Boidus Focus - Vol 3, Issue 3 [May 2013]

OIDUS FOCUSwww.boidus.co.bw

P8.00 (Including VAT)

NEWS | page 03

Registered at GPO as a Newspaper | Volume 3, Issue #3

Botswana’s Architecture Design and Urban Landscape Newspaper | M A Y 2 0 1 3

THE PM SPHERE - Stakeholder Engagement - Avoiding White Elephant Creations

PRACTICE | pages 14, 18

Managing the Transition to green and healthy business

SUSTAINABILITY | page 06Housing Finance in Africa: A Review by Finmark Trust [2011 Yearbook]

MARKETS | page 05Addis Abeba Chamber of Com-merce Headquarters Winning Proposal / BC Architects

BOIDUS EXCLUSIVE >BOIDUS EXCLUSIVE FEATURE >

>>> CONTINUED PAGES 08, 13

Turnstar Holdings is a giant in the Bo-tswana property market with assets in excess of P1.2 billion. In an exclusive interview Boidus Focus learned that the company’s recent acquisition of a P77 million property in Tanzania is just the first step in an aggressive

expansion plan into Africa. Turnstar is also adding value to its newly ac-quired property through the develop-ment of a hotel with a botanical gar-den, extensions to the existing mall and conference centre as well as a value mart and office blocks. Turnstar

Holdings is undoubtedly the compa-ny to watch in commercial property.

Public Piazza

>>> CONTINUED PAGE 07

by Kibo Ngowi

Community Outreach Ar-chitecture; Sedyea’s Youth Football Centre CompletedOn the 19th of April 2013, the South East Football for Hope Centre officially opened. Located on the SEDYEA site in Ramotswa, the project is the 11th of 20 planned centres across Africa as part of the official campaign of the 2010 FIFA World Cup. The South East District Youth Empowerment Associa-tion (SEDYEA) is a youth-led sports and

community development program that is using the power of football in the fight against HIV and AIDS by provid-ing youth with the knowledge, skills and support to remain HIV free. Boi-dus Focus spoke with it’s Architect Elisa Engel, Design Fellow for Architecture for Humanity about the project.

by HK Mokwete / BIDPA and FIAS Reports Extracts


Botswana’s Construction Industry Failing to Attract Foreign Direct InvestmentA report by the US think tank, Foreign Policy has ranked Botswana in first place on the continent and second in world out of 102 best places in the world out of attractiveness as an in-vestment destination. The rating based amongst other things on the ease of

doing business, the return on invest-ments and the stability of the country, makes Botswana a top tier destination in investment attractiveness, beating amongst others, European, Americas and other economic powerhouses.

CBD Executive SeminarBringing together CBD stakeholders such as landowners, developers and Investors to engage on matters of CBD Development.

S TAT E OF OUR CITIES

MEDIA PARTNER:EVENT HOSTED BY:

BOIDUS MEDIAE V E N T S

‘Exploring Challenges and opportunities in developing the Gaborone Central Business District‘

Turnstar Holdings Acquisition; Mlimani City Mixed-use devel-opment in Tanzaniaby Kibo Ngowi & HK MokweteThe future for Growth Lies in the African Emerging Property Markets

Top and Bottom Left Images: Mlimani City Shopping MallBottom Right Image: Mlimani City Conference Centre Interior

BOIDUS FOCUSMay 2013

Local News

by Boidus Admin

Boidus Media Host CBD Executive Semi-nar at Masa Centre on the 20th of May

LOCAL NEWS FEATURE

In a move that demonstrates the power of collective responsibility landowners of companies operating in Gaborone’s Central Business Dis-trict (CBD) have banded together to develop speed bumps by raising the pedestrian walkways at all intersec-tions within the area.

The CBD which has in recent times become a centre of development in Gaborone with numerous businesses developing property and moving into the area had become a safety con-cern for the pedestrians who walk its streets.

Time Projects’ Director for commercial projects Brett Marlin took up the initia-tive to improve road safety in the area by contacting all the CBD landowners and inviting them to contribute mon-ey towards building the speed bumps.

Landowners Collaborate to Upgrade Road Safety in CBDby Kibo Ngowi

The companies that came to the table were iTowers, Primetime, Time proj-ects, FNB, RDC and GH group. Marlin says that the initiative became a pri-ority because he and others realised that the safety of staff and visitors was greatly compromised by the lack of proper intersections in the CBD.

