractors are within schedule, according to a senior engineer at the Roads ministry.The highway, which was mainly necessitated

by perennial traffic snarl-ups, has six projects within it that are being worked on simultaneously. Multiple interviews with engineers at the Ministry of Roads and the contractor, but who are not allowed to give official statements on behalf of the project, also revealed the highway could drive “ordinary matatus” out of the road.“It is a road that will not accommodate the chaos and traffic indiscipline exhibited by matatu operators,” said the government engineer. Already, Kenya Engineer learnt that a plan is being worked out on how matatus on the highway routes could be phased out and allowed to form a public transport company that will use buses. Such buses will be at various stages (bus bays) at an interval of five to 10 minutes.“The owners, who will be shareholders, will be paid as per the kilometre travelled and not number of trips,” says the highly placed engineer. However, he added, this could take several months after the highway is opened.

A perspective o f Nairobi Thika road at the Ruaraka round about

Detailed designs for the construction of a second container terminal at the Mombasa port will be ready August, Kenya Ports Authority (KPA) has said. “These designs will pave way for actual construction works for the new terminal, west of Kipevu at a total cost of Sh16 billion,” the port operator said in a statement.The government plans to construct a second 1.2 million TUE capacity terminal to help match a steady increase of container traffic at the facility that serves Kenya and other countries in the hinterland such as Uganda and South Sudan as well as those in the Great Lakes Region.The second terminal, whose first phase should be operational in 2013, will be financed by a Japan International Co-operation Agency (JICA) loan. “Kenya Ports Authority has witnessed increased growth in container traffic over the years hence the need to establish a second facility to meet the demand,” the port handler said while projecting further growth at the port this year as business activity across most world markets picked up on improved economic climate.Despite poor global market conditions, overall throughput at the port of Mombasa grew by 16.1 per cent in 2009 to post the best ever performance of 19.06 million tonnes. Container volumes throughput on the other hand reached 618,816 tonnes in 2009, nearly a 40 per cent increase in just five years while total freight handled by the port rose by over 10 per cent from 16.41 million tonnes in 2008 to 19.06 million tonnes in 2009.Over a quarter of the total throughput, or 4.98 million tonnes, was transit cargo. Ugandan goods accounted for just under 80 per cent. According to KPA the new facility will be operated by a private concessionaire a position that could help stir efficiency and competition.

Kenya Pipeline Company has awarded the contracts for construction of a 14 inch, 325 Km parallel Multi-Product Oil Pipeline from Nairobi to Eldoret to China Petroleum Pipeline Engineering Corporation (CPPE) at a cost of US $ 179,353,678. A consortium of Shengli Engineering and Consulting Company Limited and Runji and Partners Consulting Engineers are the Project Consultants while M/S Floweserve of Netherlands will supply the mainline pumps at a cost of Euros 4,118,480. The main contract was signed on 30th October 2009 with a contract commencement date of 16th November 2009. Speaking during the monthly prayer meetings at the KPC Recreational Gardens, the Managing Director Mr. Selest Kilinda said work for the construction was in progress. Mr. Kilinda said he was happy the project was finally coming to fruition, adding that: “It has taken a while for this project to see the light of the day, but with the progression made so far, I have no doubt in my mind that the project will see the light of day”.

KPC Awards Tenders for Construction of a Parallel Pipeline

A contractor onsite during the laying down of Nairobi-Eldoret Pipeline

NEWS

New port terminal on schedule

Venue - Voyager Beach Resort Mombasa Kenya.

Course Description:Managing projects is always a challenge, especially when those projects involve mul-tiple stakeholders, new or unproven tech-nology, shifting or unclear project require-ments, and constrained resources. Those project challenges multiply in the public sector, which is dependent on successful projects to make the changes necessary for the public sector to cope with a fast chang-ing world.

Public-sector projects can be more difficult than many private-sector projects because they:

-Operate in an environment of often-conflicting goals and outcomes-Involve many layers of stakeholders with varied interests-Must placate political interests and op-erate under media scrutiny-Are allowed little tolerance for failure-Operate in organizations that often have a difficult time identifying out-come measures and missions-Are required to be performed under constraints imposed by administrative rules and policies and processes-Require the cooperation and perfor-mance of agencies outside the project team for purchasing, hiring, and other functions Must make do with existing staff resources more often than private-sector projects-Are performed in organizations that may not be comfortable or used to di-rected action and project success

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Workshop Content:Workshop content for the public-sector project management include:

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Who Should Attend-Project Managers and Project Team Members in the Public Sector

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Facilitation While the basic procedural processes remain consistent, the road to success for public sector project managers is littered with chal-lenges not found in the private sector. The Project Management Office East Africa Ltd PMOEA, a leading Integrated Knowledge Management Solutions Consultancy will walk the participants step by step through the intricacies of Public Sector Project Man-agement. Our Lead Consultant Mr. Caleb Mukhwana will lead a team of experts in the facilitation of the workshop.

About Mr. Caleb Mukhwana Mr. Mukhwana holds MBA degree in Cor-porate Strategy from the University of Liv-erpool UK. He is a Project Management Pro-fessional PMP and a Certified Manufacturing Engineer CMfgE. Caleb is a seasoned trainer and consultant in project management, Plant Maintenance and Reliability; and Leader-ship and Management Development. He has presented project management papers at the Institution of Engineers of Kenya IEK and the Uganda Institution of Professional Engi-neeers UIPE International Conferences and has already submitted a paper to be present-ed at the Institution of Engineers of Tanzania IET International conference later this year. Caleb has been involved in the management of major projects in the private and public sector for more than 25 years and he is the CEO and Managing Consultant for Project Management Office E.A. Ltd.

Managing Public-Sector Projects: Challenges, Methods and Tools - 5 Days (11th to 15th October 2010)

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Register for our upcoming Project Management PMP® Exam Prep Training that will be held in Nairobi at Panafric Hotel from 15th to 19th November 2010. Go to www.pmoeastafrica.com, click on upcoming programs, select PMP® Exam Prep Course, and register as per instructions.

Upgrading of Mombasa based oil refinery is set to begin in the first quarter of 2011, this will see the refinery produce more environment friendly products efficiently.The project will involve building of a new cracking unit and a desulphurization facility and is expected to cost $ 450 million. KBC Process Technology Ltd. has been contracted to undertake final configuration and a feasibility study to be presented to the government of Kenya and Essar Energy Overseas Ltd. The scope of the work entails putting up of bulk liquefied petroleum gas storage facility to be reviewed by the same consulting firm once production has been established depending on the technology preferred.The desulphurization plant will enable the refinery to produce a diesel of very low carbon and sulphur content. A cording to the Hydrocarbons Management Consultant the sulphur level could go upto less than 0.5 percent in the final diesel product. This is quite in line with the global trends. ‘The upgrade has to include a thermal cracking unit to increase the yield of the white products from fuel oil,’ said Mr. Robert Permanent secretary of Ministry Energy, Mr. Patrick Nyoike said recently that the planned upgrading is intended to modernize the plant to increase its efficiency. ‘A configuration study is currently on-going

Upgrading of Mombasa based oil refinery

of which a report is due at end of August 2010. The upgrading is expected to start by the begging of the first quarter of 2011,’ he confirmed. This will only happen after the approval of necessary funding needed.Essar acquired 17.1 per cent of shares of Shell Petroleum Company Ltd, BP Africa

Ltd (17.1 per cent) and Chevron Global Energy Inc (15.8 per cent).Kenya Petroleum Refineries projects an increase in LPG production to 120,000 metric tonnes annually upon completion of the upgrading process. This is expected to take place within a period of four years.

Mombasa oil Refinery

The East African Community Secretariat has signed a contract with COWI Consulting firm from Denmark, (COWI Tanzania Limited and Runji & Partners of Kenya) to carry out the feasibility study on the Dar es Salaam - Tanga - Mombasa Natural Gas Pipeline project at a cost of half a million US dollars. The EAC Director for Productive and Social Sector, Dr.. Caleb Nyamajeje Weggoro said that the study is expected to be completed by February 2011.He made the revelation at the opening of the fifth meeting of the EAC Sectoral Council on Energy in Arusha, Tanzania. The meeting that ended 18th of June was aimed at reviewing progress being made in implementing council decisions in the sector and to consider other issues of regional importance in the areas of new and renewable energy and energy conservation and efficiency, Fossil Fuels and power sub-sectors.Dr.. Weggoro disclosed that the need to

develop a Fossil Fuels Master Plan remains a high priority in the community, adding that the secretariat had consolidated the Terms of Reference for the Fossil Fuels Master Plan and those of the hydrocarbons and infrastructure study. The new terms define the scope that will result in the formulation of a comprehensive plan for exploration, development, production, utilization and conservation of the fossil fuel resources in the region.”We have intensified efforts to seek funding as we recognise the urgent need to have this plan in place,” he said. In this context, the Norwegian Government and the African Union Commission (AUC) and the African Energy Commission (AFREC) as well as the Venezuelan Government had been approached for support. He said that preparations for the 5th East African Petroleum Conference & Exhibition (EAPCE’11) had already commenced. He said the conference and exhibition to be held on theme “Harnessing East Africa’s

Oil and Gas Potential and Utilising the Resources to Create Lasting Value”, will be held in Kampala from February 2 to 4 2011. He urged both the steering and national organizing committees to deliver an event of international standard with the unique East African identity. Dr.. Weggoro reiterated that all the projects and programmes being undertaken under the sector were in line with the region’s vision and mission to have a prosperous, competitive, secure and politically united East Africa.The mission also includes the widening and deepening of economic, political, social and cultural integration in order to improve the quality of life of the people of East Africa through increased competitiveness, value added production, trade and investment. “The energy sector plays a facilitative and catalytic role for the achievement of these broad objectives” he noted.


NEWS

Mombasa oil refinery

Dar-Tanga-Mombasa natural gas pipeline study starts


Founded in 1966, SDMO based in Brest France is the second largest manufacturer of generators world wide. SDMO is rep-resented in Kenya by Ryce Engineering, a business division of Ryce East Africa Ltd.In the last decade Ryce Engineering has come a long way in learning the intrica-cies of this niche. It has especially been involved in installing and servicing gen-erators for the telecommunications sector to power the communications masts across the country.It is very crucial for the communication towers to be up and operational 24 hours a day. This requires Ryce engineers and technicians to be well- knowledgeable and equipped to respond to sites as quickly as possible and at the same time be able to quickly diagnose and trouble shoot very fast. In some cases, the installations are off the power grid and run the SDMO genera-tors full time. This experience with this sector has en-abled Ryce Engineering to develop its ca-pacity in terms of technical skills, equip-ment and facilities. It is this capacity that has now become the strength for Ryce to deliver high standards of services to its wider clients.

Remote Monitoring InnovationSDMO has an active Research and Devel-opment arm that works with its distributors

SDMO GENERATORS FROM RYCE

to develop unique solutions for the local needs. Among the innovations of SDMO generators are con-trol panels that enable re-mote site monitoring. The panels can communicate the engine parameters to an off site station on say a desktop in the office. The control panel has commu-nication ports that can be linked to the internet, fax or telephone system. The same control panel has a memory that records the activities throughout time line. This information can then be downloaded onto a flash disk Other features include user-friendly drop-down menus, pictograms, backlit screens for easy visibility and user help guides.

