Our Mission & Strategic Goals

Primary Goal

To enrol as Full Members every established National Property Valuation Organisation (NPVO) able to meet WAVO entry qualifications; to enrol as Nominee Members those additional NPVOs believed able with our support to qualify over time as Full Members; and, to enrol as Observers or Sponsors a balanced set of other organisations supportive of our Mission and Goals.

Secondary Results Areas

1. Membership Recruitment
2. Membership Certification
3. Membership Communications
4. Annual Congresses

Strategic Initiatives

(To be scheduled over the next five years.)

1. Develop, resource and implement a Membership Recruitment Plan which (i) identifies prospective members, by membership category; (ii) establishes recruitment priorities among them; (iii) sets achievable annual recruitment targets; (iv) contains a Marketing and Promotion Plan including appropriate recruitment strategies and (v) contains an implementation plan with concrete performance targets.
2. Decide on and publish the criteria governing each type of Member.
3. Establish the processes for evaluating and appointing Members.
4. Decide on the services to be provided to Members, and incorporate a list/description of these in recruitment materials.
5. Determine the responsibilities to be incurred by Members, including the financial contribution to be required of each category of Member.
6. Design, develop and produce (i) an attractive Recruitment Package to assist in Membership recruiting; and (ii) a Speakers Kit for recruitment speeches.
7. Design and develop the 2006 Singapore Congress, and the longer-term plan covering each Congress for the next five years specifying continent and key sponsor(s), taking care to avoid scheduling conflicts.
8. Develop a presentation to International Aid Agencies, as prospective Sponsors.
9. Finalise the different Certificates of Membership, for early distribution to existing Members and to be given to each new Member.

Primary Goal
To provide to Members those Member-desired services that can only be or are better provided by WAVO, and for which appropriate resources are available in terms of people and funding.

Secondary Results Areas

1. Professionalisation Support including education, training and development; continuing professional development; standardisation of requirements and Codes of Professional Conduct.
2. Best Practices Research, Communication and Advice.
3. Research and Development (methods, technologies).
4. Revenue Generation: Royalties, Licences, Fees, International Contracts.
5. Communications, Information, Networking
6. Public Relations, Image Building, Esprit de Corps.

Strategic Initiatives

1. Complete a needs survey of existing and prospective Members to determine the services they believe WAVO could and should provide, and whether as free to Members or purchased from WAVO at agreed prices.

2. On the basis of the survey, determine which services should be provided, when, to whom, whether sold or delivered free and, if sold, at what prices.

3. Develop and implement a Service Delivery Plan, indicating the services to be delivered, to which clients, at what cost, and by whom. Ensure the Plan is results-based, so that action plans, resource plans and budgets are tied directly to committed results and that resource availability matches service commitments.

4. Determine how each Member is approaching the professionalisation challenge including entry requirements (experience, education), certification standards and procedures, Professional Codes of Conduct, performance standards, performance monitoring and review, disciplinary procedures and practices including de-certification procedures.

5. Develop and circulate to Members a Report covering professional standards, practices and procedures, with recommendations where useful/appropriate concerning possible moves toward standardisation.

6. Carry out Best Practices research on valuation methods, technology, practices and procedures.

7. Communicate the results of Best Practices research to all Members.

8. Develop a policy for (a) identifying; (b) valuing; (c) pricing, and (d) brokering a Members intellectual property to other Members and to valuation organisations not yet Members. “Intellectual Property” will include courses, workshops, seminars, conferences, “how to” manuals and so on.

9. Develop and use the capacity to broker the intellectual property of Members.

10. Design, develop and keep updated a Member Data Bank covering Member strengths, interests, service offerings, service preferences, number and types of member and admission requirements, strategic partnerships and alliances, funding sources and amounts, etc.

11. Work with Members to assess the revenue-generating possibilities WAVO could stimulate, coordinate, or broker. Include each of membership dues; certification fees; professional dues; sale of valuation services; sale of consulting/counselling services; international contracts and services; workshop, course, and conference fees; royalties, licences; grants and contributions.

