Tuesday, July 26, 2011

Eldoret town attracts Sh40 billion private sector real estate project



Eldoret Town has attracted a Sh40 billion real estate project, making it the single largest investment by the private sector in Western Kenya and the latest in a growing list of multi-billion-shilling investments outside Nairobi.

The initiative to be known as Sergoit Golf and Wildlife Resort was unveiled by Tourism Minister Najib Balala, a signal that it is eyeing to tap into the expected demand for accommodation as the western circuit opens up to tourists.




Sergoit Holdings Limited, the company behind the project says it will be built in four phases. It will entail over 2,000 villas, three golf courses, a 5-star hotel, a shopping mall, a conference centre, a hospital, schools and a private airstrip among other amenities enclosed in a 3,100 acre perimeter fence.




Sergoit means good luck ahead in Kalenjin.




Each phase will cost about Sh10 billion with Phase I expected to be completed in a year, according to Sergoit Holdings chairman Joshua Chepkwony.




Located 15 kilometres north east of Eldoret Town, the project is expected to be completed by 2016 with an expected boost to the tourism industry, currently grappling with an estimated 40,000 deficit in quality bed capacity.




Like Tatu City, the company will put up an independent management company to run physical infrastructure, including roads, power, water, waste, drainage and fibre optic connection among others, in what is being envisioned as a golf town, but on a co-shared ownership structure with residents.




Other features of the leisure and golf resort city include scenic nature and fitness trails, a view of game and scenery, rock climbing, athletic training tracks and a water splash.




“This investment will add to the existing bed capacity within this region, which is among the priority areas targeted for diversifying our tourism products,” said Tourism minister Najib Balala last week in Nairobi.




“Important too is the fact that the resort presents experiential and interactive tourism, which has become the latest trend among the youthful and middle class tourists from all over the world,” he said.




The project seeks to tap into the growing middle and upper economic classes as well as rising remittances from the Diaspora. Eldoret is Kenya’s fifth largest town and one of the fastest growing with a population of about a quarter a million.




Movement of the real estate market outside Nairobi is also being driven by the newly rich class of professionals and top civil servants who are looking for quiet peri-urban homes, but cannot afford the rocketing prices of similar property in the capital.




Other projects lined up outside Nairobi include a Sh1 billion investment into a 190-unit housing project by property firm Translakes Limited in Kisumu Town, a 2,400 acre holiday leisure and golf resort city, Longonot Gate, Naivasha’s exclusive Green Park and Vipingo Ridge estates.

Monday, July 25, 2011

VACANCY - PROJECT MANAGER, ROAD AND BRIDGES - SPENCON HOLDINGS



JOB PURPOSE:

Responsible for timely execution of the project(s) at site under strict time & cost schedules as provided in the DPP by adopting integrated project management methods across various Sites.

GENERIC DUTIES:

  • Attend joint meeting and give accurate feedback to management for information and action.



  • Plan, manage and integrate all Sites to ensure construction team members meet project safety, cost, time & quality objectives



  • Prepare, review and cause to be approved the execution plan (DPP), procedures and schedules to ensure they are realistic and achievable



  • Manage the delivery of the works as per approved project documents, established engineering practices and in accordance with employer specifications and requirements



  • Ensure monthly preparation, submission of acceptable certificates to the consultant / Engineer and ensure approval is granted as per contract.



  • Monitor, review progress of work, budgets, costs, and schedules for adequacy, funding, plant utilization and project risks in accordance with DPP and take appropriate action.



  • Ensure that accurate, effective and timely site contractual documentation is maintained as per conditions of contract



  • Maintain effective communication with all concerned including employer, consultant and any other regulatory bodies.



  • Compile daily, weekly and monthly site production reports and have them delivered the required persons.



  • Adhere to all QSHE procedures, policies and instructions COMPETENCIES MAP.


Educational Requirements:

  • Degree in Engineering.


Professional Training/ Qualifications:

  • Post Graduate qualification in a management discipline.


Skills Requirement:

  • People, Communication, Analytical, Team building Skills, Computer Literate


Relevant Work Experience:

  • 10 years.5 years experience on similar position or deputy & project type.



  • Local and international Contracts Conditions



  • Local and International labour trends.