Safety Features include; Min/Max alternator voltageMin/Max alternator fre-quencyMin/Max battery volt-age

Overload and /or short circuitActive/Reactive power returnOil pressureOverspeedUnderspe

Ryce Engineering has a crew of trained technicians with full understanding of the products. The crew are always on stand-by, 24 hours a day and they are ready to re-spond and trouble shoots at any site in the country.Ryce Engineering also undertakes site maintenance for all types and makes of installations. The full mainte-nance includes maintaining the grounds and servicing the air conditioning and maintaining aviation lights, in the case of communication towers.

NEWS

Jomo Kenyatta International Airport


General repairs to cost Sh 480 millionThe European Investment Bank (EIB) has launched a Sh480 million ($6 million) support programme to minimise disruptions as upgrading of the Jomo Kenyatta International Airport enters the second phase. The grant will help ensure a smooth transition of airport operations during rehabilitation of terminals one, two and three and the arrivals hall as well as the construction of Terminal four. Vice president Prof Plutarchos Sakellaris on June 14th said that the consultants will coordinate expansion of the existing terminal to ensure minimal disruption to passengers, airlines and airport operations. The grant has been financed through the EU-Africa Infrastructure Trust Fund that aims to promote regional infrastructure schemes that foster wider African development, added Prof Sakellaris.The money is, however, not part of the Sh7.4 billion loans that the Kenya Airports Authority has negotiated with EIB for the actual upgrading and rehabilitation works at the country’s premier gateway he clarified. Another Sh7.4 billion loan will come

minimal inconvenience for passengers will benefit East Africa’s leading transport hub and improve links to the wider world,” he said.

A i r p o r t C a r g o terminal upgrade to cost Shs1.6bnKsh 1.6 billion cargo terminal expansion at Jomo Kenyatta International Airport to handle more freighters is underway. Kenya Airport Authority Managing Director said that this would increase capacity by providing additional parking for five wide body aircraft and parking area for 180 motor vehicles.When completed the expanded cargo apron will bring the total area under freighting business to 90,000 square meters, he said. The airport, ranked number two in Africa in cargo business, which has lately gained popularity with a higher number of cargo freighters showing interest in. JKIA has five cargo facilities with capacity to handle 200,000 tonnes of cargo annually.

Terminal four at the Jomo Kenyatta International Airport Narobi

from the French Development Agency (AFD) while the Kenyan Government through KAA will contribute Sh9.6 billion.Speaking at the signing ceremony at the KAA offices, Prof Sakellaris said, “The European Investment Bank is financing the upgrading of JKIA as part of our wider strategy of investing in key infrastructure across Africa.”The expansion of the airport, the EIB Vice president said, would provide an efficient transport link that acts as a key building block for strong economic growth in Kenya.“Successful completion of the project and ensuring

NEWS

Kenya has earmarked Sh460 million to revamp infrastructure in selected small airports and airstrips. Rehabilitation of the airstrips is expected to bolster plans for domestic airlines, which have upped their investments in inbound destinations.East African Safaris, Safarilink, and Fly540 have announced plans to fly to more local destinations, signalling increased tourism activity and an uptick in a flying lifestyle among the local population. In the case of Kakamega airstrip, the poor state of the runway made Fly540 to use a 19 seater in its recent venture to the Western region instead of a 37-seater, with the airline’s management saying the runway needs another layer of tarmac to accommodate the landing of bigger aircraft. Other airstrips that lie in disuse are Garissa, Mandera, Busia, Makindu, Lodwar, Bungoma, and Kitale. Acting transport minister Amos Kimunya issued a warning to those who have built illegal structures around the facilities, saying the government will demolish them when the notice expires. The government is also courting investors to finance the ongoing expansion of the Jomo Kenyattta International Airport (JKIA), with a target of raising Sh15.5 billion in the short term.The Kenya Airports Authority has opened negotiations with the French Development Agency (AFD) and the European Investment Bank (EIB) to raise the money which the government plans to add on to the Sh9.6 billion it has committed to the project. “Negotiations are proceeding well and KAA will soon sign an agreement with the two lending institutions,” Mr Kimunya, said.

Phase one of the over $600 million project is complete while contractors have been picked to start work on the second phase. Recently EIB extended to Kenya a grant of Sh480 million for the ongoing expansion, with the funds aimed at minimising disruptions at JKIA during repairs of terminals and arrival halls. The government is also reviewing the design of the third phase, with the expectation that demand for car parking spaces may soon grow beyond earlier projections. Government bureaucrats are working with consultants to craft a new design for

building the unit in phase three in a way that would allow for future expansion to meet growing needs for space.It is expected that the country’s economic leadership in the region set up JKIA as a major transport hub, especially with the unveiling of the East African common market. The expansion of JKIA is aimed at easing traffic pressure and making the country competitive by ensuring efficient handling of passenger flights and cargo traffic. It is among the leading African airports in cargo traffic.


Kenya Airports Authority (KAA)

Sh 460 million set aside to revamp airfields and airstrips

KAA invites bids for second JKIA Runway.Kenya Airports Authority has called for consultancy bids for the design, of the expansion and modernization plans. In a tender notice in the local dailies KAA is looking for a firm to come with preliminary design of the second runway, associated taxiways, aircraft parking and a new passenger terminal and a new passenger terminal building at the JKIA. The works are expected to start in another three to five years.Mr. Kimunya, the acting transport minister said that this expansion will not only cater for the increasing aviation traffic but will

also come in handy in the event of the first runway requiring major maintenance or closure for any reason.The second runway will see the airport handle bigger aircraft like the Airbus 380. According to the KAA, the wingspan of the A380, A double deck wide body aircraft, is 79.8 metres while the current runway is only 45 metres wide with 7.5 metre tarmac shoulder on each side. The current runway is 80 percent used especially during peak periods.KAA is looking at constructing a Greenfield passenger terminal building, which will

incorporate sustainable design and comply with the world Green Building Council Standards, which facilitates the move towards sustainability.The expansion and the upgrading plan is to be carried out in four phases. The first phase began three years back and has been completed at a cost of $40 million with the second phase expected to begin and will cost a total of $95 million.The upgrade is expected to see the facility handle over 10 million passengers by 2024. Currently passenger numbers stand at five million.

Terminal four at the Jomo Kenyatta International Airport Narobi

NEWS

Mining

Prime Minister Raila Odinga presided over the ground breaking ceremony at the 650 acre site where the cement factory is to be built. The factory is expected to cost Cemtech Limited at least Sh 14 billion. Other the cement factory the construction of a 64MW power station is also underway to power the cement production. ‘I have come here to stamp Government authority that Cemtech is the only company granted exclusive mining rights to exploit limestone and construct cement and power plants here, other mining firms can look elsewhere,’ said Raila at the Ceremony. Other areas with viable limestone deposits include Koru, Namanga, Kapedo, Kitui, Ngaeni,Mwatate, Taita hills, Kilifi, Kwale, Nguni and Meru.Pokot is rich in gypsum, a component of Portland cement that prevents flash setting of concrete, this just one of the minerals that Cemtech will be mining. It will also mine pozzalana and iron ore. The quantity of this minerals present in the region can sustain

Cemtech Limited granted exclusive mining rights to exploit limestone

Cement WatchLafarge owned Bamburi Cement is the key producer of cement in Kenya at over 2.1 million tonnes annually, and expected to climb to 2.8 million tonnes.

East African Portland cement produces 1.3 million tonnes,

Mombasa Cement one million tonnes.

Athi River Mining is working to increase output from 0.5 tonnes annually to one million tonnes.

amenities. The group is intending to use advance mining technology with zero environmental impact.The company plans to send locals for training in its main factory in India, and believes the investment will open up Pokot through building of low cost housing, roads, schools, medical centres and provisions of clean water.

cement production for more than 50 years.The cement will produce between 1.2 million and 2.4 million tonnes of cement per annum beginning in 2012. The company has 99 yrs mining rights in the area and has paid 1.5 million to private land owners. The factory is expected t o e m p l o y 5 0 0 workers directly and 1700 indirectly.When complete, the development will include staff houses, a school, medical and training centre and other social

10 Kenya Engineer -July/August 2010

Coal exploration in KituiFour new coal mining sites have been named in Eastern Province. The government through the ministry of energy has created four coal exploration blocks covering 490.5 square kilometers within Mui basin following the discovery of fossil fuel deposit

in the region. The Mui basin is located about 180km north-east of Nairobi. It is about 400 sq.km in area.Energy minister Kiraitu Murungi with environment and Minerals minister John Michuki said in a statement that the area has

been mapped for coal exploration.Coal is a combustible sedimentary rock composed mostly of carbon and hydrocarbon used to produce heat and or electricity in homes and industries.

Cemtech Limited granted exclusive mining rights to exploit limestone

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NEWS

Nairobi council will be issuing a commercial paper to raise money for roads, Town Clerk Philip Kisia has disclosed. This is part of an ambitious strategic plan which the council relaunched in line with the government’s Vision 2030.“We will be issuing infrastructure bonds in the next 24 months,” Mr Kisia said, adding, the council will at the same time be fully automated. The council human resources director, Ms Jeniffer Nyagah, said Strategic Plan 2006-2012 had undergone a rigorous process, with the help of KPMG, who were the lead consultants.The plan intends to fully automate manual services in the council, which will see customers enjoy timely services. The parking arm of the council is among sections set to reap increased revenues. “Car owners will enjoy a reliable automated parking management system. This will boost revenues generated from parking tickets, which is currently estimated at Sh2 million a day,” the Town Clerk said.The automation is also expected to bring on board 24- hour surveillance cameras that will assist the council in tracking down

Nairobi city council turns to Bonds to help raise money for roads

city residents who flout by-laws. On gender balance in the council’s workforce, Mr Kisia said: “More women will be appointed into executive and political positions in the council and we will also bring on board talented young professionals.”

According to the plan, the council seeks to use between 25 and 40 per cent of its revenue on capital expenditure. The council has been spending millions of shillings in paying debts and salaries that have continued to pull it backwards.

NEWS


Moi Avenue within Nairobi Central Business District NCBD

Gold mining activities in Kenya Last year Goldplat plc acquired Kilimapesa Gold Pty Ltd which has several assets located in south western Kenya and which has recently been granted a mining licence by the Department of Mines and Geology.Also late last year Red Rock Resources of Australia acquired 60 per cent of a Kenya group Kansai unit Mid-Migori Mining Co Ltd. Both Kilimapesa and Kansai Mining sites are within the Migori Archaean greenstone belt that falls on the border of the Migori and Transmara districts.The Department of Mines and Geology estimate that the Western Kenya belt could produce up to 34 tonnes of gold per annum. Present production is well short of that figure but both companies are optimistic that their gold production will increase dramatically in the coming years.Western Kenya presently produces an estimated 2,000 kg of gold per annum, which is mainly handled by small scale traders who sell their metal through middlemen. A large fraction of the mining activity is not captured in national data.The coming on board of major miners provides the country with an opportunity

to boost production, increase employment oppor tun i t i e s and d ivers i fy Wes te rn Kenya’s economy.L a s t y e a r t h e Government revised the Mining Act to grant investors four-y e a r p r o s p e c t i n g l i c e n c e s w i t h a n option of renewal and easy transferability. Mines and Geology Commissioner Bernard Rop says that the new laws crafted last year

June 2010 it stood at $1,179 as investors worried about the direction of the Euro economy. Investors say that the expected future level of output could make Kenya a middle-level gold producer with the Migori belt alone having the capacity to produce 1.2 million ounces. That level of output could make gold one of the country’s top forex earner.

will take the sector to a higher pedestal of profitability.Rising gold prices in the international market jolted gold mining activity. Official data indicates earning from gold rose almost four times to Sh2.3 billion in 2009 from Sh593 million the previous year. The price of gold in the international market leapt from $834 per ounce at the end of 2008 to $1,095 by the end of last year. As at mid-

Siaya District Gold mining

Awards

Skylink was among the six winners announced in London in July. All the winners received over 140,000 sterling pounds in prize money for their pioneering work and saving thousands of carbon dioxide to the environment through the innovative use of sustainable energy technologies.Sky Link made it for its commitment to popularizing the use of biogas as a viable source of fuel to protect Kenyans disappearing forests and providing rural communities access to clean , cheap and alternative energy for cooking.The Ashden Awards were founded in 2001 to promote the work of innovative projects in the field of sustainable energy.

