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Partners with: Institute of Quantity Surveyors of Kenya (IQSK)

INSTITUTE OF QUANTITY SURVEYORS OF KENYA (IQSK)

STRATEGIC PLAN

2011-2016

SEPTEMBER 2011

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STRATEGIC PLAN

2011- 2016 THE INSTITUTE OF QUANTITY SURVEYORS OF KENYA (IQSK) Marcus Garvey Road off Arwings Khodek Road P. O. Box 13929 – 00800, Westlands Nairobi, Kenya. Tel: +254 20 3875291, Mobile: +254 0721-676823 Email: iqsknrb@iqsk.co.ke or iqsknrb@gmail.com Website: www.iqskenya.org

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TABLE OF CONTENTS ABBREVIATIONS & ACRONYMS………………………………………………………………………………………..4 FORWARD……………………………………………………………………………………………….………..………….…5 EXECUTIVE SUMMARY……………………………………………………………………..……………….………..……6 CHAPTER1: INTRODUCTION ...............................................................................................8 1.1 Vision……………………………………………………………………………………………………………………………..8 1.2 Mission……………………………………………………………………………………………………………………………. 1.3 Value Statement……………………………………………………………………………………………………………… 1.4 Objectives……………………………………………………………………………………………………………………..… 1.5 Services of a QS………………………………………………………………………………………………………………9 1.6 Rationale of a Strategic Plan…………………………………………………………………………………………10 1.7 Benefits of a SP…………………………………………………………………………………………………………….11 1.8 Methodology in Developing the SP CHAPTER 2: SITUATION ANALYSIS....................................................................................12 2.1 Analysis of Operating Environment ………………………………………………………………………………12 CHAPTER 3: DEVELOPING STRATEGIC GOALS....................................................................15 31. Overview……………………………………………………………………………………………………………………… 3.2 Strategic Goals for IQSK………………………………………………………………………………………………. 3.3 IQSK Strategic Objectives…………………………………………………………………………………………….. CHAPTER 4: DEVELOPING STRATEGIES AND ACTION PLANS ………………………..…………………18 4.1 Key Strategic IQSK Action Plan Table ……………………………………………………………………………19 CHAPTER 5: RISK MITIGATION PLAN................................................................................27 5.1 Risk Mitigation Plan Table …………………………………………………………………………………………… CHAPTER 6: IMPLEMENTATION, MONITORING AND EVALUATION STRATEGY………………………………………………………………………………………………………………………26 IQSK ORGANIZATIONAL STRUCTURE………………………………..……………………………………………30 LIST OF PARTICIPANTS……………………………………………………………………………………………………31 RECOMMENDATIONS…………………………………………………………………………………………………….32

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ABBREVIATIONS AND ACRONYMS AAK Association of Architects of Kenya AAQS Africa Association of Quantity Surveyors APSEA Association of Professional Societies in East Africa BORAQS Board of Registration of Architects and Quantity Surveyors BP Best Practices CASLE The Commonwealth Association of Surveying and Land Economy CBD Central Business District CEO Chief Executive officer CPD Continuous Professional Development CSR Corporate Social Responsibility FIG Federation Internationale des Geometres GOVT Kenya Government ICEC International Cost Engineering Council IPMA International Project Management Association IQSK Institute of Quantity Surveyors of Kenya JBC Joint Building Council JD Job Description JV Joint Ventures KACC Kenya Anti Corruption Commission KEBS The Kenya Bureau of Standards KEPSA Kenya Private Sector Alliance PPOA Public Procurement and Oversight Authority. PPP Private Public Partnership QS Quantity Surveyor SP Strategic Plan

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FORWARD: This Strategic plan has been prepared for the period 2011-2016 and it lays a foundation on how the Institute of Quantity Surveyors of Kenya (IQSK) intends to achieve its objectives and aspirations during the period. The plan has outlined a revised Vision and Mission that will provide impetus for achieving tangible results. Development of this Plan has been a consultative and participatory process bringing together Quantitative Surveyors. The implementation of this Plan will involve carefully translating the strategic objectives into actions with very specific indicators. The success of this Strategic Plan largely hinges on motivated leadership from IQSK Council and the Secretariat. Strategic planning requires commitment from those in leadership and will only succeed if that is pursued. The Council will support the management fully to ensure that this Plan is implemented. This report benefited greatly from inputs made by the QS James Munene Treasurer, QS Andrew Mandere Member, QS Alfred Aluvaala Member, and Lydia Chege IQSK Secretariat –Administration Assistant. Further gratitude is accorded to the Professional Consultant Marilyn Mbogua and Rapportuer Edwin Nguri for facilitating the workshop and for preparing the Strategic Plan within an extremely tight time schedule. Finally, my appreciation goes to the European Union for fully sponsoring the workshop. It is my sincere hope that all aspirations of IQSK members and those of stakeholders will be achieved in this plan period. QS. Rasugu Nyamboki CHAIRMAN, IQSK September 2011

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EXECUTIVE SUMMARY BRIEF HISTORY OF QUANTITY SURVEYING AS A PROFESSION The Institute of Quantity Surveyors of Kenya (IQSK) is an organisation specifically charged with promoting and safeguarding the interests of the Kenyan Quantity Surveyor. The primary objective of IQSK is to promote the advancement of the practice of Quantity Surveying and its application in Kenya. The Institute of Quantity Surveyors of Kenya (IQSK) was founded in 1994 as a non-political and non-profit making organization whose primary objective is to promote the general advancement of the practice of Quantity Surveying and its application in Kenya including facilitating the exchange of information of the Institute and otherwise. This is the first Strategic Plan for the Institute of Quantity Surveyors of Kenya. An attempt was done in 2006 but was not fully finalized or completed. This Strategic Plan is a deliberate move by the Institute to consolidate gains made and also incorporate lessons learnt from the last planning period. The strategic plan is also informed by key lessons from the past including:

1) The need to increase its membership base; 2) The need to increase finances and make IQSK self-sustainable; 3) The need to focus on the critical coordination areas that draw and deliver synergy from/to

the membership; and, 4) The need to make the Institute relevant to members.