12. Plan how best to strengthen the image of professional valuation, worldwide and in each Member country, and implement the resulting plan.

13. Work out how best to develop, maintain and strengthen the esprit de corps of the valuation community, and act on this.

14. Design, develop and offer WAVO-generated courses, workshops, seminars, conferences and congresses. These will be aimed at offering to all current and prospective Members educational/developmental experiences not currently available to them through their own programs and better offered by a central body.

15. Plan how best to play the role of low-key lobbyist on behalf of all Members, collectively, and individual Members where intercession by WAVO is requested by a Member and judged by WAVO to be feasible and productive.

Primary Goal

To support developing countries, and those countries whose economies are in transition, in their acquisition by contract of needed short-term valuation capacity, while helping to build the longer term indigenous property valuation capacity and, in partnership with others, helping provide the required real property infrastructure.

Secondary Results Areas

1. 1. Needs Identification and Priority Setting
   2. Brokering Service Contracts, Financing
   3. Real Property Infrastructure
   4. Indigenous Professional Valuation Capacity
   5. Communication, Information, Advisory Services.

Strategic Initiatives

1. Work with selected developing countries and IFIs to identify the types of valuation and real property support it would be feasible for WAVO Members to provide, alone or through strategic partnerships. On the basis of such preliminary market research and needs identification, develop an initial set of WAVO-brokered services capable of being offered to transitional and developing economies.

2. Test the preliminary list of possible services with WAVO Members to: (i) determine the feasibility of each from a service-delivery perspective; (ii) identify which Members and, in turn, their members would be willing and able to provide particular services if requested to do so; and (iii) gain a preliminary sense of costs.

3. With the results of the first two initiatives in hand, work with the IFIs and other prospective financiers to determine what funding might be available, to finance the delivery of what services, in which countries. In relation to respective funding sources, become familiar with their application processes and requirements and learn to use these effectively.

4. Identify those Members and, in turn, their members able and willing to manage international projects to completion, covering all phases of the project including the application for funding.

5. Decide on a preliminary set of 3-5 projects and move on these, to test out and refine the overall process of delivering WAVO-brokered services to transitional and developing economies.

6. Identify developing countries at the stage where valuation infrastructure could and should be developed, with WAVO support, in the form of the required professionalisation processes and components, and in the form also of bringing a national valuation organisation into being as a Nominee Member of WAVO. Select one such country to test out how best to expedite the building of valuation capacity and the broader real property management infrastructure, with WAVO acting as facilitator of Member/client-country/IFI partnerships.

Primary Goal
To develop the minimum standards and common requirements for a worldwide valuation profession, facilitate harmonisation across national boundaries, and improve the portability of professional designations.

Secondary Results Areas

1. 1. Educational Standards
   2. Accreditation Criteria
   3. Ethics and Codes of Conduct
   4. Harmonisation and Portability

Strategic Initiatives

1. Assemble and analyse, for comparability, the educational standards and accreditation criteria of all Full Members.

2. On the basis of Initiative #1, develop for Membership review a proposed set of minimum educational standards and accreditation criteria.

3. Assemble and analyse the professional designations used by each Member organisation, matched to professional requirements, and develop recommendations aimed at harmonising these.

4. Develop conditional portability recommendations for review, tightening and subsequent adoption by Members.

5. Assemble and review all existing Codes of Ethics and Codes of Professional Conduct, to determine the degree of correspondence and compatibility from organisation to organisation.

6. On the basis of the review of ethical and professional conduct codes, develop and circulate for review recommended core codes for adoption and cultural adaptation by Members.

7. Review the basic education curricula of Members, and their Continuing Professional Development programs, to search out similarities and differences with a view to recommending to Members a core professional curriculum.

8. Develop the strategy for promulgating International Valuation Standards. In parallel, design and develop supportive educational programs.

Primary Goal

To enter into mutually beneficial strategic partnerships, alliances and networking relationships with compatible organisations, in furtherance of WAVOs Mission and Goals.