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Continental awardSafaricom was named Africa’s Telecoms Company of the Year at the African Business Awards 2010 held at London’s Grosvenor House Hotel on June 21st . Safaricom topped a keenly-contested final short list that featured other telecoms operators on the continent like Gateway Communications and Globacom Mobile, both of Nigeria, Mobinil of Egypt and Ghana’s Tigo.

Ashden Award for sustainable energy solutions

UNEP Executive Director, Mr. Achim Steiner Awards Kenafric Industries -Winner of Overall Energy AwardEnergy Management Award (EMA) is an initiative of the Kenya Association of Manufacturers through the Centre for Energy Efficiency and Conservation (CEEC) and aims to promote a culture of energy efficiency and conservation among energy consumers in Kenya. A recent survey on Kenyan industries revealed that wastage of primary energy input stands at between 10-30 percent. This is attributed to lack of information, motivation, know-how, financial restrictions and market imperfections.S ince 2004, Kenya Assoc ia t ion of Manufacturers has been holding the energy

awards annually with the aim of recognizing industries that have embraced energy efficiency and realized energy and cost savings.To participate in the award, enterprises must demonstrate that they have made sustainable gains in energy efficiency through the use of modern energy management practices, which result in them achieving significant energy and cost reductions. The 6th Awards was held on March on 26th March 2010 at the Hotel Intercontinental. The occasion was graced by PS Energy Mr. Patrick Nyoike, and presided over by United Nations Environment Programme, UNEP Executive Director, Mr. Achim Steiner.

PEOPLE


Eng. Henry Gichungi

Henry Gichungi( Deputy manager, off grid power stations) and Onesmas Maina (Third Assistant Eng. off grid power

Eng Raphael Mwaura attended East Africa Power Pool Technical Sub Committee Meeting in Addis Ababa, Ethiopia, from 24th to 27th of May, He is the power system Development Manager at Kenya Power and Lighting Company.

Eng. J. Njuguna Gatitu , Manager (Maintenance), Kenya National Highways Authority (KeNHA) attended a two weeks seminar on Public Private Partnership

Eng. Raphael Mwaura

Eng .Onesmas Maina Eng.Peter Gatura

Eng. Peter Gatura of KPLC attended the Korea Global Electric Power Forum, organized by Korea Trade Investment Agency. Seoul, Korea.

Eng. J. Njuguna Gatitu

stations) both from KPLC attended factory acceptance Test of 250kV Wind Turbines for Marsabit powers Stations. Brussels, Belgium.

(PPP) in Montréal Canada from 17th May 2010 to 29th May 2010 . The course was conducted by Setym International. PPP is the way forward in putting up major infrastructure projects such as roads, rail system, power generation etc involving both the private institutions and governments. Eng. Njuguna gained valuable training from lectures conducted by prominent PPP experts in Canada and also toured an ongoing PPP project in Montreal

Safaricom Ltd., has named Bob Collymore to replace Michael Joseph as chief executive officer from Nov. 1. Collymore, 52, was chief officer for corporate affairs at Johannesburg-based Vodacom Group Ltd. before his new appointment, Safaricom said in an e-mailed statement from the capital, Nairobi. However Michael Joseph remains as a strategic advisor to the firms operations in Kenya

Bob Collymore

Air Compressor NewsflashCompAir’s recently-released oil-free Compressor called the Quantima. It has gained industry recognition by winning Plant Engineering Magazine’s Product of the Year Awards, an annual US-industry award that recognizes the best in new product achievement. CompAir rewrites the rules by launching the world’s most revolutionary new air compressor technology.Quantima is a unique and dynamic oil-free compressor technology guaranteeing.

-Outstanding efficiency -Premium reliability -Lower environmental impact

Quantima’s Q-drive™ compression and motor assembly has just one moving part and operates with the rotor spinning in a magnetic field at up to 60,000 rpm.Q-drive™ is special for what it doesn’t have:

-No gearbox -No oil -No contact -No wear

Q-Life™-Delivers world class performance and reliability -Predictive maintenance via remote monitoring

-Peace of mind and zero risk -Single fixed cost

The simplicity provided by Quantima’s™ innovative technology delivers minimum downtime and world class reliability - not only saving money on maintenance but also providing peace of mind and zero risk.Quant ima’s™ fewer par ts del iver unparalleled reliability and peace of mind.Quantima’s Q-life™ package is based on a predictive maintenance philosophy where we constantly monitor the performance

of each unit to deliver premium reliability and performance. Comprehensive remote monitoring allows us to service components before they create an issue and if something does go wrong, however unlikely, we’ll know about it first and already be responding. Unlike most other maintenance packages, Q-life™ covers all servicing under a single fixed cost ensuring our customers receive an extremely cost effective solution.Metlex International is the local distributor of CompAir in East Africa.

CompAir Quantima™ the future is here

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Kenya Engineer July/August 2010 17

The country’s main power generator, Kenya Electricity Generating Company (KenGen), is seeking contractors to put up two geothermal power plants. KenGen is inviting prequalification bids for constructing two power plants of 280 megawatts geothermal power generation capacity with steam field, substations and transmission, it said in a procurement notice.The company already producing more than 200MW of electricity from geothermal sources plans to add 280MW of geothermal power at a cost of Sh104 billion ($1.3 billion) by 2013. KenGen said that the government had received financing from the International Development Association (IDA), the Japan International Cooperation Agency (Jica) and the French Development Agency (AfD) for electricity expansion, the Olkaria IV, and 1 Additional Units Project. “In addition, the Government of Kenya and the Kenya Power and Lighting Company (KPLC) have applied for financing from the European Investment Bank (EIB) and the German Development Co-operation (KfW) and intend to apply the proceeds towards payments under four contracts,” the company said.KenGen had earlier signed a loan agreement with Jica for Sh25.84 billion ($323 million) and expressed confidence in securing the outstanding $700 million. Part of the project entails boosting electricity output at KenGen’s Olkaria 1 plant to 140 KW from 45 KW within finances from JICA. The rest of the 280 KW increase would come from its Ol Karia 4 plant through finances from AfD and EIB. The prequalification of bids should be made the end of July with

KenGen is inviting prequalification bids for new geothermal plant.

the invitation for bids for the four contracts expected to be made between September and February next year.In the 2010/11 Budget, Finance minister Uhuru Kenyatta said the energy sub-sector will be allocated Sh35.1 billion this year with Sh15.6 billion going towards the expansion of the national power grid. Some Sh11.6 billion will go towards harnessing geothermal resources as well as initiate exploitation of coal reserves with special emphasis on adding 280 megawatts of geothermal capacity by 2013.Treasury also plans to direct Sh5.4 billion to fund the rural electrification to help increase the number of public facilities connected to the national grid. “The Government will encourage through public private partnerships the development of about 500MW additional geothermal power capacity over the next four years, encourage development of biomass from municipality waste,” Mr Kenyatta said noting that such initiatives are expected to

add about 800MW of power to the national grid by 2014. Projections by the Energy ministry showed that Kenya requires at least additional 2,013MW to the national grid by 2014.“The supply deficit and costly short-term interventions constrain economic growth and reduce the regional competitiveness of Kenya’s private sector,” the World Bank said in a statement when it approved a Sh26 billion loan to help the country expand its national grid and support emerging geothermal power generation. “The gap between electricity supply and demand has increased in recent years due to Kenya’s strong economic growth and inadequate investment in power infrastructure,” it said.Data show that at the peak of the recent drought, the country’s power reserve capacity wilted to record levels, triggering fears that the country is likely to run short of power from 2012 if new plants did not come through.

The European Investment Bank will extend Ksh 12 billion to the Kenya Government for the construction of the Olkaria IV geothermal power plant with a capacity to generate 280 megawatts of power. The banks Vice-President responsible for Africa Mr. Plutarchos Sakellaris said that the project will increase the output of electricity which currently barely outstrips the demand.‘We have approved the loan totaling 119 million euros; what we are waiting for is to

sign a financing contracts which we will do shortly after certain condition are met,’ he told the reporters in Nairobi.‘Other co-financers will be the French Development Agency and the Japanese International Development Agency, this could be upto Ksh 100 billion,’ he added.KenGen launched a new geothermal electricity plant with a 35Mw capacity, Mr. Eddy Njoroge, the Managing Director said that this is part of the Company’s strategy in accelerating investment in power

production. The plant is located in Olkaria II power plant.‘The European Investment Bank is pleased to support the continued expansion of the geothermal power generation in Kenya, as part of its contribution to renewable energy and climate action across Africa. Olkaria is key source of electricity that contributes to growth in Kenya and the wider EA region,’ said Mr. Sakellaris at the commissioning ceremony in Naivasha.

KenGen headquaters in Nairobi

Geothermal

Ksh 12 billion to boost geothermal power production in Kenya

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Sh100 billion to power geothermal productionThe Ministry of Energy has received financial commitments of over Sh100 billion from development partners for geothermal power production.Energy Minister Kiraitu Murungi said the pledges in loans and grants would boost the Government’s quest for green energy by increasing electricity supply from geothermal, thermal and wind sources.”The resources complement Government efforts and will accelerate the harnessing of geothermal potential as a source of meeting electricity demand,” said Mr Murungi.European Investment Bank Vice President for Africa, Plutarchos Sakellaris said the money would finance construction of Olkaria IV plant. The money will also go towards the extension of Olkaria I. Both units are set to add 280 megawatts into the national grid. He said the bank has worked with financial partners including the World Bank, AfD of France, KfW of Germany and JICA of Japan and the Chinese Government over the last one year to put together the financial package of one billion euros. The Government of Spain and the Belgium Government have pledged a further $60 million.Kenya’s geothermal potential is high, approximated at 7,000 megawatts, but the expected increase in energy consumption is also high, averaging at eight per cent growth

megawatts coming from four geothermal generators.“EIB is pleased to support the continued expansion of geothermal power generation in Kenya as part of its contribution to renewable energy and climate change across Africa,” said Sakellaris.Mr Eddy Njoroge, KenGen managing director said the company’s five years strategy aims to stabilise the power situation

in Kenya by embarking in other projects that will see the company increase its capacity to 500 megawatts in the next five years.“These developments are in line with our business strategy to reduce hydro-electric power reliance as it is dependent on weather patterns and pursue green energy sources,” he said.

KenGen receives Sh 26 billion for geothermal powerKenya Electricity Expansion Project has received Sh26.4 billion from the World Bank to increase geothermal power generation, enhance connectivity, and refurbish power plants to enhance efficiency. The drive to shift the country’s power base from the weather-dependent hydro source to geothermal has gained momentum as the World Bank, through the International Development Association (IDA), has provided Sh9.6 billion for the development of Olkaria geothermal sources. The credit line is to be used to scale up geothermal power generation to 280 megawatts from the current 198. “This credit line will be used to support geothermal generation that include extension of the Olkaria I and construction of Olkaria IV scaling up electricity generation from more reliable sources,” said Finance minister Uhuru Kenyatta.

