Volume 8 Issue 2 - ASOCSAasocsa.org/documents/JoC-June2015-vol8-no2.pdfVolume 8 Issue 2 On the...
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ISSN 1994 - 7402 Volume 8 Issue 2 On the Department of Higher Education list of approved journals June 2015
Transcript of Volume 8 Issue 2 - ASOCSAasocsa.org/documents/JoC-June2015-vol8-no2.pdfVolume 8 Issue 2 On the...
ISSN 1994 - 7402
Volume 8Issue 2
On the Department of Higher Education list of
approved journals
June 2015
The Journal Of Construction (JOC) is the official journal of the Association Of Schools Of Construction Southern Africa (ASOCSA). ASOCSA has committed itself to foster excellence in construction communication, scholarship, research, education and practice and the JOC provides the medium to achieve this commitment. JOC is at this stage a bi-annual refereed journal serving all stakehold-ers and participants in the building construction and civil engineering sectors.
JOC publishes quality papers written in a conversation-al style aiming to advance knowledge of practice and science of construction while providing a forum for the interchange of information and ideas on current issues. JOC aims to promote the interface between academia and industry, current and topical construction industry re-search and practical application by disseminating relevant in-depth research papers, reviews of projects and case studies, information on current research projects, com-ments on previous contributions, research, innovation, technical and practice notes, and developments in con-struction education policies and strategies. Some issues might be themed by topic.
Topics in JOC include sustainable construction, education and professional development, service delivery /customer service, information and communication technology, leg-islation and regulatory framework, safety, health, environ-ment and quality management, construction industry de-velopment, international construction, risk management, housing, construction-related design strategies; material, component and systems performance; process control; alternative and new technologies; organizational, man-agement and resource issues; human factors; cost and life cycle issues; entrepreneurship; design, implementing, managing and practicing innovation; visualization, simula-tion, innovation, and strategies.
In order to maintain and ensure the highest quality in JOC, all papers undergo a rigorous system of blind peer review by acknowledged international experts.
Editor: Prof. Theo C. Haupt, Ph.D., M. Phil., Pinnacle Re-search and Development Solutions, 77 Herbert Penny Road, Penhill 7100 South Africa.
Co-Editor : Prof. Ayman Othman, British University of Egypt, Cairo, Egypt.
“JOC aims to promote the interface between academia and industry, current and topical construction industry research and practical application by disseminating relevant in-depth research papers,reviews of projects and case studies...”
AIMS AND SCOPE
The Journal of Construction 2015, produced by Archetype Design. Contact : [email protected]
ADVISORY BOARD
Prof. John SmallwoodNelson Mandela Metropolitan UniversitySouth Africa
Prof. Jimmie HinzeUniversity of FloridaU.S.A.
Dr. Albert ChanThe Hong Kong Polytechnic UniversityChina
Prof. Alan GriffithSheffield Hallam UniversityU.K.
Dr. Benedict IlozorEastern Michigan UniversityU.S.A.
Dr. David EdwardsLoughborough UniversityU.K.
Dr. Dean KashiwagiArizona State UniversityU.S.A.
Prof. Charles EgbuGlasgow Caledonian UniversityU.K.
Prof. Ronie NavonNational Building Research Institute (NBRI)Israel
Prof. Christian KochTechnical University of DenmarkDenmark
Prof. Paulo Jorge da Silva BártolaPolytechnic Institute of LeiriaPortugal
Dr. Faizal Manzoor ArainNational University of SingaporeSingapore
Prof. Kerry LondonUniversity of NewcastleAustralia
Prof. Abdul Rashid bin Abdul AzizUniversiti Sains MalaysiaMalaysia
Prof. Kerry LondonUniversity of NewcastleAustralia
Dr. Vicente A. GonzalezThe University of AucklandNew Zealand
Prof. Ahmad RamlyUniversity of MalayaMalaysia
Dr. Nina BakerUniversity of StrathclydeScotland
Prof. James SommervilleGlasgow Caledonian UniversitySotland
Dr. Vian AhmedUniversity of SalfordU.K
Prof. Nicola CostantinoPolytecnico di BariItaly
Prof. Stephen EmmittTechnical University of DenmarkDenmark
Prof. Derek Clements-CroomeUniversity of ReadingU.K
Prof. David BoydUniversity of Central EnglandU.K.
Dr. Peter LoveEdith Cowan UniversityAustralia
Dr. Ravi Srinath PereraUniversity of UlsterNorthern Ireland
Dr. Robert KongNanyang Technological UniversitySingapore
Prof. Stephen OgunlanaAsian Institute of TechnologyThailand
Dr. Wilco TijhuisUniversity of TwenteNetherlands
Dr. Gary SmithNorth Dakota State UniversityU.S.A.
Ms. Jane EnglishUniversity of Cape TownSouth Africa
Prof. Hojjat AdeliOhio State UniversityU.S.A.
Dr. Helen LingardRoyal Melbourne Institute of Technology, Australia
Prof. Low Sui PhengNational University of SingaporeSingapore
Prof. Marton MarosszekyUniversity of New South WalesAustralia
Dr. Onuegbu UgwuThe University of Hong KongHong Kong
Dr. Peter ErkelensEindhoven University of TechnologyNetherlands
Prof. Chris CloeteUniversity of PretoriaSouth Africa
Prof. Martin SextonUniversity of Salford U.K.
Prof. Russell KenleySwinburne University of Technology Australia
Prof. Ayman OthmanBritish University of Egypt, Cairo, Egypt.
The 9th Built Environment Conference is upon us. Everything is ready and we are waiting in pleasant anticipation.
We do believe that once again the 9th in the series of Built Environment Conferences will continue to be the Academic Success that it has been for the last 10 years.This is our first Issue of the 8th Volume of the Journal of Construction for 2015.
In this issue our authors have raised the following topics for your consideration:
• Analysisofthechallengesandimplementation strategies on the adoption of building information modelling in South African architectural firms
• Challengesexperiencedinimplementing studio learning in the property development programme at UKZN
• Strategicmarketingbyquantitysurveying practices in South Africa
We trust that not only will you enjoy the reading, but still find the content useful for you own research, and/or possible consideration for your own practice.
The Journal of Construction plays a very important role in the discipline of Construction Education in Africa and beyond. We continuously strive to bring varied topics and also want to see broader range of authors from around the African Continent and further abroad.
As the Council of ASOCSA we believe that the continued progress in JoC which is in its 8th year of publication is vital for the Construction Landscape and continued support by the you as authors is of benefit to all construction stakeholders inside and outside of Africa.
Regards and best wishes,
FerdinandF C FesterPresidentASOCSAJune 2015
Dear Industry Stakeholder,
The 2nd issue of Volume (8) of the Journal of Construction (JoC) includes four interesting papers contributed by authors from Africa.
Firstly, Harinarain and Haupt discussed in their paper the challenges of adopting a studio based mode of instruction in the Property Development programme at the University of KwaZulu-Natal. Secondly, Venkatachalam analysed the challenges and implementation strategies for adopting Building Information Modelling in South African architectural design firms. Thirdly, Harinarain discussed in her research the strategic marketing practices conducted by South Quantity Surveying consultancy in South Africa. Finally, Ochieng and Talukhaba investigated the effectiveness of the model currently used in managing water resources within the city of Tshwane Municipality in Pretoria.
EDITOR: Prof. Theo C. Haupt, Ph.D., M. Phil., Pinnacle Research and Development Solutions, 77 Herbert Penny Road, Penhill 7100 South Africa.
CO-EDITOR : Prof. Ayman Othman, British University of Egypt, Cairo, Egypt.
EDITORIAL
JOURNAL OF CONSTRUCTION
Since ASOCSA is a registered Section 21 Company all donations are fully tax deductable.
Volume 8Issue 2ISSN 1994 - 7402
CONTENTS
CHALLENGES ExPERIENCED IN IMPLEMENTING STUDIO LEARNING IN THE PROPERTY DEVELOPMENT PROGRAMME AT UKZN
1
Nishani Harinarain1, Theodore C. Haupt2
1.2School of Engineering, Property Development Programme, University of KwaZulu-Natal, King George V Avenue, Durban, 4001.South Africa. Tel.: [email protected] ,[email protected]
ANALYSIS OF THE CHALLENGES AND IMPLEMENTATION STRATEGIES ON THE ADOPTION OF BUILDING INFORMATION MODELLING IN SOUTH AFRICAN ARCHITECTURAL FIRMS
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Senthilkumar Venkatachalam1
1Senior Lecturer, University of the WitwatersrandSchool of Construction Economics and Man-agement 1 Jan Smuts Avenue, PO Box 20, Wits 2050, Johannesburg, South Africa.Tel: +27 11 717-7662Fax: +27 [email protected]
STRATEGIC MARKETING BY QUANTITY SURVEYING PRACTICES IN SOUTH AFRICA
13
Nishani Harinarain1
1School of Engineering, Property Development Programme, University of KwaZulu-Natal, King George V Avenue, Durban, 4001.South Africa. Tel.: [email protected]
WATER RESOURCE MANAGEMENT IN CITY OF TSHWANE MUNICIPALITY
22
Irene Ochieng’¹Prof. Alfred A. Talukhaba²
1,2Department of Building SciencesFaculty of Engineering and the Built Environment Tshwane University of Technology ,State Artillery Road, Pretoria, 0183 South Africa.+27 (0)12 382 [email protected], 2 [email protected]
31INSTRUCTIONS TO AUTHORS
33CALL FOR PAPERS
1
CHALLENGES ExPERIENCED IN IMPLEMENTING STUDIO LEARNING IN THE PROPERTY DEVELOPMENT PROGRAMME AT UKZN
Nishani Harinarain1,
Theodore C. Haupt2
1.2School of Engineering, Property Development Programme, University of KwaZulu-Natal, King George V Avenue, Durban, 4001.South Africa. Tel.: [email protected]@ukzn.ac.za
PURPOSE: This paper presents challenges experienced in trying to adopt a studio based mode of instruction in the Property Development programme at the University of KwaZulu-Natal (UKZN).
ABSTRACT
Purpose of this paperThis paper presents challenges experienced in trying to adopt a studio based mode of instruction in the Property Development programme at the University of KwaZulu-Natal (UKZN).
Design/methodology/approach This study is a reflective case study located within the qualitative research paradigm that focuses on the challenges experienced in implementing studio based learning in the Property Development Programme at UKZN. Data were collected by means of reflective notes and two focus group interviews with students. The focus groups consisted of five participants each and were purposively selected.
Research Limitations/implicationsThis paper was written in the early stages of the implementation of studio based learning. There could therefore be other challenges that occur as the process unfolds.
Findings The findings revealed that in order to implement studio learning, one needs to first and foremost have the proper infrastructure. This will go a long way in facilitating the conducive working environment required when conducting studio learning. It would not be possible to adopt the studio learning approach if staff were resistant to this change, therefore staff ‘buy-in’ was also important. One also needed to limit the size of classes. Finally student acceptance was crucial. It is suggested that this approach be adopted from the first year of study when the students are better able to adapt to this approach.
Practical implications This study can be used as the basis for building a comprehensive list of challenges that one could experience when implementing studio learning at South African universities.
Originality/value of the paper This is the first paper to be written in South Africa that discusses the challenges experienced in implementing studio based learning in a built environment programme.
Keywords:Construction industry, studio based learning, challenges, student-centred learning.
INTRODUCTION
Higher education is facing new challenges in preparing graduates for professional practice. There is an increasing demand for students to differentiate themselves when seeking employment. An important question to ask is “Do you expect construction practice to look the same in ten years as it does today?” The answer is almost invariably no1. This response presents challenges for higher education providers as they now need to provide a pathway for students to develop the skills necessary to become sought-after 21st centenary construction professionals. Consistent among many professional degrees is the view that traditional positivist didactic instruction approaches are not well suited to improve this situation2. In response construction programs have experimented with various approaches to improve the quality and employability of their graduates while trying to narrow the gap between what academia produces and what industry needs. One way in which UKZN sought to accomplish this goal was by adopting a studio based learning approach in the Property Development programme. The intent of the revised curriculum was to embrace an active student-centered learning pedagogy.
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A studio is not just a space, rather a way of thinking and learning3. Studio-based learning has been found to be an approach that engages and excites students while also facilitating effective learning. It has been argued that the high degree of characteristic interaction, collaboration and feedback in this approach offer many advantages to students3. However, a tension exists in the university between the studio process where intuition and reflection conflict with positivist scientific training and its range of the technical and behavioral knowledge derived from a rapidly expanding database4.
This paper presents the challenges experienced in trying to adopt a studio based mode of instruction in the Property development programme at the University of KwaZulu-Natal. Data were collected by means of reflective notes and two focus group interviews.
Studio Based Learning Explained
Studio-based learning is “reflective…design project centred….master craft-person supervised… group size varied (ranging from groups of 20 all the way down to pairs which move freely and change sizes frequently at the learners’ will to learn)…discussion intense…individual project driven…highly integrated across multiple knowledge elements of the profession being practiced”5. Studio-based learning requires a discovery process that allows learners to access deeper levels of cognitive and social skills6.
Bringing students closer to professional practice in group-learning situations can potentially engender the development of those generic skills that are highly valued in vocational fields2. Studio based learning allows students to behave like practicing professionals while engaging in relevant, authentic learning in a classroom setting7. It is a shared learning environment where students and instructors work iteratively using the ‘master/apprentice’ method to design solutions to authentic ill-structured complex open-ended construction-related problems that are ambiguous in beginnings, means, and ends8.
The design studio method of teaching stems from architectural education, but has more recently been applied to a range of disciplines8. Design problems are at the heart of many professional practices. The education of engineers, architects, and landscape designers, for example, must prepare students to find solutions for the very complex and ill-structured problems with which they must grapple as professionals9. While there is no single model for organising a design studio10, the core components of the studio method are project-based work on complex and open-ended problems; rapid iteration of solutions; frequent formal and informal critique; consideration of heterogeneous issues; use of precedent and thinking about the whole and creative use of constraints.
Students are enticed into leading their own inquiry and allowing for a ‘proposal, critique (or reflect) and iterate again’ procedure before adequate solutions are offered11. This design thinking process model is a cyclical pattern of analysis (taking things apart), synthesis (putting content together), evaluation (reflection on outcomes), and communication (putting outcomes into words and other media) that moves from more abstract constructs to more concrete constructs over time. Students become producers of knowledge10. Design thinking helps cultivate an ethos built around participation, collaboration and distributed expertise8. Multivariate ambiguous construction problems are solved iteratively through multimodal analysis, proposition and critique12.
A comprehensive student-centred approach to learning such as
studio-based learning required that students conducted research, integrated theory and practice, and applied knowledge and skills to develop solutions to realistic problems13. Students needed to seek, integrate, and apply knowledge from a wide variety of disciplines or subject matter relevant to the problem solution. They sought additional knowledge and information as required to develop a solution to the assigned problem. Peers were valuable resources and collaboration with other class members was essential to the success of studio-based learning experiences14.
Studio based learning is about instilling life-long learning habits of discovery, community, integration, application, analysis, synthesis and evaluation5. Learners who study in studio based case driven environments perform equally well or better on standardised measures7. The research also shows that students who engage in studio-based learning activities exhibit superior performance in making trade-specific proposals to solve problems or to design solutions.