The secretariat will be resourced with commensurate skills, systems and procedures necessary to deliver this Plan. In so doing, care will be taken not to wastefully duplicate or develop the secretariat capacity in technical programming areas that may be in competition with the membership. MEMBERSHIP IQSK Membership comprises Corporate and Non-Corporate Members. Corporate members include Fellows, Corporate and Licentiate members. They are voting members. Non-corporate members are Honorary, Visiting, Graduate, Technician and Student Members. Non-corporate members are not eligible to voting during meetings. The management of the affairs and business of the Institute is vested in and conducted by an elected Council. The Council is composed of the office bearers, the most recent past chairman and not more than five corporate members elected at an Annual General Meeting. The Institute cooperates with universities, other educational institutions and public education authorities for furtherance of education and training in Quantity Surveying and practice. The Institute also works closely with the Board of Registration of Architects and Quantity Surveyors (BORAQS), and other relevant bodies on matters concerning Quantity Surveying education, training, examinations and practice.

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THE SECRETARIAT The secretariat of the Institute recently moved to office blocks situated on Marcus Garvey Road off Arwings Khodek Road junction. To further its aims and objects, the Institute can set up branches in any part of the country. The Institute has standing committees to advise the Council on academic and professional standards membership, training and other such matters. The Institute has an established secretariat which carries out such executive functions as are necessary to allow the Council to discharge its administrative responsibilities. The management of the affairs and business of the Institute is vested in and conducted by an elected Council. The Council is composed of the office bearers, the most recent past chairman and not more than five corporate members elected at an Annual General Meeting. The executive and full Council meeting takes place monthly. Affiliations 1. The Commonwealth Association of Surveying and Land Economy (CASLE) - www.casle.org 2. Federation Internationale des Geometres (FIG) 3. International Project Management Association (IPMA) - www.ipma.ch 4. Joint Building Council (JBC) 5. Association of Professional Societies in East Africa (APSEA) - www.apseac.com 6. Africa Association of Quantity Surveyors (AAQS) - www.icoste.org/aaqs.htm 7. International Cost Engineering Council (ICEC) - www.icoste.org/ 8. The Kenya Bureau of Standards (KEBS) - www.kebs.org 9. Kenya Private Sector Alliance (KEPSA) - www.kepsa.or.ke

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CHAPTER 1

1.0 INTRODUCTION This is the proposed Vision, Mission and Value Statement of the Institute after carefully analysing its internal and external environments and aligning it with the IQSK SP. 1.1 VISION ‘A world class institute that promotes the advancement and practice of Quantity Surveying in Africa’ 1.2 MISSION The mission of the Institute to the industry includes and not limited to the following: 1. To promote an enabling environment that helps Quantity Surveyors achieve excellence in delivery

of their services. 2. To promote, regulate and enforce best quality surveying standards and practices. 3. To promote cooperation with professional organisations representing Quantity Surveyors

regionally.

1.3 VALUE STATMENT “At the IQSK, we promote the advancement of Quantity Surveying profession by embracing best professional practices. We do this by promoting highest ethical standards, encouraging continuous professional education and development, regulating practice and research to provide best quantity surveying solutions” CORE VALUES:

1. Integrity 2. Discipline and commitment

3. Accountability

4. Objectivity and impartiality

5. Corporate social responsibilities

6. Environmental conservation

1.4 IQSK OBJECTIVES

1. To promote the advancement of the practice of Quantity Surveying and its application in Kenya including facilitating the exchange of information of the Institute and otherwise.

2. To do all things which the Council of the Institute may deem proper, including advising the

Government, Public Bodies and other individuals on matters concerning Quantity Surveying.

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3. To co-operate with the Board of Registration of Architects and Quantity Surveyors, and other

relevant Societies and institutions on matters concerning Quantity Surveying education, training, examinations and practice.

4. To Co-operate with universities, other educational institutions and public educational

authorities for furtherance of education and training in Quantity Surveying and practice.

5. To print, publish, sell, lend and distribute the proceedings or reports of the Institute or any papers, communications, works or treaties on Quantity Surveying or its applications or subject connected therewith.

6. To do all other things incidental or conducive to the attainment of the objects or any.

7. The Institute shall have no political objective affiliation.

1.5THE SERVICES OF A QUANTITY SURVEYOR The role of a Quantity Surveyor in connection with building contracts can be summarized as follows:-

1. Financial Advisor

a) Prepares budgets/estimates for building projects. b) Advises on the effects of quality to the budget. c) Advises on what size and standard of structure can be constructed for a given expenditure. d) Act with other consultants to ensure that the financial provisions of the contract are properly

interpreted and applied so the client’s financial interest is safeguarded and that the contractor is paid a fair price for the works.

