THE development plan of the State of Kuwait is a document that defines the parameters and draws the road map for the country to achieve its social and economic advancement goals in the next five years. This document was drafted after a careful analysis and consideration of the existing conditions to identify the right path that we must follow to realize our development objectives. The plan includes secondary (tactical) objectives, such as the development programs and projects, which can be identified, measured and achieved within the specified timetable. These secondary targets are directly related to the development objectives and vision, which define the future of the State, goals to be achieved by 2035, and mission that describes the purpose and reason, as well as the values representing the shared beliefs of the Kuwaiti society and our primary cultural motivation.

It has just been a year since the approval of the development plan, but we have already heard the voices of critics who have raised doubts on the commitment of the government to implement the plan, while others have questioned the ability of State agencies to execute the projects within the deadline. Undoubtedly, the development plan is one of the commendable initiatives of the government, which must work hard to transform the plan into reality. It is a charter that the government has signed with the legislative authority and the Kuwaiti society. If we take a closer look at the steps taken by the concerned government authorities, no one will question its commitment to fulfill its promises. We should then ask: What are the required resources and capabilities to implement the plan? Are the existing legislation, work methodologies and administrative procedures suitable for the programs and projects? Are these enough to ensure the successful implementation of the plan?

When we shed light on the government’s construction work program, which represents the bulk of the financial obligations, and review our past experiences, it was clear that the projects and facilities in Kuwait are facing problems that will have a negative impact on the development plan. These problems include the delayed completion of projects, large number of contradictory instructions, inefficiency, poor quality, instability and bad operational performance.
Despite the unremitting efforts of the relevant government institutions to address these issues, they have failed to find radical and comprehensive solutions. Temporary solutions were presented hastily in response to the crises or issues raised in the past. We cannot afford to let the current situation remain as it is without taking immediate or long-term actions to address perennial problems in the initial stages of implementing projects, particularly those related to the facilities, design, tender and execution.

Project management processes and procedures
When we look at the tasks of engineers in the State authorities in charge of the design, tendering and execution of the projects, we can clearly see that their functions are not more than the scope of work of the owner’s representatives or contract administrators to guarantee the completion of the project in accordance with the implementation objectives, commitment to contractual requirements and review of cash flow. Their functions do not overlap with that of the project managers in laying down the systems, procedures, work process and computer-aided management program to plan and control projects to ensure completion within the deadline, budget and specifications. The project managers also assist in identifying the best ways to complete the project, assess risks, take the necessary action to prevent them, deal with the damage in case the potential risks happen, and achieve objectives efficiently.

Facilities management processes and procedures
When we analyze the nature of the tasks and work carried out by specialists in government departments in charge of the operation, maintenance and provision of support services, it is clear that their functions do not exceed the scope of work of the owner’s representatives and contracts administrators, who check the extent of compliance with contractual requirements and review of cash flow. Their functions do not overlap with that of the facilities managers in laying down the systems, procedures, work process and computer-aided management program for planning, coordination, follow-up and quality control, in addition to the evaluation of the performance of the service contractors, preserving assets, adding value, increasing efficiency and reducing operating costs; thereby, prolonging the lifespan of the facilities.

Improper saving methodologies
When we shed light on the saving and cost-reduction methodologies of the government, it is clear that we are still using the traditional method, away from the modern techniques based on the concepts of value, effectiveness, quality and efficiency, as well as the distinction between the terms ‘savings’ and ‘cost-reduction’. We should avoid taking wrong decisions that might harm us in the long run. It is also clear that the traditional style of work, legislation and regulations to be followed during the initial phase of implementation, such as the launching of the project and awarding of tenders for consultancy and construction, are based primarily on the lowest price principle, which negatively affects the quality, efficiency and sustainability of our projects and facilities.
We have outlined some of the issues that may hinder efforts of the State authorities and other agencies to implement the projects included in the development plan. In spite of this, we still voice optimism over the implementation of the plan that we have been clamoring for several years. It is our first step towards the right path and the road map for the realization of our dreams. We do not expect a huge success but we want to see achievements, as well as long-term positive results. We cannot achieve anything without optimism, goodwill, concerted efforts and full support for all those involved in the implementation of the development plan.

Email: osama.alduaij@gmail.com