RESEARCH APPROACH
This study is a reflective case study located within the qualitative research paradigm that focuses on the challenges experienced in implementing studio based learning in the Property Development Programme at UKZN. Arguably, exploring personal experiences can lead to the development of new understandings and appreciation because reflection is the process of engaging with learning15. The purpose is to develop professional knowledge, understanding and practice that incorporates a deeper form of learning which is transformational in nature and is from the student perspective empowering, enlightening and ultimately emancipatory15. A reflective case study was the most appropriate approach for this research as the authors wanted to make explicit the challenges that were experienced in the implementation of studio based learning at UKZN.
Data were collected by means of reflective notes and two focus group interviews. The focus groups consisted of five participants each and were purposively selected. Students were chosen who were confident, vocal and outspoken during the contact sessions. Both the focus group interviews lasted approximately 30 minutes. Focus group interviews were selected because it provided the students with an opportunity to speak in their own words about their feelings about this ‘new way’ of learning.
Setting the scene – Background informationThe Bachelor of Science in Property Development is a three year programme offered at the University of KwaZulu-Natal which was reinstated and started taking in new entrants from 2014. This degree can be followed by an Honours programme in either Quantity Surveying or Construction Management. While it had always been intended that the program which had been phased out in 2010 would start up using a new instructional approach in 2014, this was not possible because of the unavailability of instructors who had taught construction in a studio before. As a result the first cohort of students who registered in 2014 were taught in the traditional way during their first year. In 2015 with the appointment of a Professor who had experience in studio based learning pedagogy, the decision was made to immediately change the traditional mode of transmission to an active learning pedagogy, namely studio based learning while working on revising the existing curriculum which involved broad based consultation with a wide range of internal and external stakeholders. After conducting a day-long gap analysis workshop three discrete modules in second year were integrated into a cluster and taught in the same space in periods of three hours duration. This cluster met three times per week under the guidance of instructors.
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The students were presented with one major semester-long project broken up into five phases with specified submission dates with each phase building on the previous phase. The time allocated to complete each phase of the problem was about three weeks. Students were expected to work individually and in groups of five to develop solutions to the problems posed in the project. The students subjected their efforts to multiple informal and formal reviews during the semester. The module instructors did not conduct traditional lectures but orchestrated learning experiences that helped students to new insights into their work. While lectures did occur from time to time as required they were more in the form of presentations and discussions which aimed to explain the nature of a project, the associated milestones and submission requirements. Students were expected to visit construction sites, consult with construction practitioners and relevant texts to gather information they could use to formulate proposals for solutions to the particular problem described in the project brief.
RESULTS AND DISCUSSION
After compiling the reflective notes the authors read through them to determine the emergent themes. The focus group interviews were transcribed verbatim and were organised by theme.
ThE chaLLEngES EncOunTERED in imPLEmEnTing STuDiO BaSED LEaRning
instructional space
The physical studio instructional space provides a dedicated collaborative workspace where students collaborate with experts in the form of their instructors16. The studio engages students in a discursive collaboration where students talk to each other as much as or more than the instructor talks to them7. In brings together disparate thinking into a forum of discussion and idea exchange4. These spaces are messy in a sort of functional disarray that signifies learning is taking place. They should hold student work desks, tables, resource storage, wall space for pin ups, and group gathering areas. The arrangement of these spaces changes continually during learning engagement4. The desks in these spaces should be assigned to specific students and should be available to them at all times. Studio classes typically meet multiple times per week for three to four hour sessions. Students are encouraged to work in the studio rather than at home6, 14.
One of the first challenges that was experienced was that there were no flat floor instructional spaces that could be converted into studio spaces for the exclusive use of the programme. Instead a conventional classroom with movable desks was used for the meeting sessions. At the commencement of each session the desks were moved around to accommodate the needs (Figure 1) of the class and then moved back to their original positions at the end of the session. This exercise was in itself an inconvenience. Further, there was no space for pin ups of student work. As with the desks students had to pin up their work and take them down again each time. There was therefore limited opportunity for students outside of the meeting sessions to review or critique the work of their peers or benchmark their work against that of their peers. Students and instructors used the same space for periodic formal reviews and presentations.
Students were required to use their personal laptops during class sessions. However they were unable to charge their laptop batteries since the power points in the room being used could not accommodate their plug fittings. These power points were eventually changed to make this possible.
Figure 1. Desks rearranged so that students could work in groups.
Staff ‘buy-in’
Studio based learning can serve as an agent to revolutionise what happens in classrooms, when embraced by educators7. The roles of teachers and students change; the priorities set for teaching and learning change; and the ways teachers and students think about education changes.
In order to ensure staff ‘buy-in’ a two day workshop was held to educate staff about the value and practice of studio based learning. In studio based learning the role of instructors is pivotal given that it is different to ‘chalk-and-talk’ roles in other approaches. The collaborative nature of studio based learning encourages instructors and students to work together. Instructors who are ‘experts’ facilitate and encourage student responsibility for learning. They design multivariate authentic ambiguous construction problems that students have to develop solutions for. The module instructor does not conduct traditional lectures but orchestrates learning experiences that help students to new insights into their work14. While lectures do occur from time to time as required they are more in the form of presentations and discussions which aim to explain the nature of a project, the associated milestones and submission requirements4. Either informally or formally, instructors iteratively review, critique and give feedback on proposed solutions and guide student thinking. From time to time they might interrupt class sessions by making presentations of relevant material as part of the process of giving guidance and input.
There was some resistance from staff initially, but this soon dissipated. The students were questioned about this in the focus groups and the theme that emerged was one in which the students recognised the overt and visible efforts of instructors to proactively change the form of delivery from one that is familiar to them to one that is based on a student-centred pedagogy.
Figure 2. An instructor having a discussion with a student group.
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assessment
Critiques occur formatively throughout a project’s development as when instructors spend time with student work groups offering input or call for spontaneous pin-up sessions as well as at the completion of a project14 (Refer to Figures 3 and 4). Iteration is followed by reflection before the process begins again. This process allows students to think deeply about meaningful issues and promotes a culture of reflection that is sophisticated, insightful and personal – something that rarely occurs in other learning environments.
Studio based problems which are at the heart of professional practice have been described as authentic, ill-structured, complex, open-ended, messy and ambiguous in beginnings, means and ends. These problems do not necessarily have correct or incorrect solutions. There can also be multiple solutions.
Instructors continually interacted with the groups during each class session and interrupted activities of the entire class from time to time to provide information and overall guidance in the form of explanatory notes and/or presentations. Groups made periodic submissions and presentations of their work. They pinned up their work as it progressed from time to time. The feedback given during these review sessions was used to refine their proposed solutions. Each phase of the problem concluded with a set of formal submissions and presentations. Students were given detailed information about the specific submission requirements. These were evaluated using detailed rubrics which also served as a guide for students to prepare their submissions and for their presentations or pin ups. While the level of engagement of each student was monitored informally by the instructors during class sessions, it was no possible to do so outside of class times.
After completion of a phase of a project students were required to complete a confidential peer assessment of each of their group members and submit that to their instructors electronically. These were used to assess the individual contributions of each group member.
The grade for each project phase was made up of an assessment of the written submission as a group and the performance of each individual during pin ups and presentations. Feedback was given after each phase was graded. Students had the opportunity to make corrections to their work and include them in the final review submissions at the end of the semester.
The challenge experienced with assessment is that it was extremely time consuming and had there only been one instructor for this cluster, it would have resulted in a bottleneck in terms of providing students with the required feedback on time. The assessments in class both formally (during pin-ups) and informally as well as the review and assessment of all formal submissions and the review of all the peer evaluations consume vast amounts of the instructors’ time.
Student resistance
Unlike other instructorcentric transmission modes, studio based learning involves students collaboratively and actively in their own learning. For students this process can be difficult and unsettling. Consulting their peers and defending their viewpoints are discomforting experiences. However, their participation in and embracing the studio based form of instruction is important for its benefits to be derived optimally. Students need to become producers of knowledge10. Students are encouraged to learn by doing4. Introducing authentic ambiguous problems as applied exercises in the classroom or studio can help students gain
deeper domain knowledge and learn the analytical skills needed to frame problems1.
Most students find the process of idea generation, screening and resolution of concepts difficult4. Students are confused when faced with many possible alternatives, which are not identifiable as correct or incorrect. It is the decision-making process that is difficult. Students may be unfamiliar with the practice of making their thinking explicit or public through oral and written articulations of their decision. This unfamiliarity created self-doubt, insecurity and lack of confidence. Students who are familiar with modules that value competitiveness may resist expressing ill-formed ideas in a public forum in which they are subject to scrutiny. In classroom cultures that value efficiency students may be reluctant to give up or abandon an initial idea and pursue an alternative, potentially more fruitful pathway11. Many students are unable to pull together the disparate lectures of other modules into the design thinking process.
The findings demonstrate that students experienced the characteristics of studio based learning in the delivery of the clustered module, namely that they had proposed solutions, had them critiqued, were allowed to address shortcomings in their proposals, were active learners and had taken responsibility for their own learning. They did not agree as strongly that they were empowered by the studio approach. This response is understandable given that this was their first experience, they are currently in second year and they had only been in the cluster for a few weeks. Some of the concerns the students expressed are listed below.
Figure 3. Student pin up
Figure 4. Critique session
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• Giventhatthiswastheirfirstexperiencethey were apprehensive about the benefits of the approach to them personally especially in terms of whether their acquired knowledge base was broad and deep enough for them to be confident about their future careers. The students felt that they would “understand a bit of everything but perhaps not enough to put us in good stead to complete the tasks required of us to actually specialise in that field.”
• Theywerereticentabouttakingresponsibilityfor their own learning possibly because they perceived that as being too risky.
• Whilestudentsstronglyagreedthatthemodules were focused on learning rather than teaching they were less agreeable with how they felt the studio based learning pedagogy would impact them personally and directly. For example, they seemed reticent about how prepared they would be for the changing needs of the industry, the depth of their learning, and the transformational potential of the approach.
• Thestudentsfeltthattheyrequiredfixedlecture days in order to increase their confidence in the course. One student stated that “Even though the lecturers are present in every lecture and do offer direction, it would be more helpful if we were given some foundation on which to build our knowledge to increase the depth of our understanding. Further lecture notes or slides based on the material being taught would facilitate our understanding of the work that was being taught in lectures.”
• Thestudentsfounditdifficulttofilteroutwhatwas relevant and were therefore concerned their understanding of the concepts would be affected.
• Thestudentsactuallywantedtowritetests.They believe “that tests will offer us some indication of how we are interpreting the work given to us and whether or not we are grasping concepts as individuals”.
The sentiments of confusion, uncertainty and lack of confidence are not unexpected. Further, they are not abnormal. Studies into the reaction of students to the change in the mode of transmission (instruction) from an instructor-led lecture-based (“chalk and talk”) pedagogy to one that is student-centred have shown the same kind of emotions from students. However, over time students embraced this pedagogical approach which is characterised by participation, collaboration and distributed expertise of students as they engage in complex open-ended problems.
The intent of the revised curriculum is to embrace an active learning pedagogy, and a deliberate effort not to perpetuate the practice of teaching modules on a ‘silo’ basis with segregated content.
What is challenging to the students is that they are no longer expected to be passive learners in the development of their professional skills but are allowed to challenge, debate, construct and reconstruct, analyse, agree, disagree, substantiate, discuss, reflect, critique and acquire autonomous learning skills.
The major shift of the program is from ‘teaching’ to ‘learning’.
“Repeated evaluation of the students growing professional skill set across the undergraduate program will provide a very clear indication of the students’ competence as a junior construction professional”. Further, the continuous involvement of external industry practitioners in the evaluation process will ensure that there is no disconnect between what academia produces and what industry expects. “Recognition of the students’ skill set and competence by industry is what UKZN is striving for”.
Technological resources
Ideally in a studio environment the technological resources students need (for example, laptops, digital cameras and mobile devices) should be easily accessible, so they could be used to access “just in time” information8. This however was not the case. UKZN does not provide laptops to students and since they did not have a dedicated space, desktop computers could not be set up. The instructors bore this in mind when the groups were constituted, as this term there had to be at least 1 laptop in each group. Further, students were allowed to make use of the LAN facility when necessary.
class size
Statistically significant evidence was found that small class size has a positive impact on student performance17. It is probably true that students in smaller classes receive more personal attention, are more likely to be known by name by their professors, and may feel more comfortable to ask questions or otherwise participate in class discussions. The ideal class size for a construction studio setting should be a maximum of 40 students. This current class had 55 students. Groups of five students each were formed. As discussed under assessment, this many groups/students really drained the instructors in terms of time and energy. In fact the nine hours allocated for class contact time was in most instances not enough. Consultation were therefore held outside of these times and even via email.
CONCLUSION
In this paper the authors reflected on the challenges experienced in implementing studio based learning in the Property Development Programme at UKZN. The findings revealed that in order to implement studio learning, one needs to first and foremost have the proper infrastructure. This will go a long way in facilitating the conducive working environment required when conducting studio learning. It would not be possible to adopt the studio learning approach if staff are resistant to this change, therefore staff ‘buy-in’ is also important. One also needs to limitthe size of classes. Finally student acceptance is crucial. It is
Figure 5. All members of the group have laptops
6
suggested that this approach be adopted from the first year of study when the students are better able to adopt to this approach. Despite these challenges that were encountered, in the studio environment, the Property Development 2nd year students experienced individual and collaborative problem solving, evaluating and selecting among competing solutions, explaining their solutions to others in writing and through oral presentations, critically analysing each other’s solutions in peer reviews, and reflecting on and learning from these studio sessions.
This course presented many challenges and risks for both instructors and students. The struggles encountered resonates with the words of another author15 that while the ‘promised benefits are real, they are neither immediate nor automatic’.
ACKNOWLEDGEMENT
This work is based on the research supported in part by the National Research Foundation of South Africa (Grant number 90499).
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Figure 6. Students working on other aspects of the project without a laptop
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11. Brandt, C., Cennamo, K., Douglas, S., Vernon, M., McGrath, M., and Reimer, Y. 2013. A theoretical framework for the studio as a learning environment. International Journal of Technology and Design Education, 23, 329-348.
12. Monson, C. and Poros, J. 2003. ACHIEVE Mississippi Workshop, Mississippi State University.
13. Savery, J. 2006. Overview of problem-based learning: Definitions and distinctions. The Interdisciplinary Journal of Problem-based Learning, 1 (1), 9-20.
14. Cennamo, K., Brandt, C., Scott, B., Douglas, S., McGrath, M., Reimer, Y. and Vernon, M. 2011. Managing the Complexity of Design Problems through Studio-based Learning. Interdisciplinary Journal of Problem-based Learning, 5 (2), 12-36.
15. Blignaut, S.E. 2014. Reflections on student resistance to a constructivist curriculum. Education as Change, 18(2), 271-283.
16. Schön, D. 1985. The design studio: An exploration of its traditions and potentials. London: RIBA Publications Limited.
17. Arias, J.J. and Walker, D.M. 2004. Additional Evidence on the Relationship between Class Size and Student Performance. The Journal of Economic Education, 35(4), 311-329.