2. Construction Advisor

a) Advising on the cost of alternative materials b) Advising on the cost of construction method c) Advising on effect of site condition on budget d) Advising on the feasibility of different sites e) Advising on tendering procedure and contractual arrangements f) Preparation of tender documents g) Exercise cost control during construction to ensure that cost is not exceeded without

authority

3. Contract Administrator

a) Advising on matters between Client and Consultants b) Advising on matters between Client and Contractor c) Advising on contract interpretation, payments, changes in scope of works, variations, claims,

final accounts etc.

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In Conclusion a Quantity Surveyor is expected to:

a) Give impartial advice b) Achieve value for money c) Manage the budget and control costs d) Achieve a quality product e) Satisfy the client

1.6 RATIONALE FOR THE STRATEGIC PLAN The Institute of Quantity Surveyors of Kenya is developing its first strategic plan for the five year period 2011-2016.The process of strategic planning enables the Institute to develop appropriate ways of maximizing the use of its resources, after scanning its environment and considering its strengths and weaknesses. The current environment presents new challenges as it is continuously changing. In order to remain successful, the Institute of Quantity Surveyors of Kenya recognizes the need to analyze the environment with an aim of identifying the opportunities and threats that it is likely to face in the next strategic planning period. IQSK will initially develop a five year plan that will steer the course for the institute in the first 5 years and beyond. The following are some of the reasons in developing a strategic plan;

1. To guide to be able to measure the success of IQSK

2. IQSK desires growth and success but require a tool to guide it- review and measure success

3. Be focused to achieve set out goals

4. Adopt and adjust to changing market trends/technology

5. Have set out methodology for growth and development 1.7 THE BENEFITS FOR IMPLEMENTATION OF THIS STRATEGIC PLAN

1. Higher level of preparedness in facing challenges presented by the internal and external environments.

2. Increased levels of operational efficiency which will result in better service delivery to its members.

3. Positive perception of the Institute by its stakeholders.

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1.8 METHODOLOGY OF DEVELOPING THE STRATEGIC PLAN The Strategic Plan was formulated in a participatory process that involved the IQSK Council. An internal scan was conducted to evaluate the adequacy and comprehensiveness of systems and procedures: identify the operational challenges facing IQSK. The Internal Scan reviewed all operational areas including: reviewing its organizational structure, increasing membership, increasing visibility of IQSK, creating links with international and local organizations and collaboration with banking and learning institutions. In carrying out the internal scan, the following approach was used: Preliminary discussions with the Executive Council; Perusal of the necessary documents provided by the Institute; General observation of various activities within the institute. Interviews and questionnaires presented to Secretariat

Thereafter, the Executive Council participated in a two day workshop, comprising of brainstorming sessions and group discussions to formulate the strategic plan. The IQSK Council further developed the specific action plans for the strategies formulated during the Strategic Plan 2011-2016.

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CHAPTER 2

2.0 SITUATIONAL ANALYSIS 2.1 ANALYSIS OF OPERATING ENVIRONMENT As part of the strategic planning process, The Institute of Quantity Surveyors of Kenya, considered all internal and external factors that may influence the attainment of its objectives. Its internal environment factors can be assed by looking at its Strengths, Weaknesses, Opportunities and Threats (SOWT analysis.) The external factors that would affect the Institute positively or negatively can be analysed by looking at the Political, Economic, Socio-cultural, Technological, Environmental and Legal factors. (PESTEL analysis) For IQSK to be successful, the Institute must capitalize on the existing strengths, exploit opportunities minimize its weaknesses and avoid threats. The strengths and weaknesses of IQSK and the opportunities and threats facing it are summarized below: THE STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS OF IQSK

Strengths Weakness

Hold regular training programmes

Good will from the government, manufacturers and other stakeholders

Recruitment- has a membership base - over 500 members

Subscription to international bodies

Running secretariat- which has a vehicle, communication equipment, updated website

Have a journal in publication

Structures in place- Hold AGMS, elections as required

Contribute to the national development of Kenya- sit on KEBS, BORAQS, and JBC Boards. Contribute to building code, CAP 525

Carries out corporate social responsibility activities (CSR)

QS are in diverse fields e.g. politicians, military, building, religious, insurance, investigation etc.

Have a geographical spread

Successfully fundraise through events such as golf tournaments, training of contracts, manufacturers

Provide capacity building for members

Have audited accounts

Have annual budget

QS practice in contracting and business fields

QS are in multiple professions such as procurement, project management, investigations, contractors, etc.

Regulatory framework where QS management of affairs is restrictive

Unable to have effective representation in bodies such as KACC

Some QS are still members in AAK – creates divided loyalties/conflict of interest

QS as a profession is not well known-lack of exposure

Other stakeholders represent QS wrongly

Identity crisis- which AAK has fully exploited - Have limited access

Remuneration of services rendered – honoraria for Council members

Poor remuneration for staff

Poor recruitment policy

Financial constraints which are brought by;

1. Members don’t renew subs 2. Limited number of

membership 3. Dependant on sponsorship 4. Lack of sustainable IGAs

Evaluate and engage in appropriate services e.g. accounting/law/procurement/ secretariat

Skeleton staff (3 staff members)

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Lack of a Chief Executive Officer (CEO)

Lack of clear Job Descriptions- JDs

Lack of professionalism

Council members have no time to monitor the operations of the secretariat and do on pro-bono basis

Lack clear management structure

Hierarchy is not clearly defined- Unclear reporting lines

Council Executives are not fully committed

Lack of policy framework- finances, management, procurement

Apathy by members- low esteem

Not sure how to deal with Honorary/Associates/Fellows-who are inactive. Active members are students/Associates.