Secondary Results Areas

1. 1. Standard-Setting Organisations (IVSC, etc.)
   2. Other Valuers
   3. Financiers (IFIs, etc.)
   4. Other Relevant International Organisations
   5. Governments and Public Services

Strategic Initiatives

1. Move to a clear, mutually understood and accepted relationship with IVSC and all national standard-setting organisations, placing WAVO alongside and in a complementary role to each.

2. Develop a comprehensive understanding of which organisations, worldwide, are specialists in those valuation categories falling outside the real property field and determine how best to work with these collaboratively, using from time-to-time a team approach to multi-category evaluations.

3. Become familiar with the funding organisations willing to receive and deal sympathetically with requests for funding valuation and real property capacity building projects. Develop close working relationships with the most promising of these, including ensuring that each understands WAVOs vision, mission and strategic goals, and how we are organized and resourced to pursue these.

4. Identify and build mutually supportive relationships with other relevant international organisations having complementary goals to those of WAVO.

5. Develop a working understanding of the real property organisations, units and decision processes of the various governments with which WAVO wishes or needs to interact, and build working relationships with those decision-makers with whom a significant measure of interaction is foreseen

Primary Goal

To represent Members, and the international valuation community more generally, in advancing the understanding and acceptance of professional property valuation.

Secondary Results Areas

1. 1. Public Information and Education
   2. Public Relations, Image Building
   3. Advocacy
   4. International Representation
   5. Website Management

Strategic Initiatives

1. Build and maintain a highly effective, user-friendly website, with appropriate links.

2. Identify the conferences, courses, seminars and workshops of other organisations in which property valuation might make a suitable sub-topic, and seek opportunities to speak to the need for and nature of property valuation.

3. Identify the various media in which short to longer pieces and editorials on the valuation profession might suitably be included, and submit such pieces.

4. Make the case in writing for professionalisation, clearly and succinctly, and submit it for circulation wherever it might prove useful.

5. Create a small, high quality Speakers Bureau, consisting of speakers willing and able to speak effectively on property valuation, with powerful case examples of the challenges faced and resolved.

6. Develop an approach to working closely with those collegial associations that need a thorough understanding of the role of professional valuation but which, at present, lack such understanding.

7. Identify those international and national associations within which WAVO or individual Members should be represented, and arrange for such representation.

8. Use WAVOs Observer Member positions to attract representatives of organisations with which we want a close association.

9. Develop special expertise in political advocacy and low-key lobbying, and make this available to Members concerned about existing or emerging public policy and programs.

10. Publish, in various media, particularly striking success stories of valuation-in-action.

Primary Goal

To manage our own internal affairs effectively, efficiently and economically, giving full value for the resources we use and working sensitively and with integrity in our many human relationships.

Secondary Results Areas

1. 1. Strategic Management
   2. Operational Management
   3. Association Financing
   4. Control Systems and Processes
   5. Internal and External Communication

Strategic Initiatives

1. Prepare the business case for having in place by mid-2007 a General Manager, incorporating foreseeable annual operating costs. Supported by the business case, submit a request for funding to a selected IFI or other sympathetic funding body.

2. With funding assured: (i) prepare the terms of reference for the General Manager, articulating clearly his/her roles and responsibilities; (ii) prepare a desired skills and experience profile, and (iii) recruit the General Manager.

3. Decide on the location of an International Office, integrating this decision into the deliberations on and search for the General Manager.

4. In complement to the Strategic Plan, develop WAVOs Operational Plan, comprising each of a detailed Results Plans, an Action Plan, a Resource Plan, Capital and Operating Budgets, and a Control Plan.

5. In developing the Operational Plan, specify foreseen revenue sources and targets and prepare a five-year set of Operating Projections.

6. Review and where appropriate update WAVOs current Constitution and Strategic Management provisions, to determine their adequacy as the base for moving toward WAVOs new Vision.

7. With fiscal responsibility clearly in mind, decide on the required corporate control systems and processes. Design, develop and implement needed additions, deletions and changes.

8. Assess existing WAVO internal and external communication practices and processes, seeking to determine where and how these need to be improved, and plan for and implement identified improvements.

9. Review and if necessary revise the current relationships between valuers; their local, regional and national organisations, and WAVO.