All application letters and detailed CVs together with names of three referees should reach us not later than 27 July 2011 via recruitment@spencon.net or to the address below
Group Head of HR & Admin
Spencon Holdings Ltd.
P. O. Box 881-00606
Nairobi
Only shortlisted applicants will be contacted.

Friday, July 15, 2011

Death of Physical Planning and Beauty - Who are the Killers? by Aggrey Mutambo

[caption id="attachment_1599" align="alignnone" width="750" caption="A narrow walkway in Zimmerman"][/caption]

Nairobi’s Zimmerman housing estate appears beautiful and well-planned. Viewing it from Thika Road, you would see a series of competing structures, coming up by the day, as though aiming for the sun. You see no congestion, murk, or pollution. That is until you walk on its narrow, muddy streets. Buildings as high as six floors, but with no lifts, stand on what used to be a swamp.


Open sewers flow along the earth roads to empty their turbid content into nearby streams. Still, a construction boom is on and the shortage of land has made people to “rehabilitate” swamps to construct more and cash in on the demand for residential houses.

[caption id="attachment_1598" align="alignnone" width="750" caption="Image of Zimmerman courtesy of http://fivekennys.blogspot.com"][/caption]




Zimmerman is not considered a slum, but it is well on the way to becoming just that. In 2007, the then deputy mayor for Nairobi, Mr Ferdinand Waititu (now assistant minister for Water and Irrigation), told a forum on biodiversity in Brazil that Nairobi was grappling with the problem of parks, wetlands, and other public utility spaces being converted into unplanned or ill-planned housing with dire consequences.




Mr Waititu conceded that the city lacks “an elaborate master plan and its enforcement of laws is weak.” He was right, but nothing concrete has been done since.




Nairobi uses a rigid plan developed in 1948 by the colonialists when the population was no more than 100,000 people. In 1973, the Nairobi Urban Study Group suggested an improvement on the colonial document, suggesting strategies for physical planning and transport to reduce traffic jams and congestion.




However, due to corruption and influence peddling, it did not see the light of day. During a mayor’s summit last year, both the Local Government Ministry and the Nairobi City Council admitted, again, that zoning laws had been thrown to the dogs.




It was further claimed that the city lacks professionalism on the part of the planners. Among the housing estates most notorious for disobeying by-laws
are Kileleshwa, Umoja, Lavington, Kasarani, Roysambu, and Embakasi.




Broken sewers, insufficient water, traffic jams, and frequent fires have been the character of our major towns for some time now.




Often, poor planning is blamed whenever firefighters are unable to reaching burning or col-lapsed buildings. But is it really the only culprit, given that proper plans have been disregarded by the enforcing authorities?




Now, another threat is in the offing. The new Constitution creates 47 counties, with governments that will plan and manage local resources, including public land.




Given that all district headquarters are ill-planned and where proper plans were in place, have been ignored, it can only get worse. “Counties should not be operationalised without proper institutions put in place.




This will help avert the problems occasioned by ‘muddle through’ planning,” warns Mr Geoffrey Njoroge, the managing director of Eco Plan Kenya.




And Kenyans are paying heavily for shoddy planning and disregard for properly drawn up plans, where they exist. Just last month, a makeshift factory in Kariobangi went up in flames.




By the time firefighters arrived, at least three people had died. The toll eventually rose to 11. No department accepted blame even as questions arose on who could have authorised the conversion of a residential house into a jua kali factory.




There is the city’s planning department and inspectorate, the National Environmental Management Authority, and of course laws governing the management of factories and health. But who, ultimately, is responsible for the mess?




The Kenya Institute of Planners admits that it has failed in regulating its members. According to its chairman, Prof Johnstone Kiamba, politicians take advantage of this weakness to ensure that the institute’s suggestions are not implemented.




“Some professionals find it more tempting to go for short-term gains,” says Prof Kiamba. Under section 29 of the Physical Planning Act, local authorities have the powers to approve or reject any development proposals for physical structures within their areas of jurisdiction.




The Kenya Alliance of Residence Associations (KARA) adds that somebody in City Hall should have been arraigned in court to answer charges of negligence.

“In other countries, the city clerk should have been in court to explain what happened,” says Mr Stephen Mutoro, KARA chief executive officer.


Yet this is not the first time we have had such calamities. This year alone, the National Disaster Operation Centre reports that about 5,000 households have been consumed in 110 fires.




According to the Kenya Red Cross Society, most of the fires were in urban areas, especially Nairobi. In April, a fire gutted a huge chunk of Mukuru slums.




It was later realised (not for the first time) that the narrow and sometimes blocked roads in the area mean its interior cannot be reached by fire engines.




The G4S director, Mr Clive Lee, noted that the number of government officials dealing with fires or disasters often complicate rescue efforts.




“Access to these areas (slums) was pretty much limited and even after we could, there was no coordination on the part of the government,” he said.




The blame game could go on and on, but it still gets back to the issue of planning and the absence or presence of a civic culture.




According to Mr Mutoro, Kenya does not need new laws to curb this deficiency; it just needs a society that will obey what the available laws and genuine planners say.




“We don’t need a new piece of legislation, what we need is to remove politicians from planning departments,” he says. The city’s department of physical planning scores low, according to KARA.




And so do the planners themselves. “The informal sprawl in our town centres is not as a result of poor planning, it is as result of a combination of factors,” adds Mr Njoroge.




These include dirty politics and corruption. In Kenya, physical planners are regulated by the Kenya Institute of Planners. Formed in 1999, one of its objectives is “to promote transparency and the acceptance of accountability to the profession, clients, and the society for actions and quality of work.”




But KARA observes that this role might never be properly played if wealthy, corrupt, and powerful politicians continue to influence plans.




“Politicians are like quacks and the faster the institute rids itself of their influence, the better because this will make their self-regulation a reality.”




Although most of Kenya’s big towns already have their physical development plans, none of them has religiously followed them.




The National Trust for Historic Preservation, a US agency that tabulates historical facts about towns, shows that there is no urban centre in Kenya that was carefully planned from inception.




All started as ad hoc centres. Worse still, even those that drew up plans never follow them. “We need to come up with authorities to oversee how our county headquarters will be planned. In fact, planning should be the key issue to focus on before anything else,” says Prof Kiamba.




The new Constitution, under article 184, provides for the creation of laws that will guide the management of urban areas. It also provides for citizens’
participation in all the plans of an urban area management team.




But will the corrupt and the powerful allow this? Kenya’s urban organisation has often been at the mercy of political influence.




As Judith Innes and David Booher write in Public Participation in Planning: New Strategies for the 21st Century, the “people we often call planners are often agencies or a person — often an agency head or elected official rather than a trained planner, even though some professional planners operate in this mode.”




Hence Kenyan planners have become typical “fixers” for politicians

Source: Daily Nation


Wednesday, July 13, 2011

If Your's is a Sloppy Site, You Need to Know this Before you Build - Kenneth Oigo



Flash floods are with us again and, even though they present a big headache to urban dwellers, the greatest danger lies in rural, on-slope settlements.

[caption id="attachment_1595" align="alignnone" width="750" caption="Image of a house built on slope. Source: http://games-all.com/nature-wallpapers/small-house-on-slope.html"][/caption]




However, builders can avoid the risk of collapsing structures by building retaining walls, which are designed to resist the lateral pressure of soil when there is a desired change in ground elevation that exceeds the angle of repose of the soil.




Retaining walls are built in order to hold back ground, which would otherwise move downwards.




Their purpose is to stabilise slopes and provide useful areas at different elevations, for example terraces for agriculture, buildings, roads and railways, dams, flower boxes, and basement walls.




Due to the constant lateral pressure that the retained soil applies on the wall, coupled with the ever-dynamic surcharge and water pressures, retaining walls are always under assault by these forces and, if not properly constructed or designed, they may fail, putting the lives of anyone in the vicinity at risk.




Basement walls may collapse, burying people alive, or dams may fail, sweeping entire populations under a massive wave of sudden floods in river towns downstream.




The main types of retaining walls are:




Gravity walls: These are the most basic retaining walls available in the design range. They depend on the weight of their mass to resist pressure from behind and often have the slight setback of improving stability by leaning back into the retained soil. For short landscaping walls, they are often made from mortarless stone or segmental concrete units. Dry-stacked gravity walls are somewhat flexible and do not require a rigid footing.