Opportunities Threats

Great potential to providing training on - Contracts - Developers - Professional exams - Apprentices - Seminars for members (CBD)

Publication on the following docs - Contract docs - Schedule of materials - Cost data - Channel- Journal

Improve on the Website

Databank of QS who have other qualifications e.g. arbitrators

Creating linkages with other stakeholders – get data from other stakeholders (builders) and input on the website (statistics at local level)

Benchmarking good working relationships

Get estimates from relevant bodies and distribute to public- county council/ Kenya Bureau of Statistics

Develop technology documents – through training utilise members which will create sense of ownership/ belonging

Link up with universities - publish books, articles, research and also publish on the website

Link more with engineers and demystify the profession- to gain access to civil engineering jobs

Lobbying and advocacy

Hold career talks in secondary schools

University level

Intervention at tertiary level- curriculum/ market trends

Seek registration and accreditation as trainers

Contradictions on internal control mechanisms are fairly weak (lack of structures)

Lack of interest by members- affects operations and commitment

Quacks in the QS profession- anyone not trained in QS is not qualified

Lack of policy framework – marketing/finance/procurement/misuse of equipment

Poor remuneration of staff

No honoraria for members

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Seek to become an appointing body - Adjudication/conciliation/arbitration

Senior members- see relevance through being appointed

Create platform for authors to publish their works (IQSK Journal)

Facility management

Asset management

Separation of technical services from management services in construction industry

Clear separation of functions of professional duties on QS- technical & management

Regulatory framework – lobbying

Ensure interest of QS are catered for in; - National Construction Authority – appointing - National Planning & Building Authority

Reviewing the IQSK Bill

Liaise with Project Managers in the field

Create linkages with banking institutions on project financing becomes point of reference

Private and Public partnership – PPP – seek to advance this avenue fully.

Project audit – policy and program will be adequately separated

Policy on clear separation of roles

Review on fees from separation of roles.

Advance golfing events – make it a quality event

Provide quality branded merchandise and sell during functions

Corporate Social Responsibility- able to identify with other members and brings members together in advancing noble causes

Strengthen the secretariat

Engage a competent CEO

Streamline structures

Opportunity to raise fund to purchase an office

Look for partnership in trainings

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CHAPTER 3

3.0 DEVELOPING STRATEGIC GOALS FOR THE INSTITUTE 3.1 OVERVIEW This Strategic Plan seeks to consolidate gains achieved in the past as well as apply lessons generated during the same period. It is focused on increasing IQSK’s role in advocacy and influencing policy and practices. Primarily, the Plan seeks to demand public and members’ accountability in the construction industry. Under this Plan, IQSK will strategically grow the internal capacity with a view to being independent, autonomous and service oriented. 3.2 IQSK STRATEGIC GOALS The Plan identifies key focus areas for the Institute for the next 5 years. Each of these short term and long term goals will enable the formulation of strategic objectives that will have a time frame to be monitored and implemented. The goals include:

1. Increase Membership 2. Link students’ courses to the QS industry 3. Recruit a CEO 4. Corporate Governance structures 5. Increase financial base 6. Increase visibility of IQSK 7. Social Corporate Responsibility 8. Create linkages with other stakeholders in the industry 9. Training 10. Marketing

3.3 IQSK STRATEGIC OBJECTIVES The strategic objectives will define the best pathway for achieving each goal. Objectives and strategies will be written using the SMART i.e. Specific, Measurable, Achievable, Realistic and Time-bound. This plan allocates people and resources to completing those tasks required for achieving each strategy. Vital resource considerations will be integrated in to the overall planning process to ensure all planned actions are achievable. The Plan identifies key focus areas for the Institute for the next 5 years. Each of these areas has a broad objective that sets the desired results in the focus area. SO1.) Increase Membership IQSK will look for specific QSs contacts that are geographically spread out within a specific timeframe. This will enable IQSK to know what percentage to use as guidelines when increasing its membership. Part of this strategy will be to ensure that the old ‘Fellow QS’ reactive their membership and contribute positively toward the Institute by them providing relevant career talks to students and the general public as a whole. IQSK will incorporate students from tertiary institutions particularly those

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in polytechnics since a gap has been identified in this segment. IQSK will develop an internship and mentorship program which will adequately prepare students for the job market. SO2.) Link students’ courses to QS industry IQSK has been in collaboration with the University of Nairobi Real Estate and Construction Management Department on curriculum revision. The Institute will work closely with the University department on the revision and adoption of the curriculum to ensure that it is relevant in the current market. This will be an on-going process and in this regard IQSK will maintain close contact with the department and other stakeholders within the education sector. From this close alliance, IQSK will endeavour to publish research materials /reports generated by the Universities using the IQSK platform. IQSK members will also prepare research documents on the day to day work activities which will be used by students as reference materials in the periodical section within the tertiary institutions’ libraries. SO3. ) Recruit a CEO The Institute will employ a fulltime CEO who will manage and oversee the secretariat whilst ensuring the Strategic objectives are being implemented. The CEO will report to the Council on the progress of IQSK Strategic Plan given the busy nature of the Council members and the continuous growth of IQSK. SO4.) Corporate Governance structures IQSK has recognized the need to review its current corporate structure. IQSK will ensure that its constitution is inline with the Kenya Government Constitution. The organisational structures and policies will also be reviewed by an external Consultant who will develop the management and financial policies ensuring that IQSK structures are clear cut and in place. IQSK Secretariat structure will be reviewed and standard operation procedures will be put into place. SO5.) Increase Financial base IQSK’s long term strategy is to become financially sustainable. This will be done through various activities such as; offering training seminars to students, Contractors, members and other stakeholders; sale of publications; sale of website space; sale of branded merchandise; golfing and other sporting events and marketing initiatives. To ensure this is realised, IQSK will immediately fully develop a comprehensive financial policy that will guide the Institute and secretariat in the financial management of IQSK. As part of its short term strategies, IQSK will establish a benevolent fund and in the long term set up a Sacco for its members. SO6.) Increase Visibility of IQSK IQSK seeks to ensure that the Institute is recognizable regionally and eventually internationally. Through increasing their visibility, IQSK will be able to negotiate and advocate with the Government for best interests of their members. IQSK will employ myriad approaches such as demystifying QS profession to the public, increase the membership base; collaborating with other stakeholders, international bodies and marketing ventures.

