Major Highlights Of Strategic Plan

The Strategic Plan is scheduled for a period of five years beginning from 2013 to 2017. It is anticipated that over this period CSIR-BRRI would grow from a modest scientific research-based institution to a research centre of excellence whose findings and activities impact positively on national policy and industry. These are provided by the interventions planned and the detailed activities which would be prepared by the various Divisions of the Institute.

•    Key factors for programming
•    Change in management style
Within this strategic framework, it is assumed that, the management style will change from the research focused management to a more strategic management approach which demands performance from Divisions, Sections and Staff.

•    Focus on Three flagship programmes
Within the strategic planned period, it is proposed that three (3) key Divisions would be made to drive the Institute to growth. These are Materials, Construction and Traffic & Transportation Divisions. The other Divisions will continue to pursue their various mandates in support of the overall institute aspirations.

The rationale for this is that, for the planned period, these Divisions will provide the Institute with image, relevance in national development agenda and income generation through the activities and programmes they pursue. It is further recommended that, their activities should be in line with the overall strategy for the Institute.

•    Marketing and Public Relations
Whilst the Institute pursues the scientific and developmental programmes, it is worth strengthening the marketing and public relations aspect of its operations. It is therefore important that, within the planned period, a number of public relations activities are undertaken to assure the management of image development or brand development. For this key issue, the Director of the Institute at any given time should work as the chief marketer of the Institute with support from the Commercialization and Information Division.

To exert maximum impact, it is further proposed that, collaborations with other private sector marketing agencies be encouraged in instances where the capacity of the Institute is weak. However, the Institute would have to build its internal capacity to effectively undertake this function.

•    Performance Target
The strategic direction to be adopted for efficiency over the next 5 years should be performance Target setting for each of the Division under BRRI. It is recommended that, Management would demand from each Division annual performance plans which would have to be agreed upon as the basis by which they will be measured at a given time.

Over the planned period, there are a number of interventions which have been identified for the growth of the Institute in terms of problem based research, linkage of findings to industry, advocacy, and consultancy.

•    Problem Based Research
Over the period, deliberate attempts would have to be made to ensure that, the various aspects of the economy in terms of building construction especially in relation to housing, warehousing, food storage, and mining are focused upon by the Institute.

These form critical sectors of the Ghanaian economy and they need real research that would assure the Ghanaian and international investors to have confidence.

Some of the specific activities to be undertaken would require collaboration with the finance sector to determine their needs in real estate development, mining construction, warehousing and silos for food storage.

Specifically, the key activities are:
•    Research into building of Real Estates.
•    Research into construction and housing financing.
•    Research into the construction and financing of warehousing.
•    Research into the development of food storage (silos).
•    Research into affordable housing using appropriate technologies.
•    Development of construction cost indices, codes and specifications.
•    Development and promotion of the innovative and sustainable technologies for the building and road construction sector.
•    Development and promotion of both safety and traffic management measures for the transport sector.
•    Training.
•    Water Harvesting.
•    Bitumen and asphalt.
•    Transportation Planning.

•    Industry related activities
Over the planned period, specific activities are to be undertaken to ensure that the Institute becomes a relevant agency of consultation in the determination of industry practice in the areas of construction, finance, marketing and maintenance.
Specifically, some of the activities are:
•    Engagement of the finance sector in the activities of CSIR-BRRI.
•    Memoranda of understanding with specific and strategic agencies for mutual benefit.
•    Organization of annual, bi-annual and periodic symposia, workshop, press conferences and seminars.
•    Publications in the national, international newspapers and scientific journals.

•    Strategic Linkages
The CSIR-BRRI should have alliance with both local and international research and development institutions. The alliance would help to promote the sharing of up-to-date knowledge and experience which would benefit its clients. The Institute at the end of the planned period should be a member of the Centre of Excellence in innovative building materials for Sub-Saharan Africa.

CSIR-BRRI should be able to learn from the success story of the following institutions:

• GIMPA, Ghana
• CSIR- South Africa
• CSIR-India
• Advocacy and Consultancy
This aspect of the strategic plan concentrates on the promotion of the Institute as far as its image and internally revenue generation are concerned.

Specific activities to be undertaken during this period include activities of the key Divisions which have been earmarked as the image and revenue generation agents of the Institute.

The Institute



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