ANALYSIS OF THE CHALLENGES AND IMPLEMENTATION STRATEGIES ON THE ADOPTION OF BUILDING INFORMATION MODELLING IN SOUTH AFRICAN ARCHITECTURAL FIRMS
Senthilkumar VenkatachalamSenior LecturerUniversity of the WitwatersrandSchool of Construction Economics and Management1 Jan Smuts Avenue, PO Box 20, Wits 2050, Johannesburg, South Africa.Tel: +27 11 717-7662Fax: +27 [email protected]
PURPOSE: BIM’s adoption and its implementation have been a challenge to many Architectural firms worldwide, including South Africa, as it requires overcoming many barriers and steep learning curves that leads to a paradigm shifts. The aim of the study is to identify the challenges faced by the South African architectural industry while adopting BIM and the strategies to overcome the same.
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ABSTRACT
Purpose of this paper: BIM’s adoption and its implementation have been a challenge to many Architectural firms worldwide, including South Africa, as it requires overcoming many barriers and steep learning curves that leads to a paradigm shifts. The aim of the study is to identify the challenges faced by the South African architectural industry while adopting BIM and the strategies to overcome the same.
Design/methodology/approach: This study is an exploratory research, philosophically positivisms is used by means of deductive approach, questionnaires and interviews to critically review the current state of BIM adoption by the South African architectural firms. Empirical data is used to support primary findings. Positivistic approaches seek to identify measure and evaluate any phenomena and to provide rational explanation for it. The study only utilizes the simple statistics to unwind the truth about the industry practices; this becomes the limitation of the paper however the nature of exploratory study accepts the simple analysis adopted in this study.
Findings:The study found that there is no clear consensus regarding BIM implementation; therefore the architectural industry would benefit from a clearly defined procedure which serves as a guideline of strategies to effectively adopt and implement BIM.
Practical implications:Outcome from the study can be considered as the starting point for the stakeholders such as the clients, contractors, statutory councils and the government agencies to explore the BIM adoption through staged adoption and new policy framework in South African AEC sector.
Keywords: BIM, Architecture, South Africa, Adoption, Strategies.
INTRODUCTION
The Architecture, Engineering, and Construction (AEC) industry is collaborative in nature and requires an extensive exchange of data19. Management of these data require an efficient tool. Number of ICT technologies and tools has been developed over the years to improve process efficiency. Virtual Prototyping has emerged as a particularly useful tool in several sectors especially in automotive and manufacturing. The application of this technology to construction will have a significant impact as there exist challenges in developing the full-scale physical prototypes for each project in construction and the development of virtual prototypes will enable detailed visualization and planning which can improve the efficiency of the overall project delivery process. Virtual Prototyping for the Architectural Engineering and Construction (AEC) industry is available today through tools popularly referred as Building Information Modelling (BIM). BIM is an integrated representation of a structure, encapsulating geometric as well as process-related information which enables the AEC stakeholders to work collaboratively for the efficient project delivery throughout the lifecycle of building projects 18. Like any other technology, BIM also pose limitations and constraints for its effective adoption16. Further, Building Information Modelling is fairly new to the South African building industry, thus has not yet gained popularity; however it obtained an opportunity to be utilised during the construction and renovation of the 2010 FIFA World cup stadiums21.However the improper adoption results in the substandard solutions on the building project delivery. Hence, investigating the effective
adoption of BIM and its challenges are important in developing countries such as South Africa. The aim of the study is to identify the challenges faced by the South African Architectural industry while adopting BIM and the strategies to overcome the same.The paper has seven sections; the second section elaborates the literature on BIM and its application followed by the adoption challenges and strategies in the third and fourth section. The fifth section outlines the research methodology used in this study. The sixth section depicts the analysis and results of the study followed by the summary and conclusion at the end.
LiTERaTuRE On Bim anD iTS aPPLicaBiLiTY
BIM is advantageous to all the stakeholders of the AEC industry in all the stages of infrastructure project. In the pre-construction phase, BIM is used to estimate the budget and time, through linking the BIM model to a cost/time database thus ensuring concept, feasibility and design benefits of different alternatives 10. During the design phase, BIM improves the quality of design and drawing deliverables through its integrated design and analysis environment 15. BIM also assists in design efficiency 10
as the central database updates all the changes in the building models at the same time. Further, identifies the clashes as and when the initiated change generates one. Further, BIM assists in making informed decisions regarding costs before the actual construction stage commences based on the final design models 17. In addition, BIM can aid in executing complex building performance analysis to ensure an optimized sustainable building design. The most effective decisions related to the sustainable design of a building can be made in the early design and pre-construction stages which reduces the maintenance and operating costs at the later stages of the project 4.
During the construction stage BIM can create a simulation of the day-to-day construction process, thus illustrating how a building or site would be represented pictorially at any point in time and revealing potential risks and opportunities for possible improvements 5,10. Morrison 17 claims that through 4D models, a greater control over time can be achieved by identifying any items that are required to be part of the upcoming sequence of work. Further, the model can be used to create a readymade schedule for material ordering, fabrication and delivery for all building components 5.Fabrication can be done by transferring the design model into a BIM fabrication tool and detailed to the level of fabrication drawings and specification 10.
BIM is also an important tool during the operational stage; the model creates concurrent information on performance and various economic aspects of the project 22. Further, BIM consists of a digital document trial that assist in transformation and development during the building operation. Further, information regarding the project can be loaded in the model after completion of the construction project as built and can be used by the building owner and the facility manager to identify the new opportunities for revenue expansion, fostering new cooperation, innovation and building life-cycle savings. The facility manager can further use the data in the model to prepare maintenance schedules, manage daily operations, for future purchases and construction additions etc. 22. With this wide spread application in various stages of the building project, the BIM should be adopted as a collaborative tool for all the stakeholders. Collaboration in the building project is affected by many factors however; the architects are playing a key role in facilitating the collaborative working practices of any building project. The first step towards the collaborative working practices demand a consistent integration of all project data, through the adoption of information technology applications and tools such as BIM. Though the big architectural firms play a leading role in
the adoption of BIM in South Africa, it is not wide spread as it should be. The adoption of BIM poses various challenges to all the developing nations such as South Africa, India etc. Developed countries such as USA, UK, Australia and some Nordic countries were also faced with similar challenges and have realized the potential of BIM and its contribution towards the effective infrastructure project delivery; many initiatives have been taken by various AEC stakeholders for the efficient BIM adoption by means of policies and best practice procedures in these countries and improved the BIM adoption 18,6. However, the BIM adoption in developing countries such as South Africa, require the industry readiness along with the initiatives by government/regulatory bodies. Hence, the current study explores the challenges faced and the strategies towards its adoption in the South African architectural firms.
Bim aDOPTiOn chaLLEngES
The BIM adoption challenges among the architectural firms are originating from internal to the external factors. Many architects display social and habitual resistance to change, as they are satisfied with traditional methods to design projects, and are sceptical of the new functions and advantages that BIM has to offer, however according to research conducted by Yan and Damien 22, many design teams are planning to adopt BIM within next three years and the others are considering it for future use. An adequate amount of evidence suggest that the architectural profession has begun to become pressurised regarding the adoption of BIM technology 2, however there exists a gap between architects and their respective other AEC stakeholders regarding the use of ICT tools 11. The full benefits of BIM could only be realised if the BIM process is integrated and utilised by all other disciplines in the AEC sector, this may be due to the lack of willingness or resistance to change by other AEC stakeholders 9, this also discourage the architect to adopt BIM. The economic aspects of implementing BIM also pose a variety of challenges such as the cost of software and hardware, as well as the cost involved in training the employees 15. Further, there are no clear guidelines as how to implement BIM collaboratively in order to achieve its full potential 8. In addition, the ownership of the BIM data and protection through copyright has a number of legal issues to the BIM users, which also hinders the adoption of BIM 10,14. Another issue faced when utilizing BIM, relates to liability or responsibility regarding the information inserted into the model 5. An industry such as the AEC, which is of collaborative in nature, there are many design applications in the AEC industry; therefore there is a concern of interoperability issues between these different applications and specialities 7,20, which also pose challenges to its effective adoption. In order to overcome the above said challenges, the individual AEC companies as well as the government along with the local statutory bodies have initiated many strategies. The following section discusses the same in detail.
aDOPTiOn STRaTEgiES
BIM implementation strategies differ depending on the requirements and capacity for improvement within the business 8, thus BIM integrated practices is not entirely about purchasing the correct software, but about adopting the correct processes, and ultimately finding the best tools which adds the highest value to the business 13. The strategies are also categorized in to external and internal. This paper covers only the internal strategies that an architectural firm may utilize to improve its effective BIM adoption. The strategies for the successful implementation of BIM based on the past studies are as follows; Identification of a BIM manager, Begin with a small scale, Continuous investments in BIM software and hardware, Increased communication and collaboration among the project stakeholders,
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11% Cost of BIM implementation outweighs benefits of BIM
16% Reluctance to adopt new processes and workflows
14% Firms not familiar with BIM use
7% Legal Issues such as ownership and copyright
16% Training required is costly
11% Market does not demand a change to BIM software
25% Hardware and Software required is costly
Figure 1 : Reasons for not using BIM
appropriate contracts to inform clients about the usage of BIM, Increase the willingness to use BIM among the project participants through awareness about BIM benefits and training on BIM 12,9,15,1.
RESEARCH METHODOLOGY
This study intends to develop and validate a survey instrument that assesses the implementation of Building Information Modelling in South African Architectural firms, challenges experienced and effective implementation strategies. The questions in the questionnaire had been developed on the basis of the above literature review. A pilot study was conducted by distributing the questionnaire to five individual architects to identify the instrument’s validity and free from any ambiguities. Prior to distribution to individual Architects sampled, the questionnaire had been numerously revised according to academic and pilot responses recommendations. The responses were collected in the form of a five point Likert scale and option checks. Questionnaires were directed to 230 architectural firms whose email and physical addresses were retrieved from the Gauteng Institute for Architecture (GIFA), however only approximately 52% of these addresses were valid. A total of 27 questionnaires were received, representing a response rate of 11.74%. The participants responded to the study were all holding the managerial or lead architect positions in their firms.
ANALYSIS AND RESULTS
There were 27 architectural firms participated in the study among which, 16 firms were using BIM on their current projects. Those 16 participants were asked for the challenges and strategies during their effective BIM implementation. The remaining 11 participants were not using BIM before however they are using the 2d and 3d CAD technologies. The questions regarding their non-utilization of BIM were asked and figure 1 summarises the results. The cost of the BIM software and its supporting
hardware is mentioned as the top reason for not utilizing BIM. The participants who were using BIM were also asked to list the reasons for using BIM and challenges and strategies during their BIM implementation. The results of the analysis are shown in Figure 2, Figure 3 and Figure 4. The x axis represents the various factors and the Y axis represents the frequency of the no of participants agreed/ disagreed for the respective factors as explained in the figure. From Figure 2, it is evident that the main reasons behind the adoption of BIM among the architectural firms are to get the competitive advantages; further the analysis showed that BIM’s capabilities of improving the overall project delivery and quality of the work motivated them to utilize BIM. It is evident from the analysis that there is no push from the external stakeholders to the architectural firms regarding the BIM implementation, the client and other project participants are not insisting /encouraging the utilization of BIM. However, the main advantages of utilizing BIM in the literature such as its ease of use and increased collaboration among the stakeholders are not realized as the driving force behind the BIM implementation of the architectural firms in this study.
The challenges that the architectural firms faced during their BIM implementation is represented in Figure 3. All the possible challenges experienced around the world are accepted as challenges in South Africa too. However, the costs of BIM software, hardware along with its poor interoperability related issues are rated as the main challenges. The poor interoperability might be a reason for the other stakeholder’s non willingness to BIM implementation which is also recorded as one of the challenges. Hence the architects are not realizing the BIM’s capacity of stakeholder’s collaboration as their main driving force to implement BIM as in Figure 2.
Further there are no standard guidelines or friendly contractual arrangements regarding the BIM utilization in South Africa, many of the respondents mentioned that this as a challenge to the effective BIM adoption.
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be considered for the effective adoption of BIM however, increased cost of BIM software and hardware are placed as the highest ranked challenges of BIM implementation and the same is also identified as the main reason for not implementing BIM among the non-users. Findings further indicated that the absence of company training programs and non-availability of trained architects are also regarded as major challenges hindering the implementation of BIM, while correspondingly offering BIM training programmes to employees is ranked as the highest success factor.
Further, Empirical data states that architectural firms experience difficulty in successfully implementing BIM due to lack of willingness or resistance to change from traditional methods by project participants. Establishment of new processes and workflows for the BIM implementation is also mentioned as a challenge. Literature further stated that architects face a dominant challenge such as liability concerning ownership of drawings, however findings from the present study indicated that legal issues regarding document ownership and production does not pose as a challenge in South Africa , this is further confirmed during the open ended interview conducted with the successful BIM implementers.
According to the past research conducted globally, interoperability is the main issue which hinders the efficient use of BIM, however in South Africa; interoperability is mentioned as a challenge but not as a top challenge. Further during the interview among the users revealed that the insistence of BIM utilization through building standards and approval process may force the participants to adapt BIM such as in UK, USA and other Nordic countries. The current study discussed the issues related to the BIM implementation among the South African architectural firms with weaker statistical substantiation. Further research with more sample size is needed to conclude the results with compelling statistical evidences.
There is also resistance to the new technologies over the traditional methods which are true to all the technological advancements in AEC sector. Legal issues regarding the document ownership and protection, such as Information security and digital rights management of BIM are not recognised as a challenge during BIM implementation as there are only architectural firms mostly utilizing the BIM however in future the rights and security of BIM data becomes a prime challenge if there are no appropriate contractual arrangements among the stakeholders. Access to the training on BIM both internally and externally are also mentioned as challenges, however the clients resistance is not considered as a challenge to the effective BIM implementation.
All the strategies mentioned in the literature review section are also accepted as effective BIM implementation strategies by the respondents. Figure 4 shows the same. Frequent and continuous BIM training programmes to the employees are accepted by all the respondents as an effective BIM implementation strategy. Some strategies which are accepted by almost all the participants such as, assigning a dedicated BIM manager, continual investment on BIM software and hardware, Effective BIM implementation plan. The client’s insistence towards the adoption of BIM is also mentioned as a strategy for the implementation; however, significant number of respondents did fail to agree the same.