Cantilevered walls: Cantilevered retaining walls are made from an internal stem of steel-reinforced, cast-in-place concrete or mortared masonry, often in the shape of an inverted. These walls cantilever loads like a beam to a large, structural footing, converting horizontal pressure from behind the wall to vertical pressure on the ground below. Sometimes cantilevered walls are buttressed on the front, or include a counter fort on the back, to improve their strength, resisting high loads. Buttresses are short wing walls at right angles to the main trend of the wall. These walls require rigid concrete footings below seasonal frost depth. This type of wall uses much less material than a traditional gravity wall.




Sheet piling: Sheet pile retaining walls are usually used in soft soils and tight spaces. They are made out of steel, vinyl, or wood planks which are driven into the ground. Tall sheet pile walls will need a tie-back anchor, placed in the soil a distance behind the face of the wall that is tied to it, usually by a cable or a rod. Anchors are placed behind the potential failure plane in the soil.




Anchored walls: An anchored retaining wall can be constructed in any of the aforementioned styles but also includes additional strength using cables or other stays anchored in the rock or soil behind it. Anchors, usually driven into the material with boring, are then expanded at the end of the cable, either by mechanical means or often by injecting pressurised concrete, which expands to form a bulb in the soil. Technically complex, this method is useful where high loads are expected, or where the wall itself has to be slender and would otherwise be too weak.





There are basically two major ways through which retaining walls fail. These are:




Slip cycle failure: This is when the entire soil mass behind and under the structure becomes saturated with water, making the wall to slide in a circular manner as it gives way to the push of the lateral pressures behind it.




Failure by overturning: The wall is forced to overturn when the lateral pressure is more than the counteracting forces. This mainly happens when surcharge forces are added. This may affect basement walls that are subjected to access surcharge forces from vehicles parked too close to the wall, hence exerting too much pressure.




For maximum safety, the following points must be considered when installing a retaining wall:




When choosing materials, select the type that is best suited for the desired result. Many long-lasting materials are available in the market.




The type of wall you choose should be determined by need. Decide if you need a mass concrete wall or a less expensive pre-cast wall.




Most retaining walls fail because of pressure against the wall caused by water or soil-moisture build up behind the wall. All walls should provide for the back-of-wall water to freely drain down and away from the wall.




This is accomplished with gravel backfill or manufactured drainage blankets and drain pipes. Structural walls require “weep” holes to allow water to drain from behind the wall.




A wall is only as good as its foundation and all retaining walls should be built on structurally sound, compacted foundation sub-base material.




Levelled and compacted earth or gravel fills are acceptable. The foundation material should extend at least one foot beyond the front and back of the base width of the wall.




When building dry-laid stone walls, place the largest, most stable stones at the bottom of the wall and be aware that the base width may need to be as wide as the wall is high.




Walls are more stable and structurally secure if they slope back into the retained slope.




Timber walls and other walls of solid horizontal materials usually have “T” anchors extending back into the slope of undisturbed earth.




This helps walls to resist pressures that force them forward or cause them to pivot on footing material.




A good rule of thumb is to provide at least one anchor per 16 square feet of exposed wall face.

Source: Daily Nation


Friday, July 1, 2011

A Great Architectural Marvel in Nyeri's Wilderness - Treetops

After covering the War Memorial church located in Nyeri, the Architecture Kenya team must have thought that was the last they would cover of the town located at the central highlands of Kenya. But that was not to be, another marvel came about, though located 17 kilometres from the town, it can still be said to be in Nyeri.



As the name suggests, Treetops Hotel was literally built into the tops of the trees of Aberdare National Park. The idea was to offer guests a very close view of local wildlife in complete safety. This concept was borrowed from an Indian tradition called Shikar, which was a form of hunting in colonial India, where hunting was done on a platform mounted on a tree in complete safety and comfort.

The hotel, initially run by Eric Walker, was operational in 1932 starting with a modest two roomed tree house to the fifty rooms it has today. The original structure was burned down by African guerrillas during the 1954 Mau Mau uprising, but the hotel was later rebuilt near the same waterhole where it was initially.



It rises straight out of the ground on stilts and has four decks and a roof top viewing platform. It has a rustic external feel, with matching interior decor. Large timber framed windows dot the internal spaces and a rooftop terrace provides a perfect location for viewing the wildlife below.