Many landowners refused to partici-pate in the initiative insisting that it is council’s responsibility to main-tain the roads and they have al-ready played their part through the payment of taxes. Marlin maintains that adopting such an attitude does nothing to help the situation because council has already demonstrated that they are either unable or un-willing to improve road safety in the area so it falls on the shoulders of the people who have a vested interest in the viability of the area.

Boidus Media will host an Executive Seminar on the 20th of May at Masa Centre, Lansmore Hotel. As part of the seminar, there will be a CBD Project Showcase, which will be hosted on the Masa Sqaure and a Wine Tasting social event in the evening on Masa’s Roof top deck.

The aim of the seminar is to bring key stakeholders of the CBD developments such as investors, develop-ment owners, government, industry champions and the public in sharing of ideas and opportunities about our upcoming CBD. Envisaged as the future heart of Gaborone City, the CBD is slowly taking shape and the seminar seeks to make it a centre stage focus.

The Seminar which is themed, ‘Developing a 21 Cen-tury CBD-Challenges and Opportunities’ will bring Mr Maurice Mdlolo, Chief Operating Officer (COO) for Sandton City and Jo Noero, one of Africa’s leading ar-

chitect and scholars. Local panelists will include repre-sentatives from the DTRP, CBD Committee, and Gabo-rone City Council along with Mr Leta Mosienyane, an accomplished Urban Designer, Richard Arthy, a local landscape architect, Joe Simpson, a Market Researcher and Director at Knight Frank and other industry cham-pions. Local financing institutions will also present opportunities for financing developments and or in-vestment opportunities.

The Seminar will be officiated by Ministry of Trade and Industry, BOCCIM President Mr Alex Monchusi and Hon MP Ntuane.

Limited seats are available for the Seminar while the Project’s Showcase will be free to attend.

For more information contact:Killion – 75505291 or email: [email protected]

MAIN SPEAKERDeveloping a 21st Century CBD; Lessons from Sandton City Maurice Mdlolo, COO Sandton CityMaurice is the Chief Operating Officer at Liberty Properties, Managers of Sandton City. With 20 years in the business, he will be coming to discuss his international experience with managing projects of this scale, and to give advice on the future of Gaborone’s Central Business District.

Jo Noero, Noero Architects - International award-winning Architect & Urban Designer and accomplished academic scholar; former director of School of Architecture at University of Cape Town.

KEY TOPICAL ISSUEUrban Design: Blueprint to Success of the CBDPresented by Jo Noero and Leta Mosienyane

Leta Mosienyane, Mosienyane & Partners International - Accomplished Architect & Urban Designer with both local and international projects ranging from Botswana to West Africa; has both published and taught across Europe.

Role of Government in the Developing of CBDPresenters from DTRP and GCC

Managing vehicular access and Parking facility, challenges and opportunities Derek Morris (Interpark)

Property Market SaturationJoe Simpson, Knight Frank Botswana

Ministry of Trade and IndustryHonourable Assistant Minister Keletso J. Rakhudu

BOCCIM PresidentMr. Alex Monchusi

Hon. Member of ParliamentHonourable MP Botsalo Ntuane

EVENT DETAILS: Speakers, Guests, and Topical Issues

OTHER SEMINAR TOPICAL ISSUES

KEY VIP GUESTS OF HONOUR

EVENT SPONSORS:

The structuring of the Planning Sys-tem and its management will soon see big changes as per the newly passed Town and Country Planning Bill of 2012 which was presented by the Minister of Lands and Housing Mr Lebonaamang Mokalake last month.

The big changes will mainly affect the administering, management and im-plementation of the Botswana plan-ning system. Changes will see pow-ers transfer from the Ministry to Local Authorities who will assume control of planning for their respective re-

gions. The decentralisation process is meant to reduce bureaucracy and improve efficiency in determination of planning applications.

The bill was passed on 17th April with one amendment to clause 2, where definition of land tribunal was altered to mean ‘such land tribunal as may be established under an Act of Parlia-ment.’

The Bill, after coming into effect, would make provision for the orderly and progressive development of land in urban and rural areas.

It would also preserve and improve the amenities for the qualification and regulation of physical planners and connected matters.

The Bill has further provided for the establishment of an Appeals Com-mittee where those aggrieved by decisions of the director of Town and Regional Planning regarding registra-tion of physical planners, suspension or cancellation of membership, and other items, would lodge their com-plaints.