SUMMARY AND CONCLUSIONS
BIM is fairly new to the South African Architectural industry and the results from this study validate this statement, as most of the respondents are currently utilizing BIM for the past 0-5 years only. Although not all Architectural firms are utilizing BIM, most are aware of the technology. According to BIM users, the most salient reason for using BIM is to gain competitive advantage in the Industry. Based on this study, it is evident that the continuous investment in the BIM software is one of the success factors to
Figure 2 : Reasons for using BIM
Request from client
More pay for providing BIM services
Improves the overall project delivery
Improves quality of work
Increases performance
Ease of use Increase collaboration among project participents
Stakeholders willingness to adopt BIM
Gain competitive advantrage
0
2
4
6
8
10
12
AgreeStrongly Agree
Neutral Disagree Strongly Disagree
0
2
4
6
8
10
12
14
AgreeStrongly Agree
Neutral Disagree Strongly Disagree
Resistance from client to change from traditional methods
Resistance from other project participants to change fromtraditional methods
Non-availability of trained architects
Non-availability of training centres
Absence of companies training program on BIM
Increased cost of BIM software
Increased cost of hardware required
Inter-operability issues
Establishing new processes and workflows
Legal issues regarding document ownership and protection
Information security and digital rights management
Lack of good contracts to regulate collaborative use of BIM
Figure 3 : Challenges while using BIM
0
2
4
6
8
10
12
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AgreeStrongly Agree
Neutral Disagree Strongly Disagree
Assigning a BIM manager
Increasing collaboration and communication among project participants
Educating the client on the benefits of using BIM
Clients insistance through contract
Continous investment in BIM software
Continous investment in BIM hardware
Development of BIM implementation plan
Increasing employees willingness to use BIM
Increasing willingness among other participants
Ensuring adequate working knowledge of BIM and its functions to employees
Offer BIM training programmes to employees
Figure 4 : Strategies for effective BIM implementation
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REFERENCES
1. Agustsson, G.I. (2007), Building information modelling and the impact on the building industry.7th semester international Copenhagen Technical Academy, October 2007;1-29:
2. Arayici, Y. (2008), Towards building information modelling for existing structures. Structural Survey, 26 (3): 210-222
3. Arayici, Y., Coates, P.,Koskela,L. and Kagioglou, M. (2011), Technology adoption in theBIM implementation for lean architectural practice, Automation in construction, 20: 189-195
4. Azhar, S., and Brown. (2009), BIM for Sustainability Analyses, International Journal of Construction Education and Research, 5(4): 276-292
5. Azhar, S., Hein, M., and Sketo, B. (2008), Building Information Modelling (BIM): Benefits, Risks and Challenges. Proceedings of the 44th ASC Annual Conference (onCD ROM), Auburn, Alabama, April 2-5, 2008.
6. Building SMART Australasia, (2012), National Building Information Modeling Initiative Volume 1: Strategy, A strategy for the focused adoption of building information modeling and related digital technologies and processes for the Australian built environment sector, A report for the Department of Industry, Innovation, Science, Research and Tertiary Education. Australia.
7. Campbell, D., A. (2007), Building Information Modelling: The Web 3D application for AEC, Proceedings of Web3D- 2007, Perugia, Italy, 2006.
8. Coates, P., Arayici,Y., Koskela, L., and Kagioglou, M. (2010), The key performance indicators of the BIM implementation process. ICCB, Nottingham, UK.
9. Dawood, N., N. and Iqbal, N. (2010), Building information modelling (BIM): A visual & whole life cycle approach. 10th international conference on construction applications of virtual reality.CONVR2010, Sendai, Japan, November 4-5, 20107-14.
10. Eastman, C., Teicholz, P., Sacks, and R.and Liston, K. (2008), BIM Handbook: Guide to Building Information Modeling for Owners, Managers, Designers, Engineers, and Contractors. John Wiley& Sons, Inc. Canada.
11. Firat, C., Arditi, D., Hamalainen, J., Stenstrand, J. and Kiiras, J. (2010), Quantity take-off in model based systems. Proceedings of the CIB W78 2010: 27th International Conference –Cairo, Egypt.
12. Hardin.B. (2009), BIM and construction management proven tools, methods and workflows. Wiley Publishing Inc. Canada.
13. Jernigan.F. (2007), BIG BIM little bim: the practical approach to building information modelling, integrated practice the right way United States, 4site press, USA.
14. Katz, G., I., and Candrall, J., C. (2010), BIM, BAM, BOOM-Getting the most from BIM. CONSTRUCT2010 Conference, Philadelphia, Pennsylvania, 14 May 2010.
15. Luthra, A.(2010), Implementation of Building Information Modelling in Architectural Firms in India. College of Technology Directed projects Paper one: Purdue-ePubs.
16. Mihindu, S., and Arayici, Y. (2008), Digital construction through BIM systems will drive the re-engineering of construction business practices. 2008 International Conference Visualisation, IEEE Computer Society, 29-34.
17. Morrison, C. (2010), BIM 2010: The benefits and barriers for construction contractors in Auckland. A Report for Industry Project CONS 7819 www.unitec.researchbank.ac.nz.
18. NBS, (2013), National BIM Report 2013. RIBA Enterprise Limited, 2013.
19. Singh, V., Gu, N., and Wang, X. (2011), A theoretical framework of a BIM – based multi – disciplinary collaboration platform. Automation in construction, 20: 134 -144.
20. Steel, J., Drogemuller, R., and Toth, B. (2012), Model interoperability in building information modelling. Software & Systems Modeling ,11(1): 99 – 109
21. WSP. (2012), BIM-Changing our industry: national route N3-New van Reenen’s pass: Case study. [Online].Available: www.wspgroup.com
22. Yan, H., and Damian, P. (2008), Benefits and Barriers of Building Information Modelling. 12th International Conference on Computing in Civil and Building Engineering, Beijing, China, 2008.
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STRATEGIC MARKETING BY QUANTITY SURVEYING PRACTICES IN SOUTH AFRICA
Nishani Harinarain1
1School of Engineering, Property Development Programme, University of KwaZulu-Natal, King George V Avenue, Durban, 4001.South Africa. Tel.: [email protected]
PURPOSE: This paper aims to identify the extent to which strategic marketing is practised within Quantity Surveying (QS) consultancy practices, by examining the marketing mix concept with an emphasis on whether firms strategically position themselves to meet changing market demands.
ABSTRACT
Purpose of this paperThis paper aims to identify the extent to which strategic marketing is practised within Quantity Surveying (QS) consultancy practices, by examining the marketing mix concept with an emphasis on whether firms strategically position themselves to meet changing market demands.
A quantitative study was utilised to determine the degree to which strategic marketing was employed within QS firms. A link to an online survey was distributed via e-mail to respondents. A total of 150 registered firms were randomly selected of which 39 questionnaires were completed and results recorded.
Findings This study found that there was a general lack of knowledge pertaining to marketing concepts and its application. It was also found that quantity surveyors still value experience and the traditional method of business practise by relying on the firm’s reputation and connection base in order to attain work and sell their services to the public.
Originality/value of the paper The development of a formal strategic marketing plan is an imperative activity of a professional service organisation seeking to gain a market share and ultimately to be profitable. It is therefore of paramount importance that planning is conducted for strategic marketing.
Keywords: marketing, quantity surveying, South Africa, competitive advantage.
INTRODUCTION
Quantity surveyors (QS) provide cost advice to clients and endeavour to maintain a building project to within an agreed budget from the feasibility study stage through to completion1. The quantity surveying profession is becoming more competitive than ever and there is an increasing realisation of the need for marketing with a specific focus on the key pillars of success including the technical quality of work and an emphasis on the management of client relationships2. But although aware of the need to improve their services, many QS’s still do not seem to pay enough attention to marketing. Marketing is described as a management function which aims to satisfy the clients’ objectives while achieving organisational goals1 and this important in order to achieve market differentiation and a competitive edge. With the significant increase in competition in the marketplace, and in particular the QS profession, quantity surveyors need to realise that no matter how good their services are, they will not automatically sell1.
In a QS consultancy practice there is a general lack of knowledge pertaining to marketing and how it can be integrated with business and project planning in construction, rather than simply being used as a side promotional tool3. This is due to the fact that traditionally professional consultants depended on their reputations and extensive connection base obtained over years of experience in order to sustain business4 and they think that they will continue to achieve high standards and good customer relations based on past performance without the need for strategic planning or specific marketing strategies1, 5. Over the last decade, gaining the competitive advantage in the construction industry for professional consulting firms has become increasingly challenging, therefore becoming a much more serious activity, and subsequently, imposing a new set of
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challenges to professional consultancy firms6. Strategic management can greatly assist managers in their pursuit of organisational goals and it was with in mind that the purpose of this study was to identify the extent to which strategic marketing was practised within QS consultancies, with an emphasis on whether firms strategically position themselves to meet changing market demands by adopting the marketing mix concept. A questionnaire was used to determine the degree to which strategic marketing was employed within QS firms. One hundred and fifty quantity surveying firms were randomly selected from the Association of South African Quantity Surveyors (ASAQS) website to partake in this study. Thirty nine firms responded positively to the survey questionnaire. The relative importance index was used to rank the importance of the various marketing functions.
Literature review
Marketing is more than an advertising tool used to sell products and services6. Marketing in itself is seen as a management function in which one assembles market intelligence, identifies service opportunities, develops strategies, establishes priorities and mobilises resources to address sales7. The concept of marketing has been subject to a variety of definitions8 but the common thread running through these definitions is that marketing involves a fair degree of planning, promotion of products/services, building customer relationships and strategic positioning within a market/industry in order for a business to be profitable and achieve long-term success.
The fundamental activities of marketing9 include:
- To define markets or client groups that are relevant to the business operations;- Find out what the majority of the market wants; Select the categories of clients/client groups whose needs can be best satisfied by your firm;- To inform potential clients or actual clients about what you offer and how to obtain it (goods or services);- To constantly decide on what to add, subtract or modify to your initial offering (e.g. updating marketing plans/strategies).
This paper presents the results of a study into how quantity surveyors perceive the marketing mix concept because the development of a marketing orientation should be the first task of a professional service organisation seeking to become proficient at marketing1.
The marketing mix
The goal of any professional firm should be the creation of a service that adds value for the clients and creates a profitable customer relationship8. The demand for such a service can be developed through the use of a formalised marketing tool known as the marketing mix. It is a set of controllable variables that a firm blends to construct the responses its desires in the target market8. The purpose of the marketing mix analysis is to provide the organisation with an opportunity to develop a sustainable competitive advantage.
Professional services’ marketing involves programmes designed to retain present clients and attract new clients by satisfying their needs5. Construction marketing activities can be grouped in the following characteristics, namely:
• Informationserviceswhichprovideinformation aimed toward a select group of clients
on a regular basis. Networking with fellow professionals and contractors in the industry can also help develop a positive image for the firm;
• Advertisinginordertoincreaseawarenessofor gaining recognition for the company’s name and capabilities;
• Publicitywhichmaybeachievedthroughmedia coverage in any form;
• Brochuresandpublicationswhichaddressclient’s specific needs with specific focus on capabilities, expertise as well as the most momentous accomplishments by the firm;
• Acorporateidentityprogrammesystemofsymbols, names, and mottos that appears on forms, letterheads and other stationery items, clothing and accessories, offices and equipment;
• Pricestrategy,modifiedcontractsandadditional services;
• Theeducation,supportandparticipationofall employees. The involvement of all employees in a marketing plan can be a vital recipe for success2,
5, 10.
The concept of the four P’s (product, price, place and promotion8) of marketing was first proposed in 196411 and was later integrated within the business environment. Marketing of the four P’s represents the consumer market and it is said to be inadequate for services marketing hence the development of a further three P’s (people, process and physical evidence)8 as shown in Figure 1.
The development of the seven elements was primarily to ensure that comprehensive attention was paid to strategic possibilities and so that firms could take a more strategic approach to marketing and to review all possible aspects of the firm’s offerings. To be successful, a firm must do better than its competitors at satisfying its clients or target market. Therefore marketing strategies must be implemented and adapted to best suit the needs of one’s clients/consumers8, 10.
Quantity Surveying and marketing
A quantity surveyor is essentially a construction cost consultant who is qualified, professionally trained and experienced in financial and contractual aspects of construction12. They have expert knowledge of costs, values, labour and material prices, finance, contractual arrangements, procurement advice and legal matters in the construction field10, 13.
Change is inevitable and the QS services have evolved over years by building on the foundations laid down earlier by the profession. The evolved roles now include advanced investment appraisal, advice on cost limits and budgets, whole life costing, subcontract administration, environmental services, measurement and costing, technical auditing, advice on contractual disputes, administering maintenance programmes, planning and supervision, valuation for insurance purposes, project management and facilities management13.
Over the last decade, gaining the competitive advantage in the construction industry for professional consulting firms has become a much more serious activity and has subsequently imposed a new set of challenges to professional consultancy
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firms6. Marketing within the professional consultancy industry is seen at worst as an unknown concept, and as a best case scenario as a new concept approached with cynicism14.
There has been several developments which has fuelled the need for consulting firms to embrace marketing strategies and ideals. This includes the lifting of certain restrictions on advertising4. Prior to 1987, marketing and advertising by professional Quantity Surveyors in South Africa was strictly prohibited in terms of the Quantity Surveyors Regulations (No. 208 dated 4 February 1983 as amended). Based on the Quantity Surveying Profession Act (Act No. 49 of 2000) any marketing/advertising by a professional Quantity Surveyor must essentially be in a manner that is professional, not self-laudatory, misleading or inaccurate or derogatory to the dignity of the profession14.
The other determinants include the overcrowding of professions resulting in an increase of competition for clients; concerns over public image, the volatile nature of the construction industry the introduction of the recommended tariff of fees which replaced the previous obligatory statutory fee scale which resulted in fee competition for professional services10.
It is also worthy to note that practitioners and the general public viewed marketing as an ‘unprofessional practise’8. In the past, many professionals did not consider ‘marketing’ as an activity that was relevant to them, and that ‘selling’ was beneath their professional standards2. Specific to the quantity surveying field, many of the practitioners mistake the true meaning and value
Productcovers both goods and services of a business and involves the marketing of the item/service’s features, quality, benefits and quantities.
Pricerefers to the amount that the customer will have to pay to acquire the product.
Placerefers to the location where these products/services will be distributed from or made available for the customer to purchase.
Promotingis essentially providing potential buyers with as much information as possible about the product/offering through market communication.
Peopleare the employees that provide the service to the client.
Processis the manner in which the outcome was achieved or how the services are delivered.
Physical evidenceis the manner in which the service, product and company is viewed by the client.
of marketing as they see it as manipulative, intrusive, wasteful and unprofessional while others see it as pure advertising and selling1.
The growth in the interest of marketing is realised in all professions and can be largely related to the increasing competition that is experienced throughout all professions. It is for this very reason that management need to expand their powers of logic and reasoning and need to increase their operation effectiveness. The professions are facing a changing market environment where competition is increasing and clients are becoming more critical of the professionals work2.
A strategic market approach can be a useful accolade to a firm if managed effectively. The marketing function of quantity surveyors in South Africa needs to be developed for the sustained satisfaction of clients10. It is with this in mind that this research was conducted and the following section discusses the research approach adopted.
RESEaRch aPPROach
The overall positivistic approach15 adopted allowed the researcher to treat the subject of marketing within QS firms from an objective stance. Essentially positivist thinkers support the scientific method as a means of knowledge generation, arguing that the social world exists externally to the researcher, and that its properties can be measured directly through observation15.
This research gauged the extent to which professional QS firms utilised strategic marketing in order to improve their services. Quantitative research which is used to establish, confirm or validate relationships and to develop generalisations that contribute to theory15, 16 was used to determine the degree to which strategic marketing was employed within QS firms. An online survey was distributed via e-mail to respondents whereby a link was attached allowing a simple process which took fifteen minutes to complete. The questionnaire was divided into three main sections. Section A collected demographic and general data. Section B assessed the degree to which various marketing functions were being exercised within that QS firm. This was successfully achieved by using the Likert scale. This scale is best used to measure the behaviour or attitude of respondents towards a phenomenon15, 16. Section C analysed quantity surveyors’ perceptions of marketing.
The sample population was obtained from the Association of South African Quantity Surveyors (ASAQS) data base of registered professional QS firms. A total of 150 registered firms were randomly selected. The researcher obtained e-mail addresses for 115 of the 150 listed firms. Of the 115 e-mailed questionnaires sent, 6 deliveries failed, bringing the total number of successfully delivered e-mails down to 109. Seven days after dispatching the initial request a follow-up reminder was sent out prompting recipients to participate had they not yet done so. A total of 39 questionnaires were completed and results recorded, achieving a final response rate of 35.7%.
DiScuSSiOn anD anaLYSiS
The majority of business owners understand the need for marketing but feel inadequate at the thought of actually having to do their own marketing14, especially in small businesses that do not have departments assigned to this task. With the use of effective marketing, a business can rapidly expand and be very successful. This makes marketing a crucial part of every business and both time and money should ideally be allocated for this, given that 55% of the respondents have been practising for more than 11 years.
Figure 1 : The 7 P’s of Marketing
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This proves vital to the study as it shows that the majority of the firms have been open and practising for some time now. Sixty two percent of the firms obtained their work through repeat clients. This supports previous research1 which also found that firms use connections and past clients to obtain work rather than expanding in a different direction and trying to attract new clients through marketing themselves more vigorously to the public.
The majority of firms rely heavily on higher management for strategic marketing direction, with a response rate of 39% and 24% for directors and senior partners, respectively. Only eight percent of firms indicated that they utilised the services of external marketing agencies to develop marketing strategies in order to assist them in maintaining a competitive advantage. It is common knowledge that within the corporate world the ‘marketing department’ forms a substantial and vital component of the business management function, yet within the QS profession results confirm as few as 3% have indicated that they have a dedicated marketing department. These statistics clearly portray the extent to which marketing is being employed by firms in today’s market environment. Ultimately the average number of personnel who are involved in the strategic marketing of firms is around 2-4 persons.
Section B of the questionnaire prompted respondents to rate on a Likert scale of 1 to 5 the importance of various marketing related functions to the overall success of their firm. Making use of the Likert scale the researcher was able to evaluate the importance of marketing functions by obtaining the relative importance index (RII) of each element and ranking them accordingly to the RII using the following equation: RII = ΣW / AN, where W=weighting given to each driver by the respondents and range from 1 to 5, A=highest weight and N= total number of sample17.
Each question in this section gauged the importance of one of five of the 7 Ps (product, price, place, promotion and people) of marketing as identified within the literature review to reveal the most prevalent marketing functions within QS firms. The two Ps, physical evidence and processes were not included in the analysis as previous research1 found that physical evidence was not an important factor in the marketing mix because clients usually place emphasis on delivering of the bill of quantities on time and that there is no need to have standard operating procedures/processes as every project has different requirements.
The overall importance of each marketing function as illustrated in Figure 2 and Table 1 yielded the following results. Of all the marketing activates analysed product-orientated marketing (RII=0.724) was the most commonly practised among QS firms. This was followed by price, place, promotion and lastly people orientated functions, with scores of 0.528, 0.500, 0.492 and 0.478 respectively.
Table 1 indicates the relative importance index of the marketing mix. Each of the marketing mix components is discussed on the next page.
Product is the services provided by the QS firms, for example feasibility studies, financial management and cost valuations. The top two product-orientated marketing activities identified by respondents were; ‘seeking client satisfaction’ and ‘adapting services to match client’s needs’.
These results illustrate the importance firms place on the level of service they render. This was somewhat anticipated, as professional quantity surveying by nature is a consultancy service and therefore heavily dependent on client satisfaction to ensure long term prosperity.
Product orientated
Price Place Promotion People orientated
Figure 2 : Relative importance of marketing mix
The least important product-related function was identified as ‘obtaining customer feedback to establish market requirements’. This result shows the QS firms disregard for the benefits gained through customer analysis which is regarded as a vital component to effective strategic marketing. This therefore highlights that QS firms are not implementing marketing activities correctly. This question was crucial in establishing whether or not QS firms are in fact engaging with their clients to ascertain market needs. The results confirmed that despite acknowledging the importance of achieving client satisfaction through product differentiation and development, QS firms do not in fact base their efforts on the actual market forces to which they are exposed. There is a lack of emphasis on gathering direct data from clients on their requirements, experiences and level of satisfaction with the service they have received. One has to conclude that the majority of firms are assuming what the client needs and expectations are and developing their services accordingly. Without a means of monitoring and adapting to actual market forces, the profession exposes itself to the risk of becoming redundant in the eyes of its clients, as consultants will fail to meet the ever changing needs of the market.
The second P, price is the means of setting the exchange value between two parties. The price-related functions results infer that the ‘discounting of professional fees’ is perceived to be the most prevalent (RII=0.615) means of adjusting price to meet market demands. A generally low relative importance of price-related actives suggest that price is not deemed vital in gaining a competitive advantage over other firms, however it can be employed as an effective mechanism when required. Firms tend to avoid having to adopt partnering arrangements (RII=0.422) which could potentially illustrate the competitive environment within which the profession operates or the potential conflicts and administrative difficulties that firms experience when collaborating.
Seeking geographical expansion in terms of place-related functions was generally perceived as an averagely important marketing function. The location of the firm is not an important factor as clients do not frequently visit them.
The purpose of promotion is to sell a firm’s services through informing, persuading and reminding the market with the use of tools such as brochures, newsletters, information sheets, etc. For the promotion-related functions ‘firm branding, business cards, etc.’ was perceived to be the most important form of promoting QS firms, while ‘soliciting prospective clients’ and ‘developing and maintaining a company website’ ranked 2nd and 3rd, respectively. The results indicate that firms are of the opinion that the activity of soliciting prospective clients is an important component to the success of their business. This highlighted the point that firms acknowledge the need to attract new clients in order to survive, and yet one can see a generally negative perception towards promotional-orientated activities.
The development of a company website was viewed relatively positively as a promotion-related activity. The results confirm that QS firms are embracing technological changes and seeking to maximise their exposure by using interactive communication tools such as the internet and social media. This exciting avenue offers new directions and opportunities for business expansion.
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MARKETING ACTIVITIES RII
PRODUCT-RELATED ACTIVITIES 0.724
Seeking client satisfaction 0.868
Adapting services to match client needs 0.779
Recruiting high quality personel 0.717
Training employees to improve your level of service 0.696
Obtaining customer feedback to establish market feedback 0.559
PRICE-RELATED ACTIVITIES 0.528
Discounting professional fees 0.615
Providing free preliminary services / estimates 0.527
Pursuing partnering agreements 0.442
PLACE-RELATED ACTIVITIES 0.500
Seeking geographical expansion 0.500
PROMOTION-RELATED ACTIVITIES 0.492
Firm branding, business cards etc. 0.717
Soliciting prospective clients 0.673
Developing and maintaing a company website 0.586
Printing business profile brochues and distributing to potential clients 0.513
Participating in tradeshows/ conferences 0.480
Issuing news releases to clients and industry 0.468
Advertising in professional publications ( read by industry players) 0.436
Employing marketing consultants / design agencies 0.434
Advertising in general publications ( read by public) 0.372
Participating in tradeshows conferences 0.365
Sending out company gifts etc. 0.365
PEOPLE-RELATED ACTIVITIES 0.478
Networking with Industry 0.750
Setting up scholarship/ sponsorships / endowments 0.410
Making charitable donations 0.378
Proving client entertainment e.g. complimentary tickets 0.372
Table 1 : Relative importance index of the marketing mix
However, contradictory to the results, the researcher found a poor representation of QS firms online.
By contrast advertising in professional and general print publications both ranked poorly. The responses to these questions highlight professional’s hesitancy to explicitly advertise their services. This stems mainly from the mentality that advertising of professional services is unethical and creates a competitive business environment, unfavourable to fellow professionals1. However this mentality must shift as markets demand competition and differentiation of products and services. A majority of the respondents (n=29) agreed that employing the services of external marketing agencies and public relations consultants was not important. ‘Sending out company gifts’ placed last. This might be because of the association such activities have with bribery and corruption, which would undoubtedly destroy a firm’s reputation.
Professional quantity surveyors are important because they represent the firm and form the firm’s image through their behaviour and attitudes. But in terms of people-related functions the results confirm that people-related marketing is the least utilised. Of the functions available, ‘networking with industry’ was considered the most valuable.
This can be attributed to the high valve placed on relationship marketing of the professional services industry, a common trait across all professions. By contrast, the remaining functions fell dramatically lower. Provision of client entertainment was not seen as a pivotal task. QS firms do not value the setting up of scholarships as a vital marketing tool. This is typical of a consultancy orientated business. Such activities are more prevalent within large corporations.
Figure 3 depicts the most prevalent marketing function performed on a regular basis by QS firms. Interestingly professional fee analysis featured as the most commonly performed marketing analysis (RII=0.628). This emphasizes yet again the competitive environment within which QS firms operate. ‘Developing services to gain competitive advantage’ was ranked as the second most commonly performed marketing activity. However the adaptation of services is often not founded on client feed-back as recommended by the majority of marketing literature covered. This suggests that firms are developing their services without basing changes on actual market needs, potentially a critical marketing error. This notion is supported by the fact that the execution of a detailed SWOT analysis by QS firms are rare (RII=0.473). Firms generally are not performing the required analytical observations of a strategic marketing plan.
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relatively positively as a promotion-related activity. The results confirm that QS firms are embracing technological changes and seeking to maximise their exposure by using interactive communication tools such as the internet and social media. This exciting avenue offers new directions and opportunities for business expansion. However, contradictory to the results, the researcher found a poor representation of QS firms online.
By contrast advertising in professional and general print publications both ranked poorly. The responses to these questions highlight professional’s hesitancy to explicitly advertise their services. This stems mainly from the mentality that advertising of professional services is unethical and creates a competitive business environment, unfavourable to fellow professionals1. However this mentality must shift as markets demand competition and differentiation of products and services. A majority of the respondents (n=29) agreed that employing the services of external marketing agencies and public relations consultants was not important. ‘Sending out company gifts’ placed last. This might be because of the association such activities have with bribery and corruption, which would undoubtedly destroy a firm’s reputation.
Professional quantity surveyors are important because they represent the firm and form the firm’s image through their behaviour and attitudes. But in terms of people-related functions
The last part of questionnaire (Section C) allowed the researcher to gauge the relative importance of the perceptions of professional QS’s about their profession as well as the importance of various marketing functions. These perspectives were importance to this research as it provided an understanding of how valuable marketing was actually sought out to be by practising QS’s.
Figure 4 indicates the QS perceptions of their profession and various marketing functions. There was unanimous opinion among QS firms that reputation and quality of service will attract clients. But firms can no longer rely solely on their reputations in such a volatile market place. To avoid becoming redundant firms must succumb to market forces and adapt to meet the demand of the client.
The respondents believed that when attaining new business, it is more valuable to know the right people in the right places than ones actual level of service. It must be noted that these results conflict with the perception that firms value highly their reputation and level of service over all other marketing efforts.
the results confirm that people-related marketing is the least utilised. Of the functions available, ‘networking with industry’ was considered the most valuable. This can be attributed to the high valve placed on relationship marketing of the professional services industry, a common trait across all professions. By contrast, the remaining functions fell dramatically lower. Provision of client entertainment was not seen as a pivotal task. QS firms do not value the setting up of scholarships as a vital marketing tool. This is typical of a consultancy orientated business. Such activities are more prevalent within large corporations.
Figure 3 depicts the most prevalent marketing function performed on a regular basis by QS firms. Interestingly professional fee analysis featured as the most commonly performed marketing analysis (RII=0.628). This emphasizes yet again the competitive environment within which QS firms operate. ‘Developing services to gain competitive advantage’ was ranked as the second most commonly performed marketing activity. However the adaptation of services is often not founded on client feed-back as recommended by the majority of marketing literature covered. This suggests that firms are developing their services without basing changes on actual market needs, potentially a critical marketing error. This notion is supported by the fact that the execution of a detailed SWOT analysis by QS firms are rare (RII=0.473). Firms generally are not performing the required analytical observations of a strategic marketing plan.
One is inclined to agree that marketing is of little value when business decisions are so reliant on relationships which might not reflect a firms’ true capacity to meet market demands.
The respondents agreed with the statement that “a well-designed professional service will sell itself”. This implies that on average firms highly value their performance, as a means of controlling their firms’ reputation and generating new and repeat business. The irony is that strategic marketing efforts are devoted to best satisfy the client by identifying the market wants and needs and then focusing the product or services in such a way as to meet those needs. In light of the results which suggest that QS firms reject the idea that innovation and improvement stems from the customer, reiterates that QS firms are perhaps too introspective and fail to view their services from the eye of the client.
The QS’s believe that the image of the profession does need improvement. Despite this, poor efforts are being made by firms to monitor the market and respond to market changes.
Figure 3 : Relative importance index of marketing functions of QS firms
Marketing function of QS firms
RII
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
Professional fee pricing analysis
Develop service to gain competitive advantage
Development and revising of an explicit marketing plan
Research intobusiness trends and new opportunities
Allocation of a marketing budget
Customer needs and characteristic analysis
Studies of competitors
SWOT analysis
Market share analysis
Advertising effectiveness research
0.63 0.63 0.60 0.60
0.54 0.51 0.50 0.47
0.43
0.32
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Figure 4 : Quantity surveyors perceptions of marketing functions and general image
Quantity surveyors perception about marketing
RII
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
The quality of a frims work & reputation are its most effective means of attracting & retaining clients
In procuring new business its more important who you know than what you do
A well designed professional service will sell itself
The public perception of QS needs improvement
Legislation regarding advertising of QS is too restrictive
Marketing is inconsistent with professional ethics
My firm believes that innovation and improvement stem directly from the customer
The services of QS are too complex to be adequately conveyed through conventional advertising
0.8160.753
0.719 0.708
0.597 0.571
0.541 0.526
There was a great degree of uncertainty among firms as to the implications marketing efforts will have on their professional reputation. This could be for a number of reasons. Perhaps firms are unfamiliar with the legislation governing marketing of the profession or it could stem from the traditional mind-set that marketing will tarnish a firm’s professional appearance. Either way the fact remains that firms are hesitant towards employing bold marketing efforts.
There was a neutral opinion to the statement that innovation stems from the customer. This suggests firms are relying on a more reactive rather than proactive means of adapting to changing market conditions. The literature reviewed confirms that the ultimate source of market information is directly from the customer as their expectations are becoming more complex and their technical knowledge base is expanding in a dynamic and rapidly changing environment1, 10. Yet QS firms choose to ignore this. They are probably of the opinion that they are more knowledgeable and that the client is ignorant in matters of construction.
A high percentage of respondents disagreed with the statement that ‘QS services being too complex to convey via conventional marketing methods/techniques’. This shows that there is no reason for marketing not to be used to inform the public of the services offered by the QS profession. This can be done without fear of miscommunication or confusion as to what the profession is about and how their services offered can benefit clients involved in any form of property development or construction in general.
cOncLuSiOn
The development of a formal strategic marketing plan is an imperative activity of a professional service organisation seeking to gain a market share and ultimately to be profitable. This study revealed that QS firms still rely largely on their own experience, ‘gut-feel’ and a pragmatic approach to overcome market challenges. But there is a shift in opinion towards embracing marketing provided efforts prescribe to legislation governing the profession. Research suggests that the vast majority of firms acknowledge the need to be client-orientated but this is
worsened by the lack of effort made by firms to actively seek and utilise client’s feedback to direct and adapt their services towards the needs of their customers. The need for strategic marketing planning is therefore paramount. The development of marketing plans, strategies and innovations provide a considerable advantage over rivals, enhancing a firms potential to gain share over the market and be profitable.
The findings of this study support the frequently expressed opinion that marketing management is ripe for a paradigm shift towards becoming individualised and interactive. It is recommended that if the services rendered by professional quantity surveyors are to remain relevant in the future, the professions must recognise and respond to these changing paradigms. Future research in this area can cover a comparative study with other built environment professions and the physical evidence and processes, two of the 7 P’s of marketing that were not included in the analysis of this study.
REFEREncES
1 Pheng, L. and Ming, K. 1997. Formulating a Strategic Marketing Mix for Quantity Surveyors, Marketing Intelligence & Planning, Vol. 15(6), pp 273-280.
2 Reid, M. 2008. Contemporary marketing in professional services. Journal of services marketing, Vol. 22(5), pp 374-384.
3 Walker, C., Ellis, R. and Mulcone, J. 2007. Construction Marketing – A Knowledge Transfer Partnership Case Study, RICS, COBRA, Construction and Building Research, Georgia Tech, Atlanta, USA, 6-7 September 2007.
4 Bloom, P. 1984. Effective marketing for professional services, Harvard Business Review, Vol. 62(5), pp 102-110.
0.90
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5 Kotler, P. and Connor, R. 1977. Marketing professional services, Journal of Marketing, Vol. 41(1), pp 71-76.
6 Ganah, A. Pye, A. and Walker, C. 2008. Marketing in Construction: Opportunities and Challenges, RICS Construction and Building Research Conference, RICS, COBRA, September 2008.
8 Kotler, P. and Armstrong, G. 2012. Principles of Marketing, 14th Edition, Upper Saddle River, New Jersey: Pearson Prentice-Hall.
9 O’ Shaughnessy, J. (1984). Competitive Marketing: a strategic approach, Boston: Allen and Unwin.
10 Bowen, P. and Rwelamila, P. 1995. Marketing of Professional Service by Quantity Surveying Consultancy Practices in South Africa, RICS, COBRA.
11 McCarthy, J. 1964. Basic marketing, Richard D. Irwin, Homewood: IL.
12 Seeley, I. H. 1997. Quantity Surveying Practice. 2nd Edition, Houndmills, Basingstoke, England: MacMillan.
13 Ashworth, A. and Hogg, K. 2007. Willis’s Practice and Procedure for the Quantity Surveyor. 12th Edition, Oxford; Malden, Mass.: Blackwell publishing.
14 South African Council for Quantity Surveying Professions (SACQSP). 2005. Code of Professional Conduct, [Online]. Available: http://www.sacqsp.org. za/ [20 September 2015].
15 Fellows, R. and Liu, A. 2008. Research methods for construction, 3rd Edition, Oxford, United Kingdom: Blackwell Publishers.
16 Leedy, P. D. 2005. Practical Research, Planning and Design, 8th Edition, Pearson Education Inc., Upper Saddle River, New Jersey
17 Shash, A. A. 1993. Factors Considered in Tendering Decisions by Top UK Contractors. Construction Management and Economics, 11(2), pp. 111-118.
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WATER RESOURCE MANAGEMENT IN CITY OF TSHWANE MUNICIPALITY
Irene Ochieng’¹Prof. Alfred A. Talukhaba²1,2Department of Building SciencesFaculty of Engineering and the Built Environment Tshwane University of Technology ,State Artillery Road, Pretoria, 0183 South Africa.+27 (0)12 382 [email protected], [email protected]
PURPOSE: This paper investigates the effectiveness of the model currently used in managing water resources within City of Tshwane Municipality in Pretoria.
ABSTRACT
Purpose of this paperThis paper investigates the effectiveness of the model currently used in managing water resources within City of Tshwane Municipality in Pretoria.
DesignSample design consisted interview questions. Data was obtained by interviewing.
Research Limitations and implicationsThe research was restricted within the boundaries of City of Tshwane Municipality.
Findings The findings of the study showed that there is inadequate water resource planning due to lack of skills and therefore incompetency. Moreover, the results indicated that there is poor maintenance of water infrastructure due to insufficient funds.
Practical implicationsThe study could be used as a basis for improving water resource management, focusing mainly on water conservation and water demand management.
ValueThe paper highlights key factors in enhancing water demand management within City of Tshwane Municipality and would be useful in formulating policy for water resource management at the municipal level.
Keywords: water conservation, water demand management, water resource management
INTRODUCTION
South Africa is a water-scarce country1. Taking into account the adverse effects of global warming on water resources, South Africa could face major challenges with regard to socioeconomic development as a result of inadequate water resources. There is an ever-increasing consensus amongst the scientific community that global climate change is a physical reality and specifically for South Africa, temperature is expected to increase by approximately 1.5° along the coast and 2.0°-3.0° inland of the coastal mountains by 20502. Moreover, population projection estimated that overall population of South Africa will grow to over 53 million people by the year 2025 this could also put a strain on water resources3. Considering the above factors influencing availability of water resources, an effective and a successful water resource management is required. However, there are various challenges which are setbacks towards an effective management of water resources. In addition to the challenge of water resource analysis, there is also shortage of technical skills both in the private and public sector to support the management of the water resources. Furthermore, DWAF estimates indicated that R600 million per year was needed between 2004/5 and 2009/10 in Gauteng to redress the capital replacement backlog and to carry out regular maintenance. Against this, the 2008 water demand management expenditure in Gauteng was only between R50 and R100 million, which is only sufficient to cover 20% to 40% of the annual maintenance requirement, without, even touching the backlog. Moreover, during this period the capital replacement backlog would have grown by 2% of the existing infrastructure per year, accruing to a massive additional 10% of existing infrastructure4. It is small wonder that the infrastructure leakage has reached crisis proportions and that municipalities are consistently failing to meet water demand
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management targets5. Insufficient funds could be just one of the challenges in water resource planning and management, regular maintenance should also include upgrading of water infrastructure systems as far as modern technological equipment is concerned. Present problems and future challenges are related mainly to limited financial resources and institutional capabilities, rather than to limitations of the resource. Thus, water crises may arise if the right investments, innovations and management decisions are not made at the right time. This could see jobs and livelihoods being affected, taps running dry and diseases spreading unnecessarily 6.
More than 80% of the households visited as part of their community awareness intervention programme had internal leakage problems 7. Therefore, conserving water requires an effort and responsibility of everyone in Tshwane Municipality. It is a responsibility of the government and water service providers to ensure that there is effective water resource management to ensure availability of water.
LITERATURE REVIEW
Water Policies
It is the policies initiated and implement by the government that impact majorly on the effectiveness in managing water resources. Driving force is the policy pertaining to management of water resources, which determines the approach taken by relevant authorities at all levels of government to manage the resource and therefore impacting directly on other driving forces and pressures. The National Water Policy White Paper (DWAF 1997b) and National Water Act (DWAF 1998) are based on the principles of equity, sustainability and efficiency8. However, managing the resource itself to achieve these three principles requires an extra more effort. Water is constantly in motion, passing from one state to another, and from one location to another, which makes its rational planning and management a very complex and difficult task under the best of circumstances9. On the other hand however, an effective water resource planning and water demand management requires a clear outlined duties and responsibilities of an organization or between an organization with different branches of related water institutions. DWAF administration appeared to resist the implementation of policies, particularly those which required the transfer of functions and funds to other agencies10. Some of the constraints operating against the proper implementation of water demand principles include lack of institutional capacity of water authorities to reinforce agreements, to provide a good quality service, to ensure payment for water and to include community participation in the management of schemes11. Taking into account the effects of global warming on water resources, the challenges within water sector involving DWAF and any other water institutions should be addressed as a matter of urgency. With responsibilities for water management shared between a number of government organizations there is an urgent need to implement integrated water resources management, through the enactment of the draft Water Bill of 1998 and the establishment of a National Water Authority12. Every decision made by DWAF regarding implementation of policies and regulations on water security in the whole country is crucial 22. South Africa potentially has sufficient water resources, but this can only be secured through the effective and timeous implementation of extended and smart water management options. These options are, however, subject to spatial, economic and physical constraints.
Implementing water management policies which include demand management is essential in ensuring that other challenges within the water sector affecting water availability are tackled. The implementation of demand management
principles will be an essential tool in ensuring sustainable water services and addressing the problems in the water service sector13. In order to ensure that there is continuous availability of water, repeated actions in managing water resources is key. Sustainable management of water resources is a journey without an end14. We cannot stop managing once we have reached a comfortable position. Therefore, government being the water service provider in Tshwane municipality bares an obligation to implement all policies regarding water resource management, the formulation of water resource policies should take into consideration the impact that the current actions are having on the water resources and the needs of future generations.
Water Resource Planning
In addition to lack of staff and skills, poor planning is also one of the challenges experienced by water sector reason for this15. But there is also a failure to learn from past mistakes and to see the benefit of true integrated planning, rather than a box-ticking exercise. Learning from the past mistakes will imply incorporating all the necessary resources to achieve effective planning. Although the Municipality is trying to respond to this, by improving its skills profile, in the meantime backlogs will remain and performance of systems will be poor. There is lack of co-ordination among various role players in water supply chain during the planning process. Inadequate clarity on institutional arrangement, roles and responsibilities is also a major constraint16.
The National Water Act provides for the development of the national and catchment-level water resource strategies. The obligation which sets out objectives, plans, guidelines and procedures, and institutional arrangements relating to the protection, use, development, conservation, management and control of water resources17. Some of the best ways to achieve efficient municipal sector water planning has not been taken into consideration. There exist elements of inadequate planning.
Water Resource monitoring and Evaluation
The progress of water services implementation and management are monitored and evaluated against key performance indicators and focuses on outcomes rather than inputs. The municipal reporting on water services compliance and performance is poor and the current reporting requirements are too onerous18. Too much detail is required and reporting requirements to different national departments are overlapping and duplicated19. And therefore, there is a need for the rationalization and simplification of reporting requirements. Monitoring requires the involvement of a wide range of interested parties with whom water managers should engage systematically to ensure that constraints are understood and coherent approaches are adopted. These should be technically feasible, guided by broader social and economic priorities20.
Water Resource Budgeting
Water resource budgeting is inadequate. There is potential for DWAF to finance themselves, the water services are generally under-priced, and this is partially due to over-reliance on national grants21. There is also a huge disparity in the ability of rural municipalities to generate income relative to their urban peers. In addition to the above mentioned financial challenges. There is a need for a greater emphasis on value for money when reporting on grant spending. Much of the reporting on sector performance is ‘technocratic’. These statistics tend to hide poor persons’ everyday experiences of services. There is a need to deepen understanding of, and to improve reporting on, citizen perspectives on service access and quality. The ‘citizen voice’
24
initiative is a good starting point from which to develop this area further.
Department of Water Affairs and Forestry is emerging from a difficult period of poor audit outcomes from the office of the Auditor General which calls for a new way of doing things from a financial management point of view29. The Department also indicated that though not ideal yet, the last few years have seen the Department improving on its financial management and reporting as to receive a qualified audit with less matters of emphasis.
Reduction of leaks and reticulation networks
Unaccounted for municipal water loss as a result of leakages could be as worse as ineffective water resource planning and management. Reducing the amount of lost and unaccounted for water in municipal water use has been identified as an opportunity for significant conservation of water22. In South Africa, unaccounted for water constitutes 26% of the total volume of portable water. Reduction of leakages could mean replacement of decayed/worn out pipes, repair of pipes that burst as a result of high pressure. Consumers are not an exception to this responsibility (accounting for water loss through leakages). It is estimated that about 27% of the water which Rand Water sells to municipalities leaks away. Of this, 17% constitutes leaks in municipal water systems, and 83% leaks out on private property 23.
The average water wastage due to plumbing leaks in the household is estimated at 20% of the total indoor household water use consumers should be encouraged to maintain their internal reticulation systems. Plumbing leaks involve any leaks past the consumer connection and include, leaks within the connection pipe, leaking taps, leaking toilets and leaking hot water geysers. This contributes to significant water loss24. Whilst no revenue may be lost due these leaks by the service provider, unused water is being wasted through leaking taps, pipes and faulty toilet systems. Together with the education programme and pressure control systems, these internal leaks can be reduced.
municipal Water loss
Water lost from potable water distribution systems remains a major issue when examining the overall water wasted throughout the country 25. One area in which rapid efficiency gains in water use can often be achieved is in municipal distribution networks. Unaccounted-for water (i.e. water that is put into networks and not billed to users or otherwise accounted for) is as high as 40% in many municipalities9. While some of the unaccounted- for water is actually an informal welfare transfer (in that it is taken by poor users from unmeasured outlets), a great deal is caused by leakage from distribution systems.
municipal Water Billing
Though, one of the most effective ways being used by local authorities to encourage consumers to use water more efficiently is through tariff mechanisms, there are several challenges pertaining to water metering thus, consumers may be billed incorrectly, the typical problems identified during the field investigations included illegible meters, buried isolating valves which had to be exposed, broken meters, stolen meters, incorrect meter installations, unmetered connections and erratic meters. Absence of water meters as well as malfunction of meters is costly since municipality cannot recover costs incurred in treatment of water26.
The pricing strategy needs to compose and include a clear methodology outlining the objectives of how pricing of water within municipalities for previously disadvantaged can be structured to ensure that targeted government support for their development over a realistic time period is achieved. Some of the challenges pertaining to raw water pricing strategy have been identified below :
It is important to note that there are a range of different challenges surrounding the raw water pricing strategy. Firstly, there are a number of implementation challenges, such as poor maintenance of the WARMS data base, poor billing systems, low levels of recovery of water resource management charges in particular, and lack of procedures for allocating income against particular cost centres.27
South Africa has a free basic water policy with the intention of making available at least 25 l/c/d (and preferably 50 l/c/d) of water available to poor households, at no cost to the household. National government provides an operating grant to municipalities that can be used to support the implementation of this policy at the local level. Beyond this, water should be priced at its full cost to ensure financial viability and sustainability. In many cases water is under-priced and hence the water service is under resourced, this contributes to the lack of maintenance and rehabilitation of water infrastructure. Different water tariffs are employed in South Africa to ensure enough funds are collected to maintain and expand the supply infrastructure. However, as population grows and demand increases, the price of water is likely to increase in the residential water consumption category.
Water Demand Management in Tshwane Municipality
Water management Drivers
Demand and supply of water needs to be balanced in order deal with challenges regarding water availability. Careful analysis of factors such as climate change that threatens existence of water resources is therefore a relative course. Developing strategies to adapt to the projected impacts of climate change becomes a priority. Therefore, water management mechanisms and policies needs to be developed to ensure that the existing and future water supply meets both the growth in demand and projected growing demand. On the other hand however, a participatory and consultative mechanisms will be required in ensuring that water users practice a great sense of ownership and responsibility to efficient water usage.
