The way forward for KMA Housing SACCO – 6.7.2026

KMA Housing SACCO AGM hit a quorum hitch on 4th July 2026. Quorum hitches have in the past hit a few Associations and points to a need to amend constitutions to have a quorum that is always achievable to avoid suspension of statutory meetings. A constitutional amendment is thus the first proposal I would make for the SACCO.

History lessons of KMA SACCO

KMA Housing SACCO has a proud history. It has survived political uncertainty, economic downturns, litigation, and changing real estate markets. That history should not be viewed as a series of isolated projects, but as evidence of resilience. The next phase should build on the lessons of the past rather than simply repeating previous models.
The projects illustrate different lessons:

KMA South C (1998) demonstrated the true purpose of the SACCO. Doctors who had been evicted from government housing following industrial action regained dignity and stability through home ownership. This was more than a housing project—it was a social protection initiative for the medical profession.

KMA Lang’ata showed that the SACCO could successfully mobilize members and deliver quality housing. But there was still a need to open up the sale to non-members to bridge the deficit.

KMA Mtwapa proved that projects could be completed successfully, although the return of approximately 30 units to Shelter Afrique highlighted the importance of accurate market demand assessments and financing strategies. KMA Mtwapa had the challenge of attracting external buyers hence the shortfall. Suppliers were also seen as not to act in good faith.

KMA Mombasa Road (2008) became a lesson in land due diligence and legal risk. A land ownership dispute halted construction, leading to prolonged litigation involving both government indemnification and contractor claims.Two court rulings said that KMA Housing and two others were conned because of failure of government to protect them in the lands office and the court rules that KMA Housing should be compensated. 18 years later we wait for the indemnity. It underscored that legal certainty over land is just as important as engineering and financing.

KMA Kitengela (2020) demonstrated how external shocks such as COVID-19 can derail infrastructure development and cash flow, emphasizing the need for contingency planning and phased implementation.

The Future: From Housing Developer to Property Wealth Creator

The healthcare workforce in Kenya has changed significantly over the last three decades.Unlike previously doctors are not employed directly from completion of school. This was the main source of new members for KMA Housing in the past. Many young doctors are no longer looking only for houses. They are looking for:
– secure investments;
– passive income;
– retirement planning;
– flexible ownership models; and
– affordable financing.
The SACCO should therefore evolve from simply constructing houses to becoming the premier property investment vehicle for Kenyan healthcare professionals.

Strategic Priorities

1. Complete Existing Obligations
The first priority must always be restoring confidence.
Members want assurance that Kitengela infrastructure will be completed and that the Mombasa Road litigation will eventually be resolved The SACCO needs to assess its legal strategy.
Trust is the SACCO’s greatest asset.
In context it’s important to note that the investment into KMA Centre had many members who had invested in the Mombasa Road Housing project. These members have not yet had their return of investment. The completion of the KMA Centre comeback by KMA is also a major determinant of availability of liquidity for members of KMA Housing.

2. Protect Members Through Better Governance
Every future project should begin with:
exhaustive land due diligence;
– title insurance where possible;
– independent legal audits;
– environmental and planning approvals;
– professional project management; and
– regular communication with members.
On communication, KMA Housing can borrow a leaf from KMA SACCO that has recently improved its member communication complete with a KMA SACCO APP.
A failed project often destroys confidence far beyond its financial cost.

3. Diversify Products
Not every member wants a standalone house.
Future offerings could include:
– serviced residential plots;
– apartments;
– retirement villages;
– student accommodation;
– doctors’ hostels near teaching hospitals;
– commercial medical suites;
– mixed-use developments; and
– rental investment properties.
Different generations require different products.

4. Introduce Flexible Investment Models
Members should be able to invest according to their financial capacity.
Options could include:
– monthly investment plans;
– fractional property ownership;
– joint ownership between spouses or colleagues;
– pension-backed financing;
– diaspora investment windows.
The objective is to lower the entry barrier for young doctors.

5. Embrace Technology
The next SACCO should be digital.
Members should access:
– online project dashboards;
– real-time payment statements;
– GIS location maps;
– drone construction updates;
– electronic voting; and
– digital title management.
Transparency builds confidence.

6. Strategic Partnerships
Rather than carrying every project independently, KMA Housing SACCO should partner with:
– reputable developers;
– county governments;
– pension funds;
– mortgage providers;
– infrastructure agencies; and
– development finance institutions.
The SACCO should focus on protecting members’ interests while leveraging partners’ technical expertise.

7. Expand Beyond Housing
Real estate is broader than houses.
Future investments could include:
– medical office parks;
– specialist consulting suites;
– rehabilitation centres;
– retirement homes;
– conference facilities;
– warehouses;
– commercial centres serving new estates.
These create recurring income rather than one-off sales.

8. Attract Young Doctors
Most SACCO members are joining much later than they should.
The SACCO should actively recruit:
medical students;
– interns;
– medical officers;
– residents;
– dentists;
– pharmacists;
– clinical specialists; and
– doctors working abroad.
The earlier members begin saving, the greater the long-term impact.

9. Build Wealth, Not Just Houses
The SACCO’s mission should evolve from:
“Building houses”
to
“Building generational wealth for healthcare professionals.”
Housing is only one component of wealth creation.

A Vision for the Next 25 Years
The ideal KMA Housing SACCO of 2050 should be recognized as the leading property investment institution for healthcare professionals in East Africa. It should own a diversified portfolio of residential, commercial, and healthcare real estate, provide affordable financing, generate sustainable returns for members, and remain a trusted partner throughout a member’s professional life—from internship to retirement.

Conclusion
The history of KMA Housing SACCO tells a story of courage, innovation, and perseverance. Every project has contributed valuable lessons — whether through success or adversity. The future should not be defined by past setbacks but by the wisdom gained from them.
If the first generation of the SACCO gave doctors homes, the next generation should give doctors wealth, security, and financial independence. By combining strong governance, prudent risk management, technological innovation, strategic partnerships, and member-centred investment products, KMA Housing SACCO can remain one of the Kenya Medical Association’s greatest legacies and become the preferred real estate investment institution for healthcare professionals across the region.

Dr Simon Kigondu is the immediate Past President of KMA, a member of the Mombasa Road Project, a member of the Kitengela Project and an investor in KMA Centre.