Big Changes to Planning System coming as Town and Country Planning Bill passesby Boidus Admin


International News

by Boidus Admin / Source: archdaily.com

Addis Abeba Chamber of Commerce Headquarters Winning Proposal / BC Architects

INTERNATIONAL NEWS FEATURE

BC Architects, in collaboration with ABBA architects and Adey Tadesse, won the competition for the Addis Abeba Chamber of Commerce Headquarters in Ethio-pia with their approach towards a “glocaldesign”. With the goal of sensibly involving local materials in this

At this moment in Addis Ababa, a chaotic arrangement of individual building blocks burdens the city’s collective and common spaces, due to an absent or ineffective planning culture. This, with other urban parameters, leads to tangible effects such as unsafe or absent pedestrian walkways, a lack of accessible parks and squares, and petty theft and violence in undefined public spaces.

We aim to create potential outside and inside the building, acting both as an urbanist and an architect, through the relationship of the building to the urban surrounding, and through the internal organization of the functions. At the same time, we aim to generate an architectural language serving the needs of an international entrepreneurial com-munity, while being in line with local materials and identity.

BC Architects on their design

Bad Buildings Kill - Rana Pla-za and the Case For Strin-gent Building Practicesby Boidus Admin / Source: inhabitat.com

The Rana Plaza tragedy in Bangladesh, where over 700 people lost their lives when an eight-story garment factory collapsed on April 24th, brings about issues such as lack of corporate social responsibility and more importantly, building practices.

Without proper building codes, ap-propriate architecture & engineering, safe building practices and govern-ment oversight, inadequate building practices put people at risk. This inci-dent makes it plainly obvious that the construction industry in Bangladesh is broken – and everyone involved, from the owners to the architects, engineers, planning commission, in-spectors and even the municipality is to blame.

The ultimate fault is not clear with-out further engineering investigation. It could be the building was not de-signed and engineered as a garment factory to handle the weight of all the people and equipment. There are also reports saying it was designed to be a six-story building, but two more floors were added on top, so the actual con-struction of the factory could be to

blame. Another factor in this disaster is the local government’s permitting and approval process. As the garment industry is a huge source of income for Dhaka and Bangladesh, corners are often cut and corruption is ram-pant. Bribes likely occurred at many points along the multi-stage approval process, which allowed for a poorly constructed building to exist putting hundreds of people at risk. Once op-erational, the situation was likely made even worse by the addition of even more equipment and people than it was designed for, which further weak-ened an already poorly built factory.

While fast fashion is certainly a culprit, this accident would have never hap-pened if architects, engineers, con-tractors and inspectors had done their job correctly from the very beginning. Cutting corners is a bad practice in any line of work, but especially dangerous in the building industry. Hopefully, in the wake of this accident, the local government can revamp their process and begin truly enforcing the codes that were in place. Other countries and cities should also take head – bad buildings kill.

mid-high-rise building, this resulted in a local nature stone façade system inspired by a ‘Netela’ (threaded Ethiopian textile which so nicely shows the threads of cotton and which has a character of both shadow and transparency).


Boidus Feature

by HK Mokwete

Botswana’s Construction Industry Failing to Attract Foreign Direct Investment (FDI) >>> FROM PAGE 01

This however seems to not be trans-ferring direct investment into the Bo-tswana’s construction industry. A re-cent report by BOTSWANA INSTITUTE FOR DEVELOPMENT POLICY ANALY-SIS (BIDPA), ‘Institutional Reforms of the Construction Industry in Botswana, 2012’ has revealed that Foreign Direct Investment (FDI) into the Construction in Botswana has dwindled from a mere average of 1% to nill by 2009. This is despite the sector having been consis-tently outperformed other much sec-tors such as Tourism and Mining which have had the bulk of the FDI.

The BIDPA report does not elaborate on the possible reasons for this lack of FDI in Botswana’s construction Indus-try, but notes that at these levels the construction industry falls way short of the 40% average FDI aspirations of the counties Vision 2016:

Report Abstract:

1.1.1 INVESTMENT: The year 2009 recorded the least con-tribution of Construction towards both FDI and other investment (Table 4). Vi-sion 2016 estimates that Botswana ought to attract FDI at an average rate of 40% per annum from 1996 to 2016 in order to realize Vision aims. Where construction is concerned, it can be concluded that its contribution to FDI is lower than the rate required meet-ing Vision 2016 goals.