Demand - usage
The overall water demand is expected to increase by approximately 9% over the period 2000-2025 the total demand for water rising to 14 814 x 106m328. The reliable local yield is set to increase to 14 940 x 106 m³ over this same period, mainly due to growing wastewater return flows29. To be able to manage water crises in the country, the gap between supply and demand of water as minimal as possible. South Africa is projected to experience a 17% gap between water supply and demand by 2030 - a shortfall of 2.7 billion cubic metres - according to the global initiative encouraging big business to report their carbon footprint, the Carbon Disclosure Project. Some of SA’s most economically important catchment areas, including Gauteng province, would be worst affected.
Problems relating to reconciling water demand and supply will have to be looked into carefully. However, one of the challenges of water demand management could be as a result of insufficient policies, the policies giving special regard to water demand management are currently few in the Southern African
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region30. Taking into account of increased water demand, the problems pertaining to managing water demand is likely to worsen. Therefore, there a need to increasingly recognize implementation of new water policies that will effectively deal with current demand in water management.
Unless the current water usage pattern is changed, future demand will greatly exceed existing available fresh water resources; it is important to also note that it is not only the fresh water resources that is under strain, but also the entire water supply sources should be considered vulnerable31.
Supply - Future availability
Rapid population growth and urbanization could expose more people to water shortages, with negative implications for livelihoods, health, and security. This is confirmed by the DWAF which stated that in the long term the total water demand will likely exceed the availability of water within the country’s borders after 2025 and there will be a need to both reduce consumption and increase supply to maintain water security and allow for sustainable development32.
Attempts to implement water conservation and demand management have generally focused on narrow, technical solutions. The traditional approach of hydrologists and water resources engineers has been to focus on the supply side and the assessment of available water resources31. Forecasts of water demands have often been provided by other departments, ministries or consultants, with a wide range of uncertainty. Water demand patterns changes as population in the area grows; this then becomes a challenge for water service provider to ensure enough supply in order to meet demand. Water resource policy makers and professionals are now challenged to work out the practical implications of water demand management within integrated water resource planning, development and management33.
Efficient water use by consumers is one way to reduce water demand, lack of consumer support as one of the challenges in implementing water demand measures, this is highlighted by the fact that the per capita water consumption in many areas is significantly higher than in many other countries which have greater natural water resources than South Africa34.
Water conservation by consumers is one way of reducing water demand and therefore consumer behaviour also becomes a point of focus. Recognition that water use behaviour is a critical aspect of water demand management highlights a need for a better understanding of the psychological processes that underlie residential water demand35. Moreover, the aim should be to target the change consumer behaviour and attitude. Creating awareness on effective water use should be an on-going process, and consumers should regularly be reminded of the need to conserve water. However, changing water consumption behaviour cannot be achieved in an overnight, a report on evaluation of the level of improvement on consumer behaviour and attitude needs to be conducted. This is to keep a track record on consumers’ effort to conserve water. Thus, an expectation of high levels of commitment becomes a substantial requirement from the government and water service providers in relation to water efficient practices by consumers. More effort is required in order to educate consumers to change their perception with regard to water use36.
It is important to note that Tshwane Municipality also consists of previously disadvantaged communities where water supply infrastructure has been neglected, and little attention has been paid for several years. In this case, managing water demand
becomes a bit of a challenge. This explains why, managing demand for water in these communities will not be carried out effectively unless supply infrastructure is effectively upgraded. With regard to basic water provision on a daily basis in which everyone in South Africa is entitled to. Demand management should be practiced with a particular social awareness of the poor. However, the rich and the middle class become a target because majority of the households use modern machines which consume large volumes of water37. Taking into account of the challenges relating to water demand management, managing water demand need to be prioritized as it may become more challenging as population increases.
Moreover, an in depth knowledge of water conservation project in place adds to effective water management. Many managers are also not aware that water conservation projects can be one of the most cost-effective efficiency expenditures they can make. And that the facility managers are sometimes mistakenly believe that water conservation measures would lengthen the payback period when bundled in other conservation projects38. More has to be done and it is very unfortunate that WDM’s poor track record in South Africa is a fact that cannot be ignored and in most cases the predicted savings are not achieved.
RESEARCH APPROACH
Books, conference papers and journals in relation to the research topic were consulted in order to compile literature review as well as to design the research questions. The research problem focused on selected urban areas within City of Tshwane Municipality.
interview
Interview was taken by the operations manager from the City of Tshwane. As far as the position of an operations manager is concerned, as a key informant, the interviewee provided valuable information necessary for the research questions. The interview results and findings are presented below.
RESULTS AND DISCUSSION
municipal Water Resource Planning and Development
Desalination
a) Does water resource planning and development provide provision for the desalination as a source of water supply?
Water resource planning and development within the municipality currently do not provide provision for the desalination as a source of portable water supply. However, planning for Tshwane treatment of municipal effluents and return flows should be effective from 2017. Increasing water supply by exhausting available water sources and treatment options is one way of ensuring water availability within the municipality.
municipal Water Security: global Warming
b) Does the municipality have an outlined waterresource planning strategy to manage water security as a result of global warming?
Taking into account that climate change is expected to alter the current the hydrological resources not only in South Africa but worldwide, there are water planning strategies to ensure water security have been in place, municipality have implemented an outlined water resource planning strategy to manage water security specifically as a result of global warming, however, strengthening the implementation of such strategies and
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program requires more work in that the strategies has to be formulated in order to adapt to climate change.
municipal Water infrastructure Budget, maintenance and monitoring
a )How often is municipal financial audit report conducted?
Financial audit for the municipality is conducted on a yearly basis; however, a report financial record is compiled just before financial year to enable the municipality to budget.
b) How often is the municipal water infrastructure maintenance conducted?
Municipal water infrastructure maintenance conducted from 5 years. System of approach to maintenance; maintenance of water infrastructure has always been ignited by leakages. That’s when there will be a need for maintenance.
c) In a scale of 1-100%, please indicate the water infrastructure maintenance efficiency.
In a scale of 1-100 municipal water infrastructure maintenance bares efficiency below 50%; currently, there is a maintenance backlog as a result of insufficient funds to carry out regular maintenance.
d) Which type of rate structure(s) does the municipality use?
Municipality use increasing/rising block tariff for water, where the first block covers the Free Basic Water component of (6kl/household/month). For sanitation, municipalities resort to a number of different tariff models. Examples are metered volume of effluent, tariff mark up on metered water use, multiplier of property value or land size, tariff per household and flat rate. This has always been used, as the costs for water purification increases there is a need to increase consumers water payments. As consumption per cubic meter water, so are the charges increases.
e) How often does the municipality conduct performance audit on water service providers?
Conducting performance audit on water service provision reporting on performance for water management and service institutions is conducted in a yearly basis. Water service providers evaluated on their performance operations annually.
f) How often is reporting on performance for water management and service institutions?
Though Water Services Act, 1997 (Act No. 108 of 1997) compels monitoring of the performance of water service institutions; the effectiveness of the monitoring of the performance of these service institutions is poor. There is lack detailing pertaining to the reporting.
government Policies and Water Laws
a) Do you think engaging public-private partnership in all areas of water sector will help reduce challenges currently faced by water sector?
Engaging in public-private partnership in my opinion, will help in eradicating challenges faced in water sector, there is a wide range of activities involved such as planning and development and therefore collaborating skills in such activities is very necessary. an
b) The 2003 Strategic Framework confirms that over and above basic water services and sanitation, consumers will have to pay for water services. Would you say that every current municipal water use is paid for?
Though, the 2003 Strategic Framework confirms that over and above basic water services and sanitation, consumers will have to pay for water services.
c) How often are the water sector policies reviews conducted to ensure reliable and equitable water supply and delivery services?
Policies governing water resources may be reviewed in a period 5-10 years
d) Please identify barriers towards an efficient water cost recovery;
It is confirmed that not every municipal water use is paid for. Operation manager confirms that some consumers do not pay their water bills. Water services are relatively cheap however; there is lack of support from consumers.
e) What would you say is the major causes of water loss?
Illegal connection is one of the biggest challenges that the municipality is currently facing. The municipality cannot account for water loss through illegal supply to unregistered houses. Water theft is also a challenge, in addition to water loss, connections are forcefully removed and damaged, and consequently, pipes are either replaced or repaired depending on the extent of damage. a) Please state below who monitors the water quality prior to consumer use?
It is the obligation of the DWAF to monitor the quality of water prior to distribution for consumption.
b) Please state what municipality has done to reduce unaccounted for water in unregistered residential buildings;
In order to reduce unaccounted for water (UAW) there have to be implementation effective distribution management measures. We have developed a systemic leakage control program in place. In such a program, there are two components: water audits and leak detection surveys. Water audits measure water flow into and out of the distribution system, or parts of it, and to help identify those parts of the distribution system that have excessive leakage.
municipal Water Billing
a) Does the municipality provide bulk water metering systems for unregistered housing developments and informal settlements?
Municipality does not provide bulk water metering systems for unregistered housing developments and informal settlements. It makes it however, very difficult in tracing amount of water that goes unpaid; this currently a challenge. Water lost to unregistered houses and informal settlements can be categorized under water loss that can be accounted for. The major problem is that we cannot determine actual amount of water used by unregistered houses and informal settlements. There is wastage to unregistered houses and informal settlements since nobody takes responsibility in the common water points; there are a lot of water leakages.
b) How often do you calibrate your master meters?
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I would say that there is no time interval in calibrating water meters. The master meters are calibrated yearly to make sure that there is no faultiness and that the recordings from the meters are reasonable and as accurate as possible. Checks are conducted annually to ensure that every water user is correctly metered.
c) How often do you conduct review for municipal water pricing on payment made by consumers?
Review for municipal water pricing on payment made by residential consumers is done annually, in each financial year there is adjustment in water bills which is dependent on the costs incurred for water treatment, distribution and water service delivery.
d) Please indicate the status for installation of prepaid water meters for consumers?
Though the implementation of prepaid water meters will not only reduce overall water consumption but also reduce non-payment of water services by consumers which has been challenge, the use of prepaid water meters have not been implemented.
Water conservation
a) How often do you conduct water loss audits?
Water loss audit is conducted in every year. The effectiveness of both water loss audit and the program for improving efficiency of water infrastructure to curtail water losses is poor. Municipality has not been able to control water loss and managing water loses more effectively is currently a challenge.
c) How often is a complete water leakage detection program conducted in municipal distribution system?
There is no time interval when performing complete water detection. However, not entire municipal water distribution system is having leakage detectors; however, the municipality repairs any visible leakage as soon as possible. When we experience frequent water leakages, in some certain areas within our distribution system, we perform leakage detection.
d) Please indicate the status of implementation for improved and cost effective water saving technologies.
No implementation has been made with regard to improved and cost effective water saving technologies. Moreover, No implementation has been made with regard to installing water saving devices in public building.
e) After how long do you conduct a water conservation awareness campaign for a targeted group?
Information is given to consumers with regard to water conservation and water use in a day to day basis, this is carried out while targeting major consumption areas and how consumers should go about saving water in these areas. Unfortunately this does not include the provision for information on water saving technology. Municipality does not have programmes to provide information about water saving technology to water service providers and consumers; moreover, municipality does not have any financial budgeting for supplying water saving technology and devices. Water conservation awareness campaign runs throughout the year; however within this period creating awareness is done according to the programme in which different target groups have been identified.
f) Does the municipality have outlined of guidelines encouraging consumers on the use of recycled water as a key element in the sustainable management of water?
Though we encourage consumers to conserve water, we also have outlined of guidelines encouraging consumers with specific reference recycled water as a key element in the sustainable management of water because there has been debate on whether recycled water is really clean. Consumers are informed on specific activities for which recycled water can be used. Consumers are reminded that for consumption purposes, recycled water requires extra treatment and it is not commonly practiced by consumers. The report on the progress on water conservation awareness details how we are approaching each of these water conservation priorities, and highlights the progress we have made to date and the setbacks encountered.
DISCUSSIONS OF RESULTS FROM THE QUESTIONNAIRE
government Policies and Water Laws
The need to an efficient use of water should enable necessary changes in water policies implemented by the government. However, the results of the study discovered that the existing water policies governing residential water use are inefficient. Lack of educated and experienced staff who are not properly informed about the benefits of water demand management39. There is lack of a proper institutional organization. There is lack of appropriate legislation. There is lack of funds. There is difficulty in the decision of how much conservation is needed and there are not alternative technologies available locally. Though the national government provides support to various local government to ensure implementation of the respective policies the national government however provides support to local governments to ensure that they have the capacity to implement the policy; contrarily, the support seemingly has not be exhausted taking into account the results of the study. There is a need to formulation of new water laws and regulations; the water policies, however, should include changes in building regulations targeting water efficiency. On the other hand, existing water laws should be reviewed to ensure that they are still applicable to current challenges relating to water sector. New institutions, new tools, a new mind-set and a robust implementation plan to implement the water policy over the next 20 years and achieve its fully mature form15.
Different localities that need strengthening include review of current water legislation; formulating and establishing stronger water management institutions within water sector; management institutions will address management challenges associated with water, pricing strategies municipal water billing, water research, planning and development; and ensuring sustainable supply of water services. Formulating and implementing water policies will need a combined effort of all institutional bodies governing water resources while CMAs will be the primary water management institutions involved in policy implementation, they will need to work in partnerships with several other types of organisation, including all spheres of government, water users and the private sector, in “virtual” institutions which share the responsibilities associated with water resources management40. The challenges that are currently experienced in implementing legislation have prompted the review and amendment of the Water Acts. On the other hand however, it is critical that while making necessary amendments and reviewing are in process, implementation of crucial activity should not stopped, related delays could have negative consequences to water sector. It is important to note that, implementation of water policies holds various sections of water resource management and therefore, unless the implementation challenges are solved, there is likelihood South
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Africa will be faced with the very same challenges. It is also to be recognized however, that if the implementation challenges are not addressed, the challenges of sustainable funding of water resources management and infrastructure development, operation and maintenance, will remain well into the future41.
municipal infrastructure Budget, maintenance and monitoring
Water Resource Budgeting
Results of the study indicated that insufficient funding still remains one of the challenges experienced by water recourse management is as a result of insufficient funds. Inadequate budgets (either because of the municipality being in a distressed financial state and thus unable to fund infrastructure maintenance or, even if the municipality is not distressed, infrastructure maintenance is not allocated sufficient budget). Not only there insufficient funds that results in inadequate budgeting but also the municipality’s inability to determine the actual budget for water infrastructure42. One of the most significant challenges to municipal compliance in the matter of economic regulation is the ability of municipalities to identify the full range of costs associated with water services43. The responsibility of monitoring municipal water resource infrastructure funds and remains one of the challenges that affect management of water resources in the country despite the government’s efforts, monitoring and regulating implementation remain a huge challenge on the ground21. The regulatory environment provider oversight to implementation of the policy and strategies has proven inadequate, although the need to strengthen the regulatory framework is now a high government priority44. Though DWAF’s main function is to monitor performance of the various sector partners with regards to budget expenditure and to develop strategies for improving budgeting and expenditure, it is clear that budgeting has not been adequately carried out, it is to be recognized, however, that if the implementation challenges are not addressed, the challenges of sustainable funding to manage water resources will be carried to the future.
Water Resource infrastructure maintenance
The findings of this study has showed that, though, the majority of water infrastructure throughout the nation is experiencing massive a backlog of maintenance, however, maintaining water service infrastructure has been a challenge especially in the previously disadvantaged areas as a result of poor infrastructure planning. Therefore there is a lot of back log that needs to be dealt with before actual maintenance. As general population increases, the problem of poor water infrastructure is likely will carry to the future. As a result of insufficient funds, older pipes are not replaced resulting in leaking joints.
As a result of insufficient funds, water resource infrastructure experiences poor maintenance. This could be as a result of poor billing systems, low levels of recovery of water resource management charges in particular, as well as lack of procedures for allocating income against particular cost centres. The insufficient funds are likely to carry to the future if not responded to urgently the department also confirmed that the national government now sits with a R10 billion backlog in the rehabilitation and maintenance of water resources infrastructure. At present, due to insufficient funds, limited finances have been allocated to maintain existing water infrastructure45.
Water Resource Planning and Development
Results showed that there is inadequate planning of water resources. Only 72% of municipal posts were filled and only 76% of municipal organogram posts were budgeted for. Water
resource planning and development is a crucial mechanism to assist the government and the public/community in determining management, allocating decision making and implementation to meet sustainable, environmental and social objectives of water resources46. Furthermore, water resource planning and development planning need to be better integrated at all levels. This will ensure that water will support development in other sectors; that interventions for water resource development reflect broader development priorities; and that development opportunities offered by water resources are taken up and therefore, the existing lack of skills in water sector jeopardizes the capacity to plan effectively47. Out of the funded posts 33% were vacant, the average municipal manager remained in his post for 3 years and possessed only 9 years relevant work experience, whilst the technical manager had 11 years’ experience. It is important to note that the effective water resources management must be underpinned by knowledge and understanding of the availability of the resource itself, the uses to which water is put and the challenges facing the managers at all levels of government48. Moreover, the DWAF also confirmed that half of the technical managers are under-qualified and unable to adequately manager their infrastructure.
There is an on-going chronic shortage of municipal engineers and a high management turnover with 25% of management posts being vacant for more than 3 months. 1 in 6 managers exited the municipality in the course of the year. It is would be very beneficial to begin by strengthening the existing municipal structures by making sure that positions are filled with competitive and more responsible individuals. The water resource management sector is currently experiencing skills shortages, lack of competitiveness of employees in water sector especially technical and engineering knowhow. Numbers and Needs in Local Government” (2005) by a Lawless found that the civil engineering capacity, (expressed as civil engineering professionals per 100 000 people), in local government this is too low to deliver, operate and maintain local government infrastructure in a sustainable manner; (apartheid South Africa had 20 engineers per 100 000 people). This has now dropped to 3 per 100 000.
Insufficient skills hinder the ability and effectiveness to efficiently facilitate the planning and development as well as management and supply of water resources49. The basic tool required in the water sector is skills availability especially skills relating to strategic planning and development and operational and management and ability to decision-making which urgently requires strengthening within the DWAF, municipalities and any water sector employees are to be trained on a regular interval, to ensure availability of necessary skills required within the sector. Any expertise within water sector needs to be held accountable in relation to their responsibilities.
Public Participation in Water Resource Planning and Development
Most municipalities have opted for a technocratic, top-down approach to delivery, with decisions taken and implemented with little public involvement50. Therefore, public participation provides the opportunity for the identification of appropriate, practical mechanisms in the development of a water resources management plan while ensuring an on-going watch, protection and management of environmental and socio economic. As a result of little involvement of community/public representation, monitoring and reporting on water resource management is inadequate. Public accountability relationships among different spheres of government are emphasized over relationships between municipalities and service providers: few agreements stipulating performance parameters are in place between
29
municipal managers and their own technical services departments or external service providers, and performance monitoring is inadequate31.
Water Loss control by municipality
Water theft/illegal use leakages, and errors in meters have been identified in this study as major causes of water loss, however this is regarded as loss of revenue. Municipal water leakages; be it apparent losses of physical losses as a result of pipe bursts can all be controlled by the use of water detectors in identifying leakages areas as soon as they occur. Water loss control still is a challenge that the municipality has failed to overcome. Water lost from potable water distribution systems remains a major issue when examining the overall water wasted throughout the country. A reliable and accurate data analysis of large volumes of water take off from pump stations and water treatment plants needs to be recorded24. However, provision of bulk water metering in recording quantity of water supply is a crucial strategy to keep track on water consumption. Water losses in relative to meter inaccuracies however, should be avoided completely. In order to eliminate inaccuracies in bulk metering and consumer water metering, two methods can be applied; calibrating the meters or installation of new water meters.
municipal Water Billing
The objective of water pricing strategy is to facilitate sustainability while promoting financial sustainability and economic efficiency in water use. The pricing strategy for water use charges that applies to water use includes pumping water from a water source, waste water discharge, water storage. One of the objectives of water pricing is to ensure that operational costs of managing water resources are recovered from users. However, results of the study indicated that there exists variety of different challenges relative to raw water pricing strategy. To begin with, implementation challenges, such as poor maintenance, inadequate water billing mechanisms, inability to recover charges for water resource management. Firstly, there are a number of implementation challenges, such as poor maintenance of the Water Authorisation Management System (WARMS) data base, poor billing systems, low levels of recovery of water resource management charges in particular, and lack of procedures for allocating income against particular cost centres51. Challenges relating to low cost recovery can be dealt with through proper implementation of pricing strategy. It should be noted that the inability to recover initial water resource management costs can escalate to other challenges which includes inadequate funding for water infrastructure development and poor maintenance of infrastructure. Poor municipal water billing can be as a result of leakages within the municipal distribution system, however, proper metering and billing would resolve this problem, the municipality will not be able to resolve the metering and billing problems in the next ten years52. In the meantime, major infrastructure upgrades are required to cope with the demand and the leakages.
CONCLUSION
Taking into account of global warming, water shortage in South Africa will soon reach its crisis point if the existing challenges are not dealt with appropriately and timeously. Water as one of the resources that are likely to be impacted on negatively as a result of climate change, the devastating and negative impacts on the availability of water will be felt by people, ecosystems and the economy. This call for an urgency to emphasize that management of the country’s water resources can no longer simply be a technocratic practice. South Africa being water stressed country, available water gradually becomes scarce,
and considering rapid population growth which has a great implication on demand for water, any new activities relating to water resources will demand most difficult choices to be made, and water sector management will have to make informed decisions in ensuring water sustainability in the country.
Challenges such as poor planning as a result of lack of skills, poor monitoring and reporting as well as insufficient funds to maintain water infrastructure have been identified in this study as primary reasons for poor water resource management. Poor water resource management is a result of lack of qualified personnel for the execution of required expertise. It is very unfortunate that this challenge has been existing within municipalities for a long time. However, in order to increase competency of employees on water resource management, necessary skill required, however, poor planning resulting from lack of appropriate skills could have been due to the fact that employees are not offered training relative to their line of work, in addition to that majority of employees are exercising duties for which they lack both sufficient training and experience or has no training at all.
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Length: Although there is no length limitation, papers should preferably be between 3,000 and 6,000 words in length (8 to 12 pages). Longer papers will only be accepted in exceptional cases and might be subject to serialization at the discretion of the editor.
Layout:
The manuscript must be in English, typed and double-spaced 10-pt type on one side of A4 paper only, with a 4cm margin on the left-hand side. All other margins are to be 3 cm. All text should be linked to the left and right margins i.e. paragraphs should not be indented and text should be justified. One-line spacing should be left between paragraphs and double line spacing before a new heading.
Leave one line space between a heading and the following paragraphs. All headings should be in 12pt bold capitals. Paragraphs and sub-paragraphs should not be numbered.The pages should be numbered consecutively. There should be no loose addenda or notes or other explanatory material. The manuscript should be arranged under headings and sub-headings.
Title page (page 1):
The first page of the manuscript must contain a concise and informative title, a secondary running title of not more than 75 characters and spaces, the name(s), the affiliation(s) and address(es) of the author(s) and the name, address, telephone, fax and email of the author who will be responsible for correspondence and corrections.
The title should be in 12pt bold capitals, the name(s) of the author(s) in 10pt bold upper and lower case and the affiliation(s) and address(es) in 10pt upper and lower case with a single line space between each.
abstract and keywords (page 2):
To produce a structured abstract, complete the following fields about the paper. There are four fields which are obligatory (Purpose, Design, Findings and Value); the other two (Research limitations/implications and Practical implications) may be omitted if they are not applicable to the paper. Abstracts should contain no more than 150 words. Write concisely and clearly. The abstract should reflect only what appears in the original paper. Provide no more than 5 keywords.
Purpose of this paper
What are the reason(s) for writing the paper or the aims of the research?
Design/methodology/approach
How are the objectives achieved? Include the main method(s) used for the research. What is the approach to the topic and what is the theoretical or subject scope of the paper?
Findings
What was found in the course of the work? This will refer to analysis, discussion, or results. Research limitations/implications (if applicable)If research is reported on in the paper this section must be completed and should include suggestions for future research and any identified limitations in the research process.
Practical implications (if applicable)
What outcomes and implications for practice, applications and consequences are identified? Not all papers will have practical implications but most will. What changes to practice should be made as a result of this research/paper?What is original/value of paper? What is new in the paper? State the value of the paper and to whom.
All headings and sub-headings should be in 10 pt bold capitals and the keywords themselves should be in 10 pt bold upper and lower case.
introduction (page 3):
The introduction should clearly state the purpose (aims and objectives) of the paper. It should include key references to appropriate work, but is NOT the place for a comprehensive historical or literature review.Discussion: The discussion should emphasize the implications and practical significance of research findings, their limitations, and relevance to previous studies.
acknowledgements:
A short acknowledgement section of one paragraph is permissible at the end of the text.
32
conclusions:
Conclusions should state concisely the most important propositions of the paper, as well as the recommendations of the authors based on the propositions.
illustrations:
Illustrations must accompany the manuscript and should be included in the text. Photographs, standard forms and charts must be referred to as Figure 1, Figure 2, etc. They should be numbered in the order in which they are referred to in the text. The figure identification and accompanying description and any reference should be one line space immediately below the figure and linked to the left margin. Illustrations should be submitted in a form ready for reproduction, preferably as high-resolution .jpg files. Diagrams and drawings should be drawn in black ink on white paper. Alternatively they should be high quality laser computer printouts from reputable computer software drawing packages.
Drawings and diagrams must not exceed 140mm in width and all dimensions must be in mm. Annotation must be in upper and lower case lettering, the capital of which should be 3 mm high. Figures will normally be reduced in size on reproduction and authors should draw with this in mind. With a reduction of 2:1 in mind the authors should use lines not less than 0.2Smm thick and upper and lower case lettering, the capitals of which should be 4mm high. Typewritten annotations are not acceptable.
Tables:
Tables must be located close to the first reference to them in the text and must be referred to as Table 1, Table 2, etc. and be numbered in the order in which they are referred to in the text. The table identification and accompanying informative description and any reference should be one line space immediately above the table and linked to the left margin. The table identification should be in bold. Identify all statistical methods and sources of data.
Tables should only have horizontal lines, the heading and bottom lines being in bold. All words should be in upper and lower case lettering. The headings should be aligned to the left of their column, start with an initial capital and be in bold. Units should be included in the heading. Any explanations should be given at the foot of the table, not within the table itself.
Table 1 : component expeditures
(Northwood, 1995)
Symbols, abbreviations and conventions:
Symbols, abbreviations and conventions in papers must follow the recommended SI units. Where non-standard abbreviations are used, the word(s) to be abbreviated should be written out in full on the first mention in the text, followed by the abbreviation in parentheses.
References:
The numbered system must be used. References in the text should be numbered consecutively (1), etc. References should be collected at the end of the paper in alphabetical order by the first author’s surname. The style should follow the examples below:
[1] Bon, R. (1997) “The future of international construction.” Building Research and Information 25, 137-41.
[2] Stone, P.A. (1980) Building Design Evaluation: Costs-in-use. E & FN Spon, London.
[3] Barrett, S. (1981) “Implementation of public policy.” In Policy and Action, Barrett, S. and Fudge, C. (eds), Chapman & Hall, London, 1-33.
If no person is named as the author the body should be used (for example: Royal Institution of Chartered Surveyors (1980) Report on Urban Planning Methods, London.
If no person is named as the author the body should be used (for example: Royal Institution of Chartered Surveyors (1980) Report on Urban Planning Methods, London.
Endnotes:
A limited number of explanatory notes is permissible. These should be numbered 1, 2, 3, consecutively in the text and denoted by superscripts. They should be typed on a separate sheet of paper at the end of the text. Endnotes should not be used for academic or project citations.
copyright:
Submission of a paper to JOC is taken to imply that it represents original, unpublished work, not under consideration for publication elsewhere. Authors will be asked to transfer the copyright for their papers to the Publisher if and when the paper is accepted. The copyright covers the exclusive use rights to reproduce and distribute the paper, including reprints, photographic reproductions, microfilm or any reproduction of a similar nature, and translations.
Permission to publish illustrations must be obtained by the author before submission and any acknowledgements should be included in the figure captions. Should the author wish to have the paper published elsewhere, such as in an anthology, the author must write and seek consent from the Publisher which will normally be given provided acknowledgement of the original source is provided.
component Expediture (%)
Cleaning worksMechanical services
Building worksCivil works
Total
10th BUILT ENVIRONMENT CONFERENCE
Abstract (150 words maximum): Notification of acceptance: Submission of completed paper : Notification of acceptance : Submission of final paper:
Submit all Abstracts to: Theo C. Haupt [email protected], [email protected]
deadlines:
Non-ASOCSA, MBA or CIB Members: ZAR 5,000ASOCSA Members: ZAR 4,000CIB Members: ZAR 4,000MBA Members: ZAR 4,500Registered Professionals : ZAR 4,500Full Time Students: ZAR 3 000 (with current registration card*)
Attendance fees:
Dec 31, 2015Jan 31, 2016Apr 30, 2016
May 31, 2016Jun 30, 2016
31 JULY - 2 AUGUST 2016 NELSON MANDELA BAY SOUTH AFRICAwww.asocsa.org
[email protected] C Haupt: [email protected]@ukzn.ac.za
Ferdinand Fester: [email protected];[email protected]
CONTACT:
(Delegates are awarded CPD points for attending)*
The 10th Built Environment Conference provides an international forum for researchers and practitioners from developed, developing and underdeveloped nations to address fundamental problems and constraints that affect the development and sustainability of the Built Environment. The broad objectives of the conference are:
- To provide a forum for multi-disciplinary interaction between academic and practitioners;- To provide an internationally recognized, accredited conference for the built environment;- To disseminate innovative and cutting edge practices; and- To contribute to the built environment body of knowledge (BEBOK).
The organizers aim to bring together researchers, academics, administrators and practitioners representing institutions of higher learning, government agencies, contracting organizations, consulting enterprises, financial institutions, and other construction-related organizations from all over the world.
Authors are invited to submit structured abstracts in English of not more than 150 words for peer review by the Scientific and Technical Committee by not later than December 31, 2015. Each abstract should give the name and full contact details of the author to be contacted concerning the paper.
The abstract must contain the following SIX obligatory fields about the paper:
- Purpose, - Design, - Research limitations/implications, - Findings based on Empirical Research , - Response to conference theme , - Practical implications.
Abstracts will be reviewed according to:
- relevance to the conference theme , - objectives and outcomes of the conference , - originality of subject matter , - rigor and robustness of empirical research- design and methods.
Call for papers