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SO7.) Social Corporate Responsibility IQSK has already embarked on this initiative and wants to increase this by having it as a fulltime activity that will be incorporated in its annual plans. IQSK has identified vulnerable groups as highlighted in the Kenyan Constitution along with environmental conservation efforts. These activities will run concurrently during the IQSK’s financial year. SO8.) Create linkages with other stakeholders in the industry IQSK will create good linkages with stakeholders such as financial banking institutions, mortgage companies, Government departments involved in infrastructure development (Ministry of Housing, Ministry of Public Works, and Roads), international bodies such as International Association of Quantity Surveyors among other stakeholders. Through these linkages, IQSK will endeavor to have joint ventures (JVs); capture and document best practices, create linkages at the county level to incorporate QSs nationally that will increase job opportunities for members. IQSK will also develop good working relationships with media which in return will enhance its visibility. IQSK will link up with the Government to ensure good working relations, gain recognition and award contracts. SO9. ) Training IQSK has been involved in provision of training seminars and workshops for its members and other stakeholders. There is need to fully develop a comprehensive training programme that will be running all throughout the year. IQSK will utilise the ‘Fellow’ members to become certified trainers and part of their database. IQSK will sensitise its members on upcoming relevant professional bills. IQSK has the opportunity to fully exploit this avenue as the Institute has already been approached by several organisations to conduct some training for them. By doing all the above, the Institute will increase its revenue, membership base and visibility. SO10.) Marketing The Institute will engage various marketing strategies in a bid to increase its revenues and visibility. This will be done through the participation of trade exhibitions; sale of merchandise; creation of an interactive website, use of social networks such as Facebook and Twitter, training opportunities, sale of publications and golfing and other sporting events.

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CHAPTER 4

4.0 STRATEGIC OBJECTIVES AND ACTION PLANS The key strategic pillars are those fundamental business drivers which the Institute has to focus on in order to maximize returns to its members and meet the expectations of its stakeholders to ensure success. Action plans indicate what activities are going to be undertaken, by who, when, with what resources and the expected results. Action plans serve as a link between plan formulation, monitoring and evaluation, help in both the appraisal of performance and in the identification of any remedial actions, and contribute to better motivation of the Council and its secretariat through explicit assignments of responsibilities for implementation and monitoring IQSK schedule of activities.

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4.1 KEY STRATEGIC IQSK ACTION PLAN

STRATEGIES ACTIVITIES WHO IS RESPONSIBLE

TIME FRAME PERFOMANCE OUTCOME

ACTION BY BUDGET -KSHS

YR 1

YR 2

YR 3

YR 4

YR 5

SO 1. ) Increase membership base

How to engage and retain the old influential members. - Use of well

connected contact person to approach influential members

- Reintroduce the Chairman’s ‘mbuzi’

- Engage ‘Fellow members’ to present career talks- former schools/alma maters

- Appreciation branded items- & honoraria

- Profile them in the journal

- Organize for radio/TV interviews

- Establish series to market QS profession on TV/Radio

- Create linkage with key media personnel

- Partner to get airtime on TV

- IQSK Council - Secretariat - CEO

- On going - Annually - 2 times a year - 1 annually (mbuzi event) - 1 quarterly

- Fellows become active and support IQSK

- Provide skills and knowledge

- Have sense of belonging and appreciation from Association

- Use ‘Fellows’ as resource persons

- Increase visibility for the institute

- On going - Annually - 2 times a

year - 1 annually (mbuzi event) - 1 quarterly

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Recruitment of students from the polytechnics and universities. - Focus on

polytechnics. - Identify

Institutions offering QS course

- Get in touch with lecturers and agree on program

- Agree on vetting process and selection criteria

- Check with polytechnics and try to slot them in

- Identify sponsors to fund program

- Introduce mentorship programs

- Get recognition from institutions – add CBD points from internships program

- IQSK Council - Secretariat - CEO

Continuous - Students become members of IQSK

- Have a sense of belonging/ownership

- Gain practical experience

- IQSK create database of upcoming QSs

- Increase visibility of IQSK

- Increase in revenue

Continuous

Increase membership - Conduct analysis

of recruitment trends to get realistic projection

- Send out questionnaire to update contact listing

- IQSK Council - Secretariat - CEO

- Continuous - Increase in membership- 50 new members

- Get to know the needs from members- reduce apathy

- Do quick survey at district level to know numbers of QSs.