International Investor Experiences and challenges of investing in Afri-can Infrastructure Sectors Tracking and documenting Interna-tional experiences in investing in Af-rican Infrastructure sectors, FIAS had some pointed observations that ring true to home:

Attracting Foreign Direct Investment Into Infrastructure, Why Is It So Diffi-cult?By Frank Sader, Foreign Investment Ad-visory Service, Occasional Paper 12Report Extract (Executive Summary page 9, 10):

Nightmare stories abound of investors experiencing lengthy delays or project cancellations because of political, ad-ministrative, and legal impediments. Investors were blocked by existing state−owned service providers,• Conflicting government authorities,• Government biases in favor of of-

ficial funding or local investor par-ticipation,

• Political and social protests against individual projects,

• Unclear award procedures,• Corruption,• Governments reneging on contracts

signed by previous administrations,• Existing legislation impeding effec-

tive private sector participation, and• A lack of overall sectoral liberalization

In addition, potential investment proj-ects became stalled in political de-bates. After millions of dollars spent in project preparation, taking recourse to legal means of dispute resolution was often the only way out, leaving unful-filled the potential of large−scale in-vestments from the private sector.

The core of the problem lies in the lack of overall sectoral reform in developing country infrastructure markets, com-bined with the complicated nature of project finance transactions unfamiliar to the typical civil servant. Virtually ev-ery country experiences resistance from special interest groups and existing state−owned enterprises to introduce competition by opening markets to pri-

Foreign Direct Investment Other Investment

Year Equity Non Equity Total % of TFDI Equity Non Equity Total % of Other

1999 3 5 8 0.1 0 40 40 0.9

2000 6 9 15 0.2 0 25 25 0.44

2001 5 18 23 0.22 - 5 5 0.12

2002 4 9 13 0.17 - 4 4 0.08

2003 1 9 10 0.13 2 831 833 15.6

2004 11 17 28 0.66 - 12 12 0.27

2005

2006 5 3 8 0.12 0 24 24 0.25

2007 5 3 8 0.14 0 10 10 0.11

2008 5 19 24 0.36 0 16 16 0.37

2009 1 0 1 0.01 0 0 0 0.00

Table 4: Levels of Foreign Direct Investment in Botswana for Construction Industry (P ‘Million)

Source: BoB Annual reports (various)

vate service providers. This slows down or even stops privatization efforts. At the same time, market entrants through greenfield investments tend to encoun-ter a myriad of hurdles, political, ad-ministrative and legal, that stall project implementation and often lead to the cancellation of planned investments.

What should be done in order to at-tract inward FDI in the Construction Industry?

Countries that have managed to at-tract substantial amounts of FDI into their infrastructure sectors have done so by instituting basic reform mea-sures. They recognized the need to in-stall a policy framework that allows for an effective implementation of private infrastructure projects in a way that meets investor needs as well as the social and political objectives of gov-ernments. However, this does typically require a significant reform effort by the government, an effort that cannot be replaced by ad hoc measures when-ever problems arise in the preparation of individual projects.

To overcome the lack of coordina-tion and inject the necessary ex-pertise, governments can develop a streamlined administrative process in conjunction with a facilitating unit designed to manage private infra-structure projects throughout the im-plementation process. Project finance specialists in such a unit can assist the responsible line ministries and sec-toral authorities across the various in-frastructure sectors in the preparation of individual projects for private sector participation. This may encompass as-sistance in• Identifying potential private invest-

ment projects;• Preparing and evaluating detailed

technical, legal, and financial feasi-bility studies;

• Developing tender documentation and the bidding process;

• Evaluating bids received; and• Negotiating with preferred bidders.

The Foreign Investment Advisory Service (FIAS), a joint facility of the World Bank and the International Finance Corpora-tion (IFC), helps developing and transi-tion−economy governments design ini-tiatives to attract foreign direct investors.

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Markets

by Boidus Admin / Source: Finmark Trust, 2011 Yearbook

For more information contact Barclays Home Loans Centre on 3170647

With our competitive interest rates and great discounts from our building partners, Barclays Home Loans is the best way to build yourdream home.

It’s so flexible you can buy, build or renovate your home.

Africa is booming. Construction cranes in Lu-saka, Accra, and Nairobi, traffic jams in Dar es Salaam and virtually every other city, the streets are packed with vendors, and roadside shops sell furniture, building materials, intricately carved doors. There’s a sense of activity and bustle. Piles of bricks are everywhere, and everywhere peo-ple are building. With the highest urbanization rates in the world, people are moving in every day, contributing to the economy, looking for a place to work, and a place to stay. The activity highlights the opportunities and challenges in investing in this dynamic continent.

Still reeling from the past two years, investors are faced with lackluster opportunities in Europe, North America, even East Asia. Africa is attrac-tive. Nine countries in Sub-Saharan Africa have aGDP growth of over 7 per cent (the rate needed to double an economy in ten years); and just over half are expected to grow at above 5 per cent a year.