The other two credit lines are Sh5.2 billion for construction of transmission lines

and Sh2.7 billion for enhancing the rural electrification programme. “The project is intended at strengthening and extending the distribution grid across the country through construction of an estimated 1,300 kilometres of distribution lines to enhance connection and the refurbishment of about 26 substations to improve reliability,” said Johannes Zutt, the world Bank country director.In addition, the Electricity Expansion Project will see the construction of three new transmission lines to improve reliability. The lines target to connect the expansive North Eastern region to the national grid, improve power reliability in Western Kenya, and Nyanza. The project funds will be used to create a revolving kitty which will allow power connection through the rural electrification programme and payment by customers through installments. The fund is expected to enhance Kenya Power and Lightning Company’s (KPLC)

connection rate, enabling it to meet its annual target of 200,000 new connections. Mr Zutt said the focus on geothermal is to enhance the country’s power supply from a more viable source. Dependency on hydro power, which is determined by weather patterns, has affected the country’s economy especially through high power charges due to the use of emergency power from diesel based generators when rain fails.

The country is emerging from a prolonged drought that affected its power supply, leading to power rationing. The use of emergency power generators resulted in inflated power bills, eating into households’ incomes. The Kenya Electricity Expansion Project intends to spend Sh112 billion to shift the country power base to geothermal.

Other partners who have pumped funds into the programme include China, KFW of Germany and the European Investment Bank.

every year. The current peak power demand is around 1,070 MW, with a generation capacity of 1,160 megawatts. It is projected that there will be a rise in demand of 10 per cent each year over the next twenty years. The Olkaria II third unit was constructed at a cost of $132.2 million funded by EIB, Word Bank and AfD.Plans are underway to construct the biggest geothermal plant in the country, a joint venture between KenGen and Sinclair Knight Merz with a capacity of 280

Dr . Silas Simiyu, CEO Geothermal Developement Company

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Ngong wind farm has generated a total of 8.9GWh of energy during the first six months of commercial operation starting from August 2009 and continues to register better production than previously anticipated. The wind farm has consistently recorded monthly production above 1.5GWh since October 2009 and this trend is expected to be maintained up to the month of May 2010. Overall annual production may far exceed expected production of 14.9GWh.This improved production is largely attributed to impressive windflow pattern experienced over the period as well as the availability of good quality grid. Most turbines have continued to record impressive load factors. Some have recorded monthly load factors of up to 69%. Overall wind factors above 50% have been recorded since November 2009. Cumulative percentage wind farm load factor has steadily increased from a low of 33% in September 2009 to a high of 45% at the end of January 2010. This improving trend in the overall wind farm performance as shown below.Overall annual cumulative load factor for the wind farm is expected to lie between 40% and 45% depending upon the availability of individual turbines.

So far the wind farm has abated over 4,300 tonnes of carbon dioxide that would have been emitted to the atmosphere if the same amount of energy was generated from non-renewable energy sources. This amount is equivalent to more than 12,000 barrels of crude oil not consumed and about

US$940,000 not spent by Kenya in the purchase of oil.Energy generated from the wind farm has supported well over 17,000 ordinary households by meeting all their daily electricity requirements.Source: KenGen News


WindWind farm exceeds expectations

Turkana wind Power project to reap from carbon saleThe planned 300 megawatts wind power project in Turkana, northern Kenya, will earn up to 14 million euros (Sh1.3 billion) in carbon credit sales a year, the initiative’s debt arranger said in a recent press briefing, raising hope for improvement of the livelihood of communities living around the site.“The community around Turkana has been marginalized for a long time and the project promises a windfall in terms of proceeds from carbon credit sales that would be used to improve development in the region,” Bobby Pittman, the African Development Bank (AfDB) vice President for Infrastructure, Private Sector and Regional Integration affirmed in an interview.“The earnings could even be more than projected because the demand for clean energy is huge.” The AfDB estimates that during the project’s 20-year lifespan carbon emissions will be reduced by an estimated 16 million tonnes indicating the potential earnings the project is likely to generate

from the facility. The bank is facilitating a debt tranche for the Sh55 billion wind power project that could add up to a third of power supply to the national grid. The project is the brainchild of private investors under the umbrella of Lake Turkana Wind Power (LTWP) group. The LTWP envisaged constructing a wind farm consisting of 353 wind turbines, each with a capacity of 850 kilo watts (kW). The total power generated in the initial phase of the project is expected to reach 300mw by July 2012. LTWP already has an agreement with Danish firm Vestas Wind to supply 360 wind turbines for use in the project. “The excitement is huge among lenders and we are sure of securing the needed funds. Everyone wants to be part of this historic environmentally friendly power project,” Mr Pittman said in an interview on the sidelines of the bank’s annual conference in Abijan.The undertaking is among those that have

won grants from a new UN-backed facility that aims to boost the African carbon market through environmentally friendly projects. Alongside Athi River Mining Limited (ARM), they are among beneficiaries of the African Carbon Asset Development facility (ACAD) set up as a collaboration between the United Nations Environment Programme (UNEP), Standard Bank and the German government’s International Climate Initiative.The work plan of the ACAD showed it would support African carbon projects through a combination of technical assistance, grants and preferential access to corporate finance and transactional guidance. “Government investment alone will not be enough. ACAD is a good example of how we can attract much-needed private capital for investments that address climate change.” Another Kenyan firm, Mumias Sugar Company, has also ventured into the carbon credits trade in which it produces power through burning of bagasse.

Engineers from Vestas install wind turbines at Ngong Hills


TechnologySyniverse to Enhance Roaming Operations, Fraud Prevention for Kenya’s SafaricomSyniverse Technologies has been selected by Kenya’s largest mobile operator, Safaricom, to underpin its mobile roaming services, adding to a growing roster of Syniverse’s operator customers throughout Africa. In a competitive takeaway for Syniverse, Safaricom will join a list of more than 45 operators on the continent that rely on Syniverse for a range of roaming, messaging and network solutions to enhance operations and business growth. “With rapid expansion of the African mobile market, we’re committed to providing high-quality services and expertise that allow operators like Safaricom to simplify operational complexity and maximize revenue opportunities while providing subscribers with highly reliable mobile services,” said Eugene Bergen Henegouwen, Executive Vice President, EMEA, Syniverse. “Our work with a growing number of African operators demonstrates Syniverse has established itself as a trusted partner on the continent to provide solutions that meet subscriber expectations and promote operator

growth.”By relying on Syniverse, Safaricom will enjoy a simplified, end-to-end clearing and settlement process made possible by Data Clearing House for GSM (DCH) and Financial Clearing House for GSM (FCH). These Syniverse roaming solutions will allow Safaricom to minimize the resources required to handle roaming accounting, while improving operational efficiency of transaction processing. Also part of the MORE portfolio, the award-winning Syniverse DataNet solution will ensure Safaricom is protected against roaming fraud and fully compliant with all current industry standards for roaming fraud, including the GSM Association’s Near Real Time Roaming Data Exchange (NRTRDE) initiative.Safaricom CEO Michael Joseph said efficient, secure roaming operations are essential as Kenya experiences tremendous growth in mobile subscribers. The country is expected to exceed 100 percent mobile penetration by 2013. “Our position as the leading operator in Kenya means we have a key role to play in

mobile expansion, and we chose Syniverse to support us because of its commitment to, and understanding of the African market,” Mr Joseph said. “Roaming is a key service category for us and we are constantly seeking new ways to expand our footprint and improve our offering in Africa and beyond. With this partnership, Safaricom is able to manage our own growth and, at the same time, ensure we can deliver the quality roaming experiences subscribers expect from us.”

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Software developers get Sh300m boostThe global digital content industry is forecast to grow at between six and 10 per cent between 2006 and 2010 software developers in Kenya will benefit from a Sh300 million government grant launched to promote the development of local digital content and computer applications. While launching the fund, the Kenya ICT board said it would target individuals or Kenyan firms that can develop digital content and software applications for the consumption of an estimated 3.4 million internet users in the country. “The main purpose of this grant is to propel the emergent lucrative but yet underexploited local content industry to growth,” said Paul Kukubo, the CEO of Kenya ICT Board. Digital content, a major driver of economic growth in developed countries, includes data accessed from electronic devices such as personal computers, game consoles, mobile phones and digital TV. The internet offers the most common form of distribution of digital content. The grant, which targets content developers

including software developers, film, animation, advertising, publishing, gaming and education professionals and content creators, will provide an impetus for creating of quality applications relevant to the Kenya government and private sector.The money, part of the $114.4 million grant from the International Development Association for the Development of the Transparency and Communications Infrastructure Project (TCIP), will be limited to a maximum of $50,000 for firms and $10,000 for individuals. In an advertisement in the media, the ICT board asked interested individuals and firms that can develop innovative communication and information applications to apply. “The grant will support the development of existing government information portals to provide government agencies and the public with readily accessible and transparent content and data,” said Mr Kukubo. The digital content industry has been identified by the Ministry of Information and Communication as an important area of growth in the ICT sector through creation

of a viable knowledge-based economy. Mr Kukubo said the slow uptake of internet use by Kenyans was due to unavailability of local content and this has made many Kenyans shy away from accessing the internet,” he said. Several content developers welcomed the grant but cautioned that the government must ensure that information on the grant is disseminated to the grassroots, while contributing to the economy through creation of employment opportunities, capital investment and export earnings.“The ICT board must sensitise all content and software developers in the country about the grant and not just concentrate on a few in urban centres,” said George Oketch of Technology Associates. The global digital content industry is forecast to grow at a rate of between six and 10 per cent between 2006 and 2010. Countries including New Zealand, Australia, Singapore, Canada and the European Union have recognised the importance of digital content in developing their knowledge based economies.

Synverse Cooperation HQ

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Tullow Oil discovers more oil, gas in western UgandaTullow Oil, an Irish Company which has been exploring for oil in western Uganda for several years and with considerable success announced late May 2010 that it had made oil and gas at Nzizi 3 well. The company said in a statement posted on its website that the well located in the Katso – Yonya region was drilled to total depth of 974 metres and the results of logging and sampling confirmed a total of 9 metres of gas pay, and 16 metres of oil pay. As expected, the gas pay includes a 4 metre zone in communication with the Nzizi-2 well. The oil pay includes a new discovery in the basal sands where 11 metres of net pay was encountered without an oil-water contact. The oil discovery will be the subject of further evaluation. Reservoir quality in each of these sandstone intervals is excellent.The successful outcome of this well proves its viability as a future gas producer for the integrated power project. The Nzizi-3 well will now be suspended and the rig will move to the Waraga-1 discovery well to prepare it for future testing.Angus McCoss, Tullow Exploration Director, said: “The Nzizi-3 appraisal well takes us a significant step towards first gas production in Uganda. We continue to work closely with the Government of Uganda on plans for accelerating our exploration and appraisal activities in the region and

Kenya has moved to address the shortage of geothermal engineers with the signing of a deal between KenGen and Kenyatta University to train the engineers starting this September. This comes as KenGen and the Geothermal Development Company (GDC) are about to start intense generation that will see output increase from the current 200MW to 2,000MW by 2020.Kenya faces a shortage of geothermal engineers although it has not impacted on the development and generation of the renewable energy because it is still done in a small scale, said GDC. “The need for geothermal engineers will increase tremendously because of the high potential of the planned geothermal fields,” said Mr Eddy Njoroge, the CEO of KenGen. GDC currently has 40 geothermal engineers. The company recently recruited 100 more engineers, 40 of whom have been taken for further training in China.

The rest are being trained by geothermal experts from Iceland, the company said. Kenya’s geothermal potential is estimated at 7,000 MW, according to the government. The slow pace of developing geothermal wells has, however, seen Kenya depend largely on hydro electricity that is vulnerable to rain patterns. Kenya’s current peak power demand is projected to rise 10 per cent each year over the next 20 years. Geothermal engineers will be trained at Kenyatta University’s School of Engineering that pioneered three years ago, said the vice -chancellor, Prof Olive Mugendi.Students will learn theory and practical skills interchangeably at the university and at the KenGen field operations, she said.“We have adopted this partnership from what is practised in Canada. It is a private public partnership that works well there,” she said.Students will join KenGen for one semester during their second year and go back to

the university for another year to gain practical skills. KenGen and the Geothermal Development Company are about step up development of geothermal wells that will see the country’s output from the source increase tremendously.Geothermal Development Company currently has 40 geothermal engineers. The company recently recruited 100 more engineers, 40 of whom have been taken for further training in China. The rest are being trained by geothermal experts from Iceland, the company said. Kenya’s geothermal potential is estimated at 7,000 MW, according to the government. The vice –chancellor of Kenyatta University, Prof Olive Mugendi, said that students will learn theory and practical skills interchangeably at the university and at the KenGen field operations. “We have adopted this partnership from what is practised in Canada. It is a private public partnership that works well there,” she said.


KenGen in deal with University to train Engineers

look forward to commencing a multi-well programme Tullow has interests in three licences in the Lake Albert Rift Basin in Uganda. It operates Block !, 2 and 3A. It had earlier bought from Heritage Oil its 50% interest in Blocks 1 and 3A for a reported US $1.5 billion.Tullow had earlier announced its intension to bring in China National Overseas Oil Corporation (CNOOC) and Total Oil as its development partners and early July said it had received approval from the Government of Uganda for its proposal subject to certain

conditions that Tullow intends to discuss with the Government in due course. It is reported that the three partners will each have a one-third stake in future developments.Tullow expects to produce oil from the Lake Albert region for consumption on the local market by end of 2011. By the end of 2014 or 2015 Tullow and its development partners expect to be producing more than 200,000 barrels per day of oil,a portion of which will be exported to international markets. The project will require a 1,200 kilometre export pipeline and a refinery.

An explorer at work in Hoima.


Industries using machines require them to run reliably with high availability and high utilization all their working life. High equipment reliability requires quality manufacture and precision maintenance, coupled with correct operating practices, which altogether deliver the necessary controlled conditions that produce high reliability. You get equipment working superbly reliable when designers make the right choices, the maintenance people do their work to design specification, and operators run equipment so that operating stresses are low. There is no downtime if the equipment design is right for the service, if the parts work in a low-stress environment, and it is operated accurately. Highly reliable production should be normal and natural with plant and equipment working dependably at long-term sustainable capacity. If under operation, equipment performance is not as designed, then something is amiss. But not with the equipment; the problem is in the business processes, or there are uncontrolled external agents at work. The challenge is to identify the process failures that cause defects and prevent equipment from delivering design performance, and then to act firmly to rectify the situation. Man-made equipment and machinery only work well for a long time when they work precisely. Precision means meeting specified standards to within allowed tolerances. Precision requires that the specific standards needed for high reliability are set and continually achieved during design, manufacture, assembly, operation and maintenance A reliability improvement policy is a great place to start in driving reliability growth. I have a few suggestions for its content, which I hope will help you to craft one for your organisation.

Match Policy to the Reality of Your Situation A policy is a document containing a set of principles to guide people’s decision making and actions. It needs to be connected to the other business policies, and tell people how it will help those to be achieved. Describe how reliability improvement will help production, and marketing, and maintenance, and customers. This validates it to managers and employees. It also needs to reflect what is possible in an organisation and not try to envision an unbelievable

future. Use it to move ahead in a series of manageable steps toward the grand vision. You re-write the policy to make the second step after you have taken the first, the third step after completing the second, and so on. There is no point saying you will be a high reliability organisation if you still have breakdowns. That is rubbish and everyone can see it. A policy that says we will build the systems that reduce production breakdowns by half is what I would put in the first policy document. In the document I would go on to list the systems and processes needed to halve current breakdowns. In the second policy document we would build the systems to prevent all production breakdowns. In the third policy document we create a high reliability organization. Reliability improvement is a journey with destinations to be reached one after the other.

Build the Right Principles into the Policy There are three fundamental premises that I believe a reliability improvement policy need to contain. The first is that equipment can only be failure-free if its individual parts do not fail: nothing else matters. Parts fail first and then equipment stops. The health of equipment parts fatally impacts equipment reliability. Take care of the parts and the equipment cannot help but be exceptionally reliable. This premise is the cornerstone of production and maintenance success and its achievement will liberate great wealth. The second premise is that people operate plant and equipment. People introduce ‘human factor’ and human error issues that can destroy equipment reliability, such as their degree of competence, interest in doing better, amount of curiosity, level of dedication, desire to learn more, and many other entirely normal human traits. The better the ‘human factors’ are managed and developed, the more successfully and failure-free will equipment run. The third premise is that we are working to build a world-class business. A business built of reliable processes that produce desired results which stakeholders and customers are delighted to have. Poor plant and equipment reliability is a business process failure that prevents business success. The more precisely that plant and equipment are used and maintained, the less is the risk of failure, the higher is the

quality, the lower is the product price, and the shorter is the delivery time. Customers like that and will buy your product, so making the business successful. Parts, people and processes; machine, man and method; these are what make our products and services. Each is important to business success and must be encouraged to perform at their best.

6 Requirements for Re l iab i l i ty Improvement Reliability growth and improvement is a result. It is an effect produced by the right causes. First must be the cause before there can be its effect. Here is a list of five causes of reliability. Standards: Reliability is inextricably connected with quality and precision. You must know exactly how close to perfection your equipment parts must be engineered and kept to get the reliability you want. Structure: People build machines, run machines and work on machines: people deliver reliability. How they work together and are supported in their efforts by the business is of paramount importance if you want good performance from them. Systems: Quality and precision are delivered in a business through its systems and processes. The methods and practices that your business uses to deliver world-class reliability for its equipment need to be in your documents.

To be continued in the next issue

PLANT RELiAbiLiTY

Struggling with Crafting your Plant Reliability Improvement Policy?

Mr. Mukhwana is the CEO and Managing Consultant for Project Management Office E.A. Ltd.

A better understanding of the Smallholder Irrigation SubsectorArticle written by Eng. Jane A. Simiyu, Irrigation and Drainage department Ministry of Water and Irrigation

WATER & iRRiGATiON

The Government of Kenya has recognized the role of irrigation development as a key drought mitigation measure as stipulated in the Vision 2030. Tremendous strides have been made by the government, the private sector and the donor community in the area of irrigation development since the 70s. It is estimated that about 120 000 ha are currently under irrigation of which 47% (54,800ha) fall under Smallholder community-based irrigation schemes. The other percentages are 41 %( 49,000ha) and 13 %( 16,000) under privately run irrigation schemes and National irrigation schemes respectively. (Ministry of Water and Irrigation - Department of Irrigation and Drainage – 2010)Smallholder Irrigation has been promoted as a means of ensuring food security, increased productivity, improved incomes and nutrition and employment creation. As from 2003/04, Government budgetary allocation for the smallholder irrigation subsector has been on a steady increase. The same incremental trend applies for the development partner contributions. The subsector has a major role to play in vision 2030 in ensuring a substantial increase in productivity and production for enhanced food security. Inspite of the steady increase in budgetary allocations, there still exists a major gap in financial resources requirements for smallholder irrigation expansion needed to make a contribution in meeting the envisaged targets in the vision 2030 of expanding at a rate of 32,000ha annually.Often questions are raised about the viability of smallholder irrigation schemes such as; Are smallholder irrigation schemes financially viable? Are the schemes sustainable? Is it worthwhile developing more schemes? Are these projects not inducing a financial burden on the government as far as operation and maintenance is concerned? Are smallholder irrigation projects the best way of investing the limited financial resources at the government’s disposal? Are the farmers able to manage these projects?This article attempts to answer most of these questions. The term ‘Smallholder irrigation’ requires some clarification as it means different things to different people. In the recent past, this term has created


a lot of ambiguity within the irrigation subsector and the debate that seems to arise is whether it is worth investing further in smallholder irrigation development. Many think smallholder irrigation in terms of size, others in terms of irrigating a kitchen garden, others in terms of bucket irrigation, others in terms of small with no major impact to the communities where it is practiced, while others in terms of lack of need for investments in the construction of irrigation infrastructure and so on.

Defination of smallholder irrigation Smallholder or community–based irrigation schemes are demand-driven farmer-managed irrigation schemes. A bottom-up or ‘grass-roots approach is used for development. Here, farmers are involved in the planning decisions, contribute at least a part of the capital costs, and accept full responsibility for operation and maintenance. The Government facilitates development and may at times provide incentives; however, the farmers drive the process through participation in the planning, financing, implementing, operating and maintaining the irrigation system. . These farmers irrigate together and share the same water source that originates from an intake, mainly a weir. The water may be conveyed through piping or open channels with a designed distribution system that ensures equitable sharing of water to all the irrigators. There is individual control of irrigation and farming activities by each farmer in his/her plot. The individual plot sizes normally range between 0.2 and 2 ha (FAO 2000). However, the total acreage may vary from 10ha to as large as 400ha. Such irrigation schemes are considered as formal in the smallholder farming sector. At each irrigation scheme, farmers Irrigation Management Committees (IMCs) have been established with the help of the government agency in place.Individual irrigation farmers who practice irrigation using different types of pumps that operate either sprinklers or drip systems are a subset of smallholder irrigation. Such farmers exist throughout the country and are the main producers of horticultural products in the market today. Access to credit for such potential farmers will continue to be important, particularly to ensure that irrigation equipment and inputs

are sufficiently affordable and accessible to farmers.The main objectives of the IMCs are to enhance farmer’s participation in management and decision making at the scheme level, introduce a system of discipline among the farmers and to control infield water distribution. The IMC function in such a way as to prepare farmers for a complete take-over of the management functions after withdrawal of government support. Government’s objective, since 1980s has been to promote farmer-managed schemes where possible.

Main characteristics of smallholder irrigation schemesFarmers participate in or preferably drive all the project phases from planning to implementation and evaluation in order

Eng. Jane A. Simiyu, is a holder of BSc. Agricultural Engineering, Reg.Eng, MIEK she is specialized in irrigation and Drainage function and has worked for over 20years in Irrigation and Drainage Department in Ministry of Agriculture and Ministry of Water and Irrigation. She is currently deployed in the Irrigation and Drainage Technical services division in the department of Irrigation and Drainage, MWI, and also pursuing an MA Program in Project Planning and Management at University of Nairobi

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to create a sense of ownership of, and consequent commitment to, the scheme. A bottom up approach is followed for irrigation development, treating farmers as “owners” rather than “beneficiaries” of the projects, Participatory Rural Appraisal methods are applied. They are farmer managed irrigation schemes, as they result in very little financial burden on the government for operation and maintenance. Success and sustainability demand careful holistic design. Sustainability here referring to the long-term ability of the beneficiaries to operate and maintain their schemes profitability with little or no external intervention other than the normal extension services. Capacity building in water management, general crop production and marketing are important. It might be important to help farmers with inputs for the first season so that they can build a cash flow base Institutional support should be enhanced in smallholder irrigation development. Continuous monitoring of irrigation schemes is necessary to provide feedback information that helps in the planning, implementation and management of future schemes. An integrated rural development approach should be followed to maximize benefits from the intervention meaning that rural physical infrastructure and markets should be developed alongside irrigation development. Developing the skills and broadening the experience of the farmers is key. Smallholder Irrigation development has shown throughout the developing world that it can be used as a key drought mitigation measure and as a vehicle for the long-term agricultural and macro-economic development of a country. However socio-economic evaluations of smallholder irrigation schemes are needed

at regular intervals in order to be able to derive lessons from past experiences and also help policy makers in formulating sound policies for future development.Factors which determine the performance of Smallholder Irrigation schemes include planning, group cohesion, institutional support, strength of the Irrigation Management Committee, choice of crops, and appropriateness of the technical design and the commitment of the farmers.

A success story from a smallholder irrigation schemeEvery year during the dry season, Esther would sit at home without much to do and unable to plant because, like most rural Kenyans, she needed rain to grow food for her family. Her family’s food availability for the entire year depended on one harvest grown during the rainy season on a small plot, which made them unable to grow enough food to last the entire year. Successive years of drought and other production shocks in Kenya have reduced crop productivity and undermined livelihoods, leaving smallholder farmers like Esther and her family increasingly food insecure and vulnerable and making recovery more difficult.To feed her family after their own food production ran out, Esther would do casual labor, working in the fields of other farmers to earn 2 kg of maize meal per day. However, doing this left her with little time to do her household chores and tend to her fields. In years of severe drought, Esther and her family were dependent on food aid distributions when their food stocks ran out.In 2006, Esther’s life changed with the

arrival of Government-funded Smallholder Irrigation Scheme in her village. Esther can now irrigate crops during the dry season, allowing her to harvest up to three times a year. In 2007and 2008, Esther grew a variety of crops under irrigation, including tomatoes, onions, cabbage and maize. After feeding her family, Esther sold the surplus vegetables and maize in the market, making in three months what she had never made in her life. Esther purchased a bicycle,guinea fowls, goats, and chickens—none of which she had prior to the smallholder irrigation project and which allow her to earn additional income through the sale of eggs and meat. Esther is also proud to have a leadership role in the project as secretary of the Irrigation System Water Users Committee (WUC). Through the WUC, community members participate in all aspects of operating the irrigation system, including planning, construction, and maintenance.Esther describes the changes in her family’s life, “Now, casual labor is history!” Before, I was in dire poverty and stayed at home during the dry season. Now, we have food all-year round and do not depend on food aid. I can pay my children’s school fees and will be able to send them to secondary school, and perhaps even university.” When asked about the future, Esther is convinced that she will be at a better stage of her life in three years. She plans to start a small business to buy and sell beans and, in a few years, will go toTanzania to buy new and used clothes for sale in her community. The future is indeed bright for Esther and her family.Smallholder Irrigation Development has

Intake weir in a smallholder irrigation scheme

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Kenya Engineer - July/ August 2010 25

had a significant impact on the lives of many smallholder farmers. A measure of the program’s success has been the interest expressed by other communities in establishing smallholder irrigation schemes. The transfer of government-run (public) irrigation schemes to farmers’ associations, often referred to as irrigation management transfer (IMT), has been widely promoted in developing countries as a means to decentralize functions of the state, to reduce public expenditure, and to instill a sense of local ownership and responsibility in farmers. Kenya’s new proposed irrigation policy thus constitutes a significant departure from the past emphasis on costly government-supported irrigation schemes administered in a top-down fashion. Public schemes were largely built and designed to be managed by government or an agency of government and often had a resettlement objective. The design was not created with commercial viability in mind and the government of the day were willing to subsidize capital costs, management and some of the running costs. Times have changed and farmer management is being encouraged to enhance sustainability.

Examples of smallholder successes in KenyaEmening Smallholder Farmers GroupThis was started when one individual farmer bought a motorized pump in 1988 and started growing vegetables with water from Emening River. Soon, a few more farmers also bought pumps and the number of irrigators grew quickly. By 2004, there were 47 farmers actively engaged in irrigation. The farmers then formed and registered a self-help group, which has a well-organized management structure, to ensure coordinated water sharing, and provision of credit to new and upcoming farmers. They grow local horticultural crops, with special emphasis on watermelons, as the crop is not eaten by goats (an important livestock resource). Capacity building was provided by government extension system, and has been instrumental in assisting farmers formalize their governance structures and introduction of other crops to complement watermelons.

Lari-Wendani Irrigation SchemeThis was started in 1986 as a group scheme, through technical assistance by the Ministry of Agriculture, irrigation and drainage department, which developed the physical infrastructure. The original farmers numbered 94 and, although the population

has grown, irrigation scheduling in blocks has remained unchanged. It covers 80 ha and water is drawn from a small perennial stream. The farmers grow mainly fresh vegetables such as tomatoes, onions and kale during the dry season for sale in towns. The main innovation was management of the scarce water by the farmers themselves, through their water users association. The farmers have designed their own water-sharing plans, which are strictly timed and adhered to, ensuring equitable water distribution. Food security and poverty reduction were reported to be the greatest achievements at Lari-Wendani. Capacity development is through the combined efforts of the Ministry ofAgriculture and the Ministry of Water and Irrigation. This was particularly necessary at the beginning, since the farmers had no prior experience with irrigation and horticulture.

Mukuria-Kyambogo Irrigation SchemeThis is an example of how partnerships between large commercial farms and smallholder out-growers can succeed in enabling smallholder irrigators to fulfil the EUREP-GAP protocols and access European Unionfresh-produce markets. The scheme was started in 1994 by a group of 15 farmers. There was cost sharing as farmers built the water intake using their own contributions and labour, while a loan of US $11 000, obtained through an NGO (SISDO), was used to buy materials such as pipes, sprinklers and gate valves, for the piped, gravity-fedsprinkler scheme. Each farmer paid back the loan at US $16 per month, and within 48 months the loan was paid up.The group started by growing local vegetables like carrots, cabbage and potatoes, but there were problems with marketing. In 2000, farmers switched to growing fresh produce for export such as snow peas, sugar snaps andgarden peas, supported by elaborate partnerships with large commercial exporters, such as Homegrown. The partnerships are made legally binding through signed agreements, while support capacity development services were provided by the commercial firm. Farmers estimated earnings to average about US $1200 per month from a crop of sugar snaps. The capacity-building support and supervision given by the large commercial exporters was instrumental in helping the smallholder farmers learn to grow exotic crops and to acquire EUREP-GAP certification.

New Mutaro Irrigation SchemeThe New Mutaro Irrigation scheme is unique, being one of the few schemes, which have dedicated land for irrigated fodder, which is rare in Kenya. This is because in Kenya most irrigation schemes have by-laws which forbade the irrigation of fodder. Thus, livestock keeping tends to be a lesser by-product rather than a major enterprise. The New Mutaro was constructed in 1983 as a canal-based, gravity-fed scheme with funding from the Kenya Government and European Economic Community. The original members numbered 180 but by 2004 the numbers had grown to about 2000. The scheme covers 120 ha but each farmer is allowed to irrigate 0.8 ha only, due to water shortage. Other than fodder, grown by over 100 farmers, farmers also grow local and export vegetables. Dairying was considered by farmers to be a more reliable enterprise compared with vegetables, whose market instability frustrated them. Capacity development had been enhanced through a cooperative society that the farmers ran, and which was especially instrumental in supporting the dairy activities. The cultivation, packaging and marketing of export vegetables were supported by partnerships with commercial exporters, while dairying is managed through the farmers’ cooperative.

Mitunguu Irrigation SchemeThis was initiated in 1985 through a grant from the Government of Kenya and GTZ. The funds were used for surveys, construction of new intake, pipe layouts and construction of cooperative society buildings. The original design was 400 ha for 309 farmers, but by 2004 there were over 600 irrigating farmers. The scheme operates as a gravity-fed piped sprinkler system and has seen many changes in crops grown, starting with local vegetables, dairy,Asian and export vegetables, but due to frustrations with marketing and middlemen farmers shifted to growing irrigated bananas. This has reduced the influence of middlemen, giving farmers some leverage and bargaining space(time-wise) resulting in relative price stability and a marketing system controlled by the farmers themselves. The banana crop usually earned farmers between US $500 and $1125 per month. Capacity development had been instrumental in the introduction of high-yielding banana varieties and agronomy. This had involved farmer trials with researchers from the Kenya Agricultural Research Institute, NGOs and government extension staff. The interaction with researchers had a

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great impact as farmers in the scheme were always experimenting with different methods of water application, different varieties and general field management.

Ng’uuruGakirwe Water ProjectThis was started in 1985 with a group of 15 smallholder farmers, who initiated plans to abstract water from the nearby River Kithinu for domestic use, but later used it for irrigation. By 1987, the farmers, now numbering 107,approached the Catholic Diocese of Meru for technical and financial assistance to implement the project for irrigation. The project was implemented in three phases through grants from donors and the government to the tune of US $750 000. It serves 430 farming households with piped sprinkler irrigation, creating direct employment for over 3000 people. Each farmer is allowed to irrigate a maximum of 0.4 ha. The most interesting aspect of this scheme is that it produces high-value organic herbs (chamomile, carcade and lemon grass), which are processed and packaged at the factory run by farmers, and the produce is exported to niche markets in Europe and Japan. Food crops are also irrigated for home consumption. Capacity development of the scheme benefited from government extension staff, who handled water management, while NGOs and the private sector taught farmers how to grow and process the herbs, which was a completely new enterprise to them. Farmers are continually learning, and the demand to be certified as organic farmers was more than the factory could handle.For smallholder irrigation development to make a bigger impact in this country, experience shows that several broad issues must be addressed.Technology plays a central role in irrigation development. It can reduce the drudgery of lifting and distributing water and in the process make more effective use of limited water resources. Selecting the most appropriate technology is an essential pre-requisite for success. Assistance given to farmers should be of a self-sustaining nature, which does not require continuous support from an external agency over an extended period. Any system set up to respond to farmer demand is more likely to succeed than one which is imposed, however well meaning this might be. National and local NGOs are more likely to reflect local needs for irrigation than government and so there is a need to link more strongly the activities of NGOs with the development programmes of government and aid donors for the benefit of all. It will be important to ensure private sector involvement in

the manufacture, promotion, supply and support of irrigation technologies. Access to credit will continue to be important, to ensure that irrigation equipment and inputs are sufficiently affordable and accessible to farmers.Of particular importance is the need to strengthen and sustain the education and training of professionals, technicians and ultimately farming communities. Only by developing the skills and broadening the experience of the farmers, and the institutions created to support them, can the benefits offered by technological innovation be taken advantage of.Water User Associations play a pivotal role in smallholder irrigation schemes management. These are the organizations through which farmers manage their irrigation system and the institution to which water rights, infrastructure use rights and obligations are transferred. It is the responsibility of the WUA to further manage and develop these assets in order to maximize the irrigation benefits for its members. Similar to water rights legislation, legislation for WUA should contain a number of minimum elements in order to be successful. Water users associations, are self-governing entities, and mobilize membership fees or labor contribution to fulfill their collective needs. One of the objectives of WUA is to operate and maintain the transferred irrigation system efficiently and economically, and with the full and active participation of all the members. It includes the criteria for assessing water charges and operation and maintenance charges from members. WUAs will be authorized to enforce discipline in water use among the users, and resolve any dispute in sharing of water by individual farmers. The main responsibilities of the WUA include: Collecting water charges from water users (for organizing operation, maintenance and Repairs; Registering as one water use and being granted one license (water use right); In addition it can be responsible for approving the cropping pattern and area to be irrigated for each crop within the area of operation of the WUA; It has also a power to inspect the irrigation systems under its operation, to establish a water distribution process to ensure equity and prevention of wastage and to deal with allocation of water during shortage and crisis. Specific policies that lead to improved farming practices include promotion of high-value crops, expansion of systems for extension and technical support, investment

in smallholder technologies and clarification of land tenure arrangements. These need to be fully addressed by policy makers in order for IMT to be successful (Shah et al., 2000). Strengthening smallholder access to markets through collaboration with agri-business may provide a window of opportunity for smallholder irrigators. To help foster healthy collaboration between agribusiness and smallholders that benefit both sectors, the government needs to explore ways to make contract farming sustainable.With the assistance of the donor community in the sector, the government has made substantial progress with the formulation of an Irrigation Policy and Strategy resulting from a broad stakeholder dialogue in which the objectives and development paths were formulated and agreed. The policy will soon be ratified by the Cabinet and will subsequently form a part of the Government’s National Agricultural Policy. The formulation and anticipated ratification of this policy represents an important milestone in the development of the irrigated agricultural sector in Kenya. It is noted that capacity building and training are important components of the Strategy.The following are major findings by professionals in the smallholder irrigation subsector ( irr igation and drainage department) that are worth noting; Projects that are planned with full farmer participation perform better than those that are planned by experts on their own do. Projects that are viewed by farmers as being their projects perform better than projects that are viewed by them as belonging to the government. Investments in operation and maintenance are determined by the feeling of the farmers on the ownership of the scheme. Those schemes for which farmers have a sense of ownership are better looked after than those for which farmers think assets belong to the government.Farmer managed schemes tend to embark on high value crops and have developed a commercial mentalityIn conclusion, Smallholder Irrigation Development is the ‘RIGHT IRRIGATION’ for this country. Smallholder irrigation schemes are financially viable and sustainable. These schemes do not induce a financial burden on the government as far as operation and maintenance is concerned since farmers with enhanced skills and knowledge are able to manage these schemes. In this respect, it is worthwhile developing more smallholder irrigation schemes as they are the best way of investing the limited financial resources at the government’s disposal.

GEOGRAPHiC iNFORMATiON SYSTEM (GiS)

Application of GIS in locating facilities and services (A case study of petrol stations within NCBD, Kenya)

By: Ng’ang’a Titus, Kirira Dominic, Wango Tim, Mbui John.

The purpose of the project was to avail route guided interactive maps to motor-ists and hence deploy spatially enabled location-based services as a platform for improved services in case of emergencies such as running out of petrol. This was done by showing how the analytical and visu-alization capabilities of GIS can enhance decision making in transportation through mapping of petrol stations locations. Street-level geocoding and optimized routing gives in-vehicle navigation capabilities to assist motorists in finding service locations easily. Optimal routes generation reduces the dis-tance of travel and hence fuel consumption. The interactive map allows the motorists to find the nearest petrol station. Searching is by the way of incidences. The incidence is shown by a computer guided Global Posi-tioning System. The motorist clicks on the current position/incidence and then chooses nearest petrol stations.The queries performed on the multimode road network dataset are evident that map-ping of petrol stations and network analysis can lead to informed decision making. Simi-lar decisions could be achieved through the

same concept (such as locating the nearest hospital by ambulances).

Multimode Transport NetworkNetworks are the interconnected features that are used for transportation and in-clude highways, avenues and city streets. Networks are an important part of every-day lives and analysis of these networks improves the movement of people, goods, services and the flow of resources (Nancy E, 2003). Networks give the means for the movement of people, the flow of resources and energy and the communication of information (Haggett & Chorley, 1969). Network analysis in GIS provides good decision support for users interested in finding the nearest facility (Pahlavani P. & Samadzadegan F., 2006).When the linear features are joined together to form a single transportation network they are regarded as a multimode infrastructure. Multimodal networks allow organizations in both the public and private sectors to better perform transportation planning analysis and accessibility modeling (http://www.esri.com/software/arcgis). In this project,

highways, avenues and streets have been integrated to form the multimode transport network.

Shortest path in networksA path between two vertices that mini-mizes a pre-defined metric such as the total number of steps, total distance or time, is called a shortest path. Determination of shortest paths is often described as short-est path analysis (De Smith et al., 2009). To determine the best way one needs at a minimum an origin and a destination. (Jo-chen A., 2007). The problem of identifying the shortest path along a road network is a fundamental problem in network analysis, ranging from route guidance in a navigation system to solving spatial allocation prob-lems (Zeng W. & Church R., 2009).In order to make the output more meaning-ful, the highlighted route is also described with regard to details like the road to start, the roads to traversed, turns to left or right and distance of travel along each road (http://www.gisdevelopment.net/applica-tion/Utility/transport).

Davis & Shirtliff Eldoret Branch have held a well attended customer sem-inar where various new Davis & Shirtliff prod-ucts were introduced. Pictured is Group Dep-uty CEO David Gatende together with D&S El-doret Branch Manager, Joyce Kefa, discussing products with customer Ryan Schumacher of Majitech K Ltd.




GIS and GIS-TTraditional approaches are no longer adequate for ana-lyzing network flows and conducting minimum cost routing. GIS provides effec-tive decision support through its database management capabilities, graphical user interfaces and cartographic visualization (Yi-Hwa W. et al., 2001).GIS-T refers to the princi-ples and applications of ap-plying geographic informa-tion technologies to trans-portation problems (Miller H. & Shaw S., 2001). Bus companies can find the best routes by integrating GIS technology with GPS. Bus drivers can use GPS to find locations. Integration of GIS technology with GPS allows trucking companies to reach locations quickly (Hossein

used to relate these data. The use of GIS to manage data can simplify the analysis of transport systems and can enhance the decision-making process (http://www.worldbank.org/transport/roads).The computation of shortest paths is often a central task because shortest path distances are often needed as input for “higher level” models in many transportation analysis problems such as facility location, network flows, vehicle routing and product delivery (http://www.publish.uwo.ca/-jmalczew).Because of the spatial nature of most trans-portation data, transportation professionals find GIS to be a powerful tool to construct and analyze transportation networks and to conduct impact assessment of transporta-tion facilities (Zhong-Ren P. & Edward A., 1998). Displaying the road network on a computer monitor is a very effective and efficient tool in observing the relationship between the spatial and physical attributes of roadway facilities. The ability of GIS to produce coloured maps has provided a visual dimen-sion for travel demand analysis (Mezyad A, 2001). The application of GIS to a diverse range of problems in Transporta-tion engineering is now well established. It is a powerful tool for the analysis of both spatial and non-spatial data and for solving important problems of networking (Mukti A. et al., 2005).

GIS can be used as an effective tool in Managing and Planning transportation (Sid-deswar P., 2003). GIS is successfully used for route planning and analysis, bus dispatch and emergency response, automatic vehicle location and tracking, paratransit scheduling and routing, bus stop and facility inventory, accident reporting and analysis, demo-graphic analysis and route restructuring, and transportation planning and modeling, among others (http://www.mvcommission.org/GIS_for_transportation).GIS has been recognized for many years now as an invaluable tool for managing, planning, evaluating, and maintaining transportation systems. As the gateway to economic development and, subsequently, a healthy economy, transportation infrastruc-ture represents one of the largest and most critical investments made in any nation, at whatever stage of development. Similarly, for many firms in the transportation indus-try, profitability and a strong competitive position depend on a safe and reliable sys-tem. Roads are the main arteries of a modern society’s infrastructure, contributing heavily to the distribution of goods and persons. GIS provides many helpful applications for ensuring a smooth transportation flow. Customer satisfaction, competitive posi-tion, timely response, effective deployment, and profitability are all positively affected (GISDATA Group, 2009).

Fig 1: Area of Study (http://www.google.co.ke)B., 2003). A country’s transportation sys-tem represents development stage of that country (Mukti A. et al., 2005).Finding an efficient route is a difficult problem for many drivers. Car Naviga-tion Systems are sometimes offered as a special feature on new cars. These systems are capable of performing some of the tasks traditionally performed by driver, such as determining the best route to the destination. (Nazari S. et al., 2008).Transportation infrastructure represents one of the largest and most critical in-vestments made in any nation, at any stage of development. The movement of people and goods either domestically or internationally is vital to every aspect of that economy. GIS can be used to deter-mine the location of an event or asset and its relationship or proximity to another event or asset. Information on bus routes, current location, subway stop location, emergency situations and locations, track condition, demographic changes, and em-ployment centers are all factors that can be used to improve transit performance (Syed A., 2004).

GIS and NetworksGIS contain data related to location points, lines (commonly roadway links and cor-ridors), and polygons. Analysis tools that are part of GIS software packages can be



MethodologyArea of studyThe Nairobi Central Business District (Fig 1) takes a rectangular shape, around the Uhuru Highway, Haille Selassie Avenue, Moi Avenue and University Way. It includes many of Nairobi’s important buildings, including the City Hall and Parliament Building. However, some of the surround-ing areas were included in order to support easier analysis and interpretation. Data Collection and PreparationThe handheld Garmin GPSmap 60cx GPS receiver with an accuracy of between 3-5 meters was used to pick the locations of the petrol stations. The data consisted of grid coordinates referenced by the UTM WGS 84 Zone 37 0 S projection. Once the location of a petrol station was observed, it was stored within the GPS and downloaded later. Geocoding of the petrol stations was done in Arcview. The study involved fieldwork in which the petrol stations were visited and their geo-graphic coordinates picked using hand held GPS. Attribute data were obtained from the petrol stations attendants. The directions of the one way roads/streets were obtained from google maps. The primary data collected required editing. ArcGIS 9.2 suite application ArcMap was used for editing the data.

Data CaptureIn this study, the handheld Garmin GPS map 60cx GPS receiver was used to pick the locations of the petrol stations and had an accuracy of between 3-5 meters. The map of Nairobi district analogue was scanned into soft copy so as to result into a portion of it, the CBD. The georeferenced CBD map was created. Before scanning, the document was well prepared to ensure that line widths are resolvable and unwanted data was cropped out. All the physical locations of the CBD, including roads (linear feature) were digi-tized. The end result was a digitized map of Nairobi CBD that contained roads network and buildings. Digitizing introduced errors eg undershoots and overshoots. Linear features for network analysis required thor-ough editing to close gaps and disseminate orphaned junctions. Spatial network editing involved error correction such as closing gaps. Broken road network lines were con-

nected using line snapping by specifying gap threshold value to connect lines that matched the snapping criteria. Line smooth-ing was done using the generalization tech-nique to remove artifacts caused by image scanning. The line editor was used to add missing lines manually. It was also used for line merging and splitting, node editing, and line labeling functions.

Query AnalysisA key component of ArcGIS 9.2 Spatial Analyst is the ability to perform queries. The query functionality gives the analyst the ability to leverage existing data and to make more informed decisions (ESRI White Paper, 2001).The key to network representation is to rep-resent nodes, arcs and network topology ef-ficiently. Once the nodes, arcs, and network topology are efficiently represented, other data and information associated with nodes, arcs, stops and turns can be represented as attributes either associated with nodes or arcs (Benjamin F., 2008).When a geometric network is created, Arc-GIS 9.2 also creates a corresponding logical network, which is used to represent and model connectivity relationships between features. The logical network is the con-nectivity graph used for route analysis. In the project, the route analysis operation was finding the shortest route from an incidence in terms of distance (Impedance). The logical network allows ArcGIS 9.2 to quickly discover and model the connectiv-ity relationships between connected edges and junctions in a geometric network during editing and analysis. This allows for fast network tracing and facilitates the genera-tion of on-the-fly connectivity while editing. When edges and junctions are edited or updated in the geometric network the cor-responding logical network is automatically updated and maintained as well (Benjamin F., 2008).Finding the nearest Petrol Station(s) Finding the nearest facility is a multimode infrastructure network dataset query type of analysis. A motorist in a hired GPS fitted vehicle may need to locate the nearest petrol stations. The GPS fitted vehicle shows the right position (Incidence) of the motorist. The motorist enters the incidence within a click of the mouse and enters the number of petrol stations he/she would like to view.

Results and analysisThe main objective of the study was to demonstrate how GIS application could lead to decision making. In order to achieve that objective the facilities considered were petrol stations within the NCBD. A road network dataset was generated. The analy-sis of the results was done through spatial queries into the road dataset. The analysis involved identifying the closest facility from a location, tracing the best route to the facility and step-by-step directions along the identified route.A map showing conspicuous and independ-ent petrol stations within the NCBD was generated. A motorist/tourist at an inci-dence outside Hilton hotel was considered and a route to the nearest petrol station was generated through running network analysis (Fig 2). Fig 3 shows the directions from Hilton hotel to Shell, Latema Road, the closet petrol station.

ConclusionsThe results of the study were based on the data collected and the analysis undertaken. The analysis mainly involved multimode infrastructure network dataset query for motorists. The results showed a success-ful completion of data manipulation. The graphical output is in form of maps indi-cating the route to be traversed along with the distances and directions to be traversed along each road segment.The queries performed on the multimode road network dataset were satisfactory and demonstrated how mapping of petrol stations and network analysis can lead to informed decision making. The study il-lustrated the application of GIS in finding the optimal route between the given origin and destination. The study demonstrated that similar deci-sions could be achieved through the same concept, e.g ambulances locating the near-est hospital in case of emergencies. This concept as well applies to planes that would need to take an emergency landing on the nearest airport/airstrip during times of emer-gencies thereby avoiding crash landing. The results of application of similar projects case studies depict numerous benefits in-cluding minimizing travel time, minimizing driving distances, reducing fuel consump-tion, providing driving directions to new drivers, estimating drive time and increasing the number of trips.

May /June 2010 Issue of Kenya Engineer contained a review of some of the papers presented on the recent Engineers’ conference. There were ten sessions during the conference. The conference Chair was Eng. J Mutai

A review of additional papers is given below: A conceptual web based system model for management of public private partnership infrastructure ventures by Enock Bosire, Transmission Engineer, Kenya Power and Lighting Company. This paper focused on definition and conceptual development of a web based infrastructure management information system (WIMIS) which combines the efforts of commercially available Project and Construction Management Systems to structure a system applicable to the characteristics of a public private partnership, taking in consideration development of information systems. In each public private partnership arrangement, popularly referred to as PPPs model, the scope is divergent and defined depending on the category of infrastructure under subject hence need to focus on particular model(s) with concurrent characteristics. The built -own-operate- transfer scheme has most aspects and being the one considered complex and lengthy is a model to explore. In this model of development of infrastructure, construction stage forms majority of the scope and hence construction management which, starts from specification defining to commissioning, is the core process with the other stages being administration on pre and post construction. The pre- construction involves the identification of required infrastructure and its specifications and the definition of criteria that includes regulations, policies and legislations that apply in the sourcing of a private party to undertake the project - done by the procuring authority. The post-construction stage involves the measure of outputs, comparing them with expected ideal values for purpose of measuring success of the infrastructure project- collaboration of the private party and procuring entity.There are several Information Technology tools and systems commercially available for holistic project management, Rojas et al (1999) and Deng et al (2001) in their analysis concluded that web based information systems are most viable due

Public Private Partnership for Development of Sustainable Infrastructure in Kenya

fact that data loaded to server for browser access is independent of format of original creation, therefore accessible on different operating platform with only compatible browser as a requirement. In a public private partnership venture, there are several stakeholders, each with specific mandate and their relationship is complex. The paper therefore sought to simplify this complexity. D e s i g n S t a t e m e n t f o r P ro j e c t Conceptualization as a Prerequisite for Design Documents under the public private partnership: Case of Engineering laboratories in public universities in Kenya By S. K. Makhanu, B Waswa Sabuni and M. K. Mukangula. DVC (A&F), Lecturer Dept. of Civil & Structural Engineering, Senior Maintenance Engineer Masinde Muliro University of Science and Technology. The expansion of university education through the private sponsored student programs has put a lot of pressure on existing facilities at universities. It has been difficult to provide adequate and suitable facilities especially for the privately sponsored students. To alleviate this universities have adopted the Public private partnership (PPP) concept in infrastructure development. However this concept is not easily understood by first time investors. Thus the project concept and specifications, the roles and obligations of each party, the costs and benefits in the partnership have to be clearly spelt out in a language understandable to all parties. This design statement will precede the formal preparation of contract documents and will guide all the professionals involved at the design stage of the project including architects, engineers and quantity

surveyors.This paper spelled out a possible approach and proposes a format for the design of engineering laboratories for public universities in Kenya that can be adopted before preparation of contract documents. The Expanding Role of the Private Sector in the Kenyan Electricity Supply Market By Eng. Boniface K. Kinyanjui, Kenya Power & Lighting Company. The global electricity supply market landscape has been transforming as power utilities are restructured and governments partially or fully privatize public companies. The passage to the present has recorded gains but also presented challenges. The Kenyan power sector is a typical example of a market model that has undergone a cycle of transformation since commencement of reforms in the mid 1990’s after completion of studies carried out on power system capacity expansion, electricity tariffs and restructuring. The Government restructured the sector after enactment of the Energy Act 1997 and introduced Independent Power Producers (IPPs), which is ultimately a public-private-partnership (PPP) model. The role of the private sector in electricity supply has since continued to grow. Besides power generation, private companies provide services, fuel, materials and equipment to the power industry. The modern trend shows that companies are embracing outsourcing of non-core activities to enhance efficiency and allow them to focus on their core business.

Private sector players and investors seek to work in a secure low risk investment climate that can adequately assure them of

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Minister of roads Mr. Frankline Bett registering for the IEK conference

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good returns. A country’s macroeconomic conditions which include indicators such as the Gross Domestic Product (GDP), inflation and unemployment, constitute parameters that define the national investment climate. The Level infrastructure development in the market environment also contributes to the general investment climate as good infrastructure eases business and enhances efficiency and productivity. Contrarily, a poor infrastructure slows down and discourages prospective and even existing investors. When the target project is itself an infrastructure project, the track record and business environment of a country can provide a basis for analysis and decision making prior to commitment. The expanding contribution of private companies in power projects in Kenya is mirrored by the gradual rise of the IPP market share in electricity production. The level of engagement of large and small private companies in transmission and distribution projects in the country is also unsurpassed. This shows that the Kenyan electricity supply market has built good confidence for partnership with the private sector. Despite the various challenges facing power sector utilities, the private sector and electricity customers, there are emerging opportunities that favour enhancement of PPP. This paper discussed public private partnership in Kenya, highlighting opportunities and challenges.

Historical Energy Grade Transitions and the Future of World Economic Growth, a Case for Kenya By Christopher Maitai: The invention of the coking process by William Darby in 1709 led to the widespread use of coal in 18th century England. From an economic stand point, one could say that this event more than any other ushered in the industrial revolution with its dependence on coal and steel produced from coal. However from an engineering perspective, there is another cause of the industrial revolution that is more subtle. This cause is the physical make up of the energy resources available to England. Rondo Cameron states, A possible explanation for the correlation of population growth/stagnation/decline with income movements can be fashioned by analyzing the interaction of the fundamental determinants of economic development (land, labor, capital and entrepreneurial capacity). With a given technology, the resources available to a society set the upper limits to its economic achievements and technological change by increasing productivity and opening up new resources has the effect of raising the ceiling.This emphasizes technology as the major ingredient for periods of high economic and population growth. However, we believe another ingredient, equally as important as technology, is the grade or inherent value of energy resource inputs available to an

economy. This has to do with productivity. Each type of energy resource has an inherent physical potential for being more or less productive and that potential is the energy grade. Higher grade energy resources have more potential for being productive than lower grade energy resources. Energy is the driving force behind industrial production and is indeed the driving force behind any economic activity. However, if an economy’s available energy resources have low grades, i.e. low potential productivity, then new technology will not be able to stimulate economic growth as much. On the other hand, high grade energy resources could magnify the effect of technology and create tremendous economic growth. High grade resources can act as magnifiers of technology, but low grade resources can dampen the forcefulness of new technology. This leads to the conclusion that it is important to emphasize the role of the inherent nature of resources in economic growth more fully. To see better how this very subtle idea is a not so subtle cause of the industrial revolution, and possibly other economic epochs, we must look at some simple physics of energy resource characteristics. We believe that the most important resources for economic achievements are energy resources; therefore, we look at ways to compare energy resources.

IEK Visit to the ARM’s Rhino Cement manufacturing plant at Kaloleni , Mombasa

BesideThe IEK Office bearers during their recent visit to the Athi River Mining’s Rhino Cement manufacturing plant at Kaloleni , Mombasa during the IEK Annual Conference

INSET: The IEK Ex-Chairman Engineer Francis Ngokonyo plants a tree at the Rhino Cement Quarries at Kaloleni during the recently concluded IEK Annual Conference at Mombasa.

Chairman - Eng D M Wanjau-Maina1st Vice-Chairman - Eng J M Riungu2nd Vice-Chairman - Eng H J NyaangaHon Treasurer - Eng R K ChepkwonyHon Secretary – Eng M ShiribwaOrdinary Member – Eng R K KosgeiOrdinary Member – Eng (Mrs) V W MaunduOrdinary Member - Eng Jan K. Mutai (EBS)Ordinary Member – Eng W R Okubo (OGW)Ordinary Member – Eng C M NdongaOrdinary Member - Eng M E OkonjiRetiring Past Chairman – Eng F W NgokonyoChairman Mombasa Branch – Eng Abel Rotich Vice-Chairman Mombasa Branch – Eng. M. OwuorBranch Sec/Treasurer Mombasa Branch – Eng J O OdumbeChairman Western Branch – Eng A CheruiyotVice-Chairman Western Branch - Eng Prof P M WambuaBranch Sec/Treasurer Western Branch – Eng I Chebii

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New members elected

Class of Member P A Aruna M.3480D M Migwi M.2028J G Nduati M.1817T K Kendagor M.2606S S Sitati M.1857N M Musuni M.3201T K Simiyu M.3752J O Oyugi M.3473R W Oginga M.2554N K Bosuben M.2532E B Wanyonyi M.3652L M Gitonga M.3620J K Chege M.2059J K Machira M.3395

Class of AssociateJ G Limungi A.3652G C Muckoya A.3651

The Council of the Institution has elected the following new members

D Odhiambo G.3756C K Owiti G.3757J M Mwanthi G.3758E W Muinamia G.3754S K Melly G.3755J M Kagiri G.3751S S Sira G.3753

Class of GraduateJ S Ndoli G.1662E O Ohaga G.3735Z Ndika G.3733E Gitonga G.3729L W Kariuki G.3746B M Wamukoya G.3745E L Induli G.3718D M Muriithi G.3624

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