- Continuous

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- Use BORAXQS, AAK, MOW County /district officers who are QSs to recruit new members

- Target recruiting -50 new members

- Increase visibility at local level

- Increase in funds

SO2. ) Quality education on Quantity Surveying

Develop policy with universities on expectations from profession - Review

curriculum - Maintain contact

with university department

- IQSK Council - Secretariat - CEO - Liaison

Committee

2 weeks Continuous

- Restructure the CPD committee- separate- Set up education & standards committee

- Regular communication with the university to keep abreast of new trends and vice versa.

- Publish papers articles from university

- Curriculum is relevant in today’s market

- Publish data of all students leaving tertiary education

- 2 weeks - Continuous

Curriculum from UON has been distributed for comment

- IQSK Council 2 weeks - Curriculum is relevant in today’s market

2 weeks

SO3.) Recruit a CEO - Develop a JD for the CEO

- Advertise in relevant networks

- Employ

- IQSK Council - External

Consultant

Jan 2012 - Job Description is fully developed

- Vacancy is advertised in the relevant networks

- CEO is hired

Jan 2012

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competent CEO - CEO oversees the running of the Secretariat & implements the SP activities.

SO4.) Set up corporate governance structures.

Review the constitution

- IQSK Council - External

Consultant- Lawyer

- By Dec 2011 - Hire external expert

- Align with new constitution of Kenya

- Align with new devolution of governance structures

- Council members give final approval at AGM

By Dec 2011

QS Bill- review and align with constitution

- Hon. Secretary - Secretariat - External

Consultants

- On-going process, to be completed by Dec 2011

- Look at Cap 525, assess and review accordingly

- Report on Findings

- On-going process, to be completed by Dec 2011

Develop clear management structure- reporting lines - Develop detailed

JDs for secretariat

- Interview secretariat to assess current working conditions

- Review the organogram

- Inform the Council and secretariat on structure

- Management Structuring Consultant

- SP Consultant

- By Dec 2011 - By 26th Sept

2011

- Hire a consultant to develop clear management structure/finance/policy for IQSK

- Clear reporting lines

- Report of finds and recommendation forwarded

- Secretariat have JDs detailing their roles and responsibilities

- All Council & secretariat are aware of new corporate

- By Dec 2011 - By 26th Sept

2011

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structures and adhere to it.

SO5.) Increase financial base

Sell of branded merchandise

- IQSK Council - Secretariat - CEO - Marketing

Consultant

- Continuous - Develop Policy on merchandised items, marketing programs

- Look for marketing consultant to drive this initiative

- IQSK becomes financially stable

- Continuous

200,000pa

Recruit new members

- CEO - Marketing

Consultant

Continuous - 50 new members recruited

- Increase in revenue

Continuous

Sale of publications- contracts

IQSK Council CEO

Continuous - Circulation of journal increases

- Sale of space - Demand for

contracts and other docs

Continuous 2m pa

PPP seminars- Partnership activities - Source for

international financing

IQSK Council CEO

Continuous - Partner with other stakeholders in the industry and internationally

Continuous

Golf functions - Charity Walk/

football match – big teams with co-sponsor

- IQSK Council - Event

Coordinator

1 annually - Make it a quality event.

- Hire an Event Coordinator

1 annually 1 annually Ksh2m

Training & Sensitization

IQSK Council CEO

Continuous - Sensitise members on new trends/bills passed

- Provide training to other stakeholders in the industry

- Opportunity to partner with new

Continuous

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orgs. E.g. Swedish Embassy

Hire of office equipment

CEO Secretariat

Continuous - Provide equipment to members for a fee.

- Source of revenue

Continuous

SO 6.) Increase IQSK’s visibility

Sell of branded merchandise

- IQSK Council - Secretariat - CEO - Marketing

Consultant

Continuous - Increase visibility - Increase in revenue

Continuous

Increase in membership- QS awareness week

- IQSK Council - Secretariat - CEO

Continuous - Open secretariat at county level

- Increase in revenue

Continuous

Sale of publications - IQSK Council - Secretariat - CEO - Marketing

Consultant

Continuous - Gaining recognition with government international bodies.

- Get registered globally in WTO and other international bodies

Continuous

- PPP seminars - IQSK Council - CEO - Secretariat

Continuous - Educate members on BORAQS new regulations

Continuous

- Use of electronic media TV/radio shows

- IQSK Council - ‘Fellow’

Members

Continuous - Discuss topical issues on QS profession

- Increase visibility - Gain recognition

from wider coverage

Continuous

SO 7.) Social corporate responsibility. (SCR)

Select project to undertake annually

- IQSK Council - CEO

Annually - IQSK gives back to the society

- Increase visibility for the Institute

Annually

SO 8.) Create linkages with other stake-

Develop exchange program where

- IQSK Council - CEO

Quarterly basis - Evaluation document will

Quarterly basis

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practice notes is shared with other stakeholders

enable IQSK gauge its current standings

Sharing information through the website- sending out e-newsletters

- IQSK Council - CEO

Monthly - Share of vital information with other stakeholders

- Website will be an interactive medium where views are collected from the blog-site

- Increase visibility through social network forums- Facebook & Twitter

Monthly

- Conduct an evaluation of what IQSK has done and document it.

- IQSK Council - CEO

Annually - Document Best Practices from IQSK

- Share with other stakeholders

Annually

- Identify key person at the County level who will be IQSK contact person

- IQSK Council - CEO

Continuous - Document data from county level

- Increase visibility for IQSK

- Focal point for Institute

Continuous

SO9.) Training Provide training for other stakeholders in the industry

- IQSK Council - CEO

Continuous - Create awareness on QS industry

- Have pool of accredited trainers

Continuous

- Sensitize members on CBD

- IQSK Council - CEO

Continuous - Build capacity of members

Continuous

- Collect data - IQSK Council - CEO

Continuous - Create databank of vital information

- Sell data as a means to increase revenue

Continuous

- Marketing & visibility

- IQSK Council - CEO - Marketing

Continuous - Income generating activity

- Establish presence

Continuous

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Consultant SO10.) Marketing Set up marketing

strategies to enhance IQSK’s presence through - Sale of

merchandise - Sale of

publications - Training

programs

- IQSK Council - CEO - Marketing

Consultant

Continuous - Marketing policy in place

- Source of revenue - Increased visibility - Sale of

merchandise - Sale of publications - Training programs

increase

Continuous

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CHAPTER 5 5.0 RISK MITIGATION PLAN Noticing that the risks in the operating environment are substantive, this Plan has designed a broad risk management/mitigation plan. Any subsequent operational plans deriving from this plan will have a risk mitigation plan. The table below shows this plan RISK MITIGATION PLAN TABLE:

Action Risk level Mitigation

General elections - 2012 Medium level Plan activities to ensure there are no activities on-going at the time

IQSK will monitor the political arena

Have contingency fund in place

Devolution of Government /counties (Government spending on setting up Counties instead of projects). Exclusion/lack of access to county jobs for non-indigenous members

High risk Establish county focal point- through sensitization/ Ministry of Housing at local level

Partner with local QS firms on joint ventures at county level

Opportunity to increase revenue through membership recruitment/trainings

Inflation- high cost of living High risk Set up a contingency fund when developing the budget to cater for this.

Monitor inflation and provide regular updates

Influx of foreign companies High risk Embrace technological changes- capture and document BP – e.g. from SA

Partner with other firms to compete for jobs

Size of QS firms are small Partnership with other firms

Joint ventures- sensitise members on JVs; lobby to have JVs law.

IQSK to encourages members on JVs as the way to go – with other stakeholders

Set up frameworks on JVs so IQSK is the body leading this initiative

No legal framework on JV- contract and common law

Opportunity to move from traditional to new trends- training at county level; lobbying

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CHAPTER 6 6.0 IMPLEMENTATION, MONITORING AND EVALUATION STRATEGY 6.1 INTRODUCTION Monitoring and evaluation of the Strategic Plan will be a continuous process to assess the degree to which set objectives are being achieved. This will highlight issues for management to take corrective measures promptly. Any required amendments or allocation of additional resources will be effected as need arises. 6.2 IMPLEMENTATION IQSK will use its existing structural committees in the implementation of these strategies. A rapid response unit will be constituted to necessitate the achievement of the short term goals and work hand in hand with the CEO to achieve the long term goals. The Special Purpose Committee will be reporting to the governing Council and the Chairman on the progress being made in the implementation of the specified goals. 6.3 THE COUNCIL This control mechanism requires the involvement of all members of IQSK. The Council will take responsibility for the Monitoring and Evaluation together with the CEO and secretariat. The SP will use the following mechanisms to assess a performance index. They are as follows; 1. There will be internal evaluations on a monthly basis. The C.E.O will brief the Council on the progress

made in the implementation of the goals. 2. There will be a six month’s review of milestones achieved/ challenges faced.

3. Hold a one day workshop to review the progress made with help of an external consultant annually.

4. Monthly financial audit reviewed at the Council meetings

5. Annual financial report done by an external auditor and presented during the Council meetings and

AGM.

6.4 THE CHIEF EXECUTIVE OFFICER (CEO) The C.E.O is a key person in the monitoring and evaluation of the implementation process. S/He should be concerned with the overall performance, noting and correcting deviations from the plan, ensure that all the set objectives in the key areas mentioned are achieved in the stipulated time frame, be at the fore front to encourage and support all staff in the monitoring and evaluation processes, be on the lookout for external and internal factors that can inhibit the Institute from achieving its objectives such as

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government actions, changes in the economic environment, and inform the Council when to take appropriate action. The CEO should report the Institute’s progress to the Council every month. Failure to make satisfactory progress towards accomplishing the set objectives signals a need for corrective action. The CEO with those under him/her will coordinate the Institute in a way that the projects under him/her are financially profitable to the Institute. 6.5 EXTERNAL CONSULTANTS It is important to have periodic evaluations of the plan implementation process by an external person e.g. on an annual basis, to review IQSK’s progress. This is important because the evaluation will give an independent objective overview and advice on appropriate action or measures to be undertaken. 6.6 CORRECTIVE ACTIONS Where performance is not achieved, corrective action may be needed to modify existing operating strategies for IQSK Strategic Plan 2011-2016.

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IQSK ORGANIZATIONAL STRUCTURE IQSK ORGANOGRAM

To

IQSK (MEMBERS)

IQSK COUNCIL

EXECUTIVE COMMITTEE

CEO

ADMINISTRATIVE ASSISTANT

LIAISON OFFICER

COMMITTEES

FINANCE & WELFARE

PUBLICATIONS & MARKETING

STRATEGY & GENERAL PURPOSE

FUNCTIONS & PUBLICITY

MEMBERSHIP AND CPD COMMITTEE

PROGRAMMES OFFICER

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LIST OF PARTICIPANTS QS. Rasugu Nyamboki Chairman QS James Munene Treasurer QS Andrew Mandere Member QS Alfred Aluvaala Member Lydia Chege IQSK Secretariat – Admin Assistant

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SUMMARY OF RECOMMENDATIONS INTRODUCTION Strategic planning is a process by which IQSK can take charge of its future by asking the question "Where do we as an Institute want to go in the next five years?" and answering it in light of opportunities seen on the horizon and existing strengths of IQSK. This document establishes responsibilities for implementing the goals, which includes developing guiding strategic objectives, identifying a detailed set of activities with milestones, and establishing component metrics for each of the activities. The guiding strategic objectives for each goal will provide a high-level measure of the desired outcome for achieving the goal. The implementation of long and short term strategies is one of the most critical parts of strategic management for IQSK. Putting ideas and plans into practise and achieving objectives is challenging and requires the support of all the Council, secretariat and members of IQSK. If the monitoring of the strategies in the future experience deficiencies in its adoption to the external and internal conditions, the reasons need to be well evaluated by the Council. INCREASING MEMBERSHIP IQSK should engage in a spirited membership drive by increasing its visibility through the electronic and print media. Creating linkages with the media will assist potential members to join the Institute. Holding topical programmes about IQSK on radio and T.V can be a positive way to reach out to new members. IQSK can also hold career talks in the learning institutions so as to encourage students to join in at a very early stage. The mentorship talks for students will ensure a steady increase in membership which will provide an avenue for continuity for the Institute. IQSK should also have merchandised items that will market the brand name of the Institute to the members and general public. Use of an honourable member in the society to reach out to QSs who are spread geographically can be a way of increasing membership for the Institute. RECRUITMENT OF A CHIEF EXECUTIVE OFFICER IQSK should recruit a full time C.E.O who will oversee the day to day running of the secretariat. Due to the busy nature of the Council members, there is a need to have a CEO who will manage and oversee the secretariat whilst ensuring the Strategic objectives are being implemented. The CEO will report to the Council on the progress of IQSK Strategic Plan and highlight challenges and merits faced in the continuous growth of IQSK. A clear job description for the position of C.E.O should be crafted by the Council highlighting the duties and responsibilities of the job. INCREASE FINANCIAL BASE IQSK’s long term strategy is to become financially sustainable. This should be done through various activities such as; offering training seminars to students, contractors, members and other stakeholders; sale of publications; sale of website space; sale of branded merchandise; golfing and other sporting events and marketing initiatives. To ensure this is realised, IQSK should immediately fully develop a comprehensive financial policy that will guide the Institute and secretariat in the financial management of IQSK.

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CORPORATE GOVERNANCE STRUCTURES One of the immediate strategies to be implemented should be the development, harmonization and implementation of corporate governance structures. Some of these structures and policies are already in place but require being fully streamlined and harmonized. IQSK will hire an external Management Consultant who will develop, in collaboration with the Council and Secretariat, management policies on areas such as financial, procurement, human resources – job descriptions, etc. and overall management policies that will guide the Institute in achieving its set out objectives and goals. To ensure the success of this SP, all members should re-evaluate their working relationship, commitment and attitudes towards the Institute to be fully successful. INCREASE VISIBILITY OF IQSK One of the goals for IQSK is to be recogonised regionally and internationally as a professional Institute. To achieve this IQSK should fully exploit the internet connectivity it already has. Promoting IQSK on social networks such as Facebook, Twitter and YouTube will increase its visibility and consequently the membership data base. The rush to use social networks in Kenya today is having a tremendous growth to social media bloggers. The Institute can use this media to pass on messages to its members and be reached easily. The sale of periodical publications to its members and the public will be an opportunity to demystify IQSK to the public who may have limited knowledge about the Institute and the profession. The Council should encourage experienced QSs to hold seminars and educate members on BORAQS new regulations. This will inform all QS spread geographically on the advantages of joining IQSK. CREATE LINKAGES WITH OTHER STAKEHOLDERS IN THE INDUSTRY IQSK should create good linkages with stakeholders such as financial banking institutions, mortgage companies, Government departments involved in infrastructure development (Ministry of Housing, Ministry of Public Works, and Roads), international bodies such as International Association of Quantity Surveyors among other stakeholders. Financial Institutions such as banks will partner with the Institute and offer advice on how the Institute can invest in feasible projects using its monies. IQSK should create good linkages with various Government ministries so as to lobby for QS projects which will be beneficial to its members. This can also be an opportune time for the IQSK to encourage potential QSs who are in the ministries to join in and strengthen the Institute. IQSK should continuously associate itself with the international bodies that are in similar professional practice. This will enable the Institute exchange operational, managerial and financial ideas and conduct joint ventures from the region and internationally. COPRATE SOCIAL RESPONSIBILITY Corporate Social Responsibility is a management concept whereby organisations integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is generally understood as being the way through which an organisation achieves a balance of economic, environmental and social imperatives. IQSK has identified vulnerable groups as highlighted in the Kenyan Constitution along with environmental conservation efforts. Programmatic CSR activities eventually cultivate loyal partners and a

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grateful clientele, thereby developing a highly productive and sustainable relationship between the initiating organizations, partner donors both individual and corporate as well as beneficiaries in the community. CSR activities are likely to be more effective both to the target beneficiaries and the initiating organizations when carried out either as high impact projects, timed or open ended programs than when done as one off events.