The African population is a new market, with unexplored opportunities and new demand to consume everything from financial services, to beverages, appliances, cars and houses. The eco-nomic rationale for investing in Africa is shifting from an emphasis on taking out, to an emphasis on selling to.

In some countries, economic policy is explicitly shifting in favour of this approach, and govern-ments are investing in infrastructure in an ef-fort to attract private investment. Financial ser-vices and credit access is growing.

The middle class is growing: more than a third of the population earns enough to have some-thing to spend, but not so much that it will travel elsewhere to buy it. This is the new dimension to the picture that investors are beginning to ap-preciate.

Within this new awareness, a key area of at-tention must be the housing of this growing population. Developers face challenges, includ-ing: the complexity of the development process, access to finance, and infrastructure. With these and other difficulties, Africa’s mortgage market is tiny. There is certainly room for growth.

Affordability is a critical challenge, and current markets are structured to deliver housing that istoo expensive for the population. A new house delivered is not necessarily an end product, how-ever. The use of microloans for housing is becom-ing prevalent, and an incremental housingprocess that proceeds in line with a household’s affordability becomes possible.

A key area for innovation involves stepping be-yond the narrow silos of housing finance and housing construction, and finding the link be-tween the two in such a way that promotes

incremental processes that are affordable to lower income earners. The potential for scale is substantial, and the investment in innovative approaches at this stage will translate into expo-nential growth in the future.

HOUSING FINANCE IN AFRICA

A review of some of Africa’s housing finance markets

September 2011

Published by the Centre for Affordable Housing Finance in Africaa division of the FinMark Trust

2011YEARBOOK

Housing Finance in Africa: A Review by Finmark Trust [2011 Yearbook]


Guest Column / Sustainability

by Phenyo Motlhagodi

Managing the Transition to green and healthy business

SUSTAINABILITY TODAY

Environmental sustainability and the green economy are becoming regu-lar topics in panel discussions and are finally attracting decent albeit insuffi-cient media attention. This is indeed a welcomed move, but as I look around at the discussion tables, all I see is ac-ademics, students, environmentalists, green activists and focal coordinators from the various environmental Non Profit Organisations (NPOs). That is all good and well, but, where are the corporates? I am not referring to the Heads of Marketing and Communica-tion or their Public Relations officers who are there to pledge their sup-port in the form of the much needed cheque to an upcoming sustainability convention. I am looking for the CEOs and the MDs, where are they in these discussions, to not only talk about what they can contribute from the CSR/CSI budget to NPOs but rather: what they too can implement in their own offices to ensure true sustain-ability, why aren’t they accompanying the delegates they sponsor to climate change summits to bring back to their own structures?

Energy efficiency should be a priority for companies, more so that Botswa-na is moving to higher, cost reflective pricing. Fair enough, the corporate world is not oblivious to green ideas, we have seen the wonderful new green building that houses the offic-es of property developers in the CBD who are also responsible for the bulk of structures in this country so that is a good sign. We have also seen in the past couple of years leading compa-nies’ partner up in Maruapula for a huge development of a golfing range which as expected is largely green from lighting to water use. Let me put it into perspective: When Indus-trial Development Corporation (IDC) and the German Development Bank in South Africa launched the R 500 million Green Energy Efficiency Fund (GEEF) pre the climate change sum-mit COP 17 in 2011, “they set out to provide increased access to energy efficiency and renewable energy fi-nancing across all sectors.” Banks and development corporations establish-ing lending funds or corporates go-ing at it alone are just some of the ways of going about it, but “setting up the fund was crucial to South Afri-can business and they realized that”. It is a sure way of remaining rel-evant in business practice to ensure sustainability; the green economy ensures employment and a return on investment that makes financial sense.

In 2010, the mobile operator MTN South Africa “put its money where its mouth is” in respect of green business, when it unveiled its R 22 million, 2MW tri-generation plant. The facility was designed to produce power, recycle water and increase energy savings. The plant which is situated at the com-pany’s head office in Fairlands was set up to establish a self-sustaining power supply which has since been success-ful thanks to this methane-driven gen-eration. The idea here is “ensuring that the company’s expansion and growth plans are not hampered by energy shortages or lack of power supply to drive it forward”. The challenge is looking at what is available and what is needed and coming up with a plan to connect the two, and that is what MTN did. “The tri-generation plant is a result of a unique solution to meet MTN’s strategic objectives. It will gen-erate electricity, as well as water for the air-conditioning systems in the buildings. This is achieved through a second re-absorption chiller cycle us-ing waste heat from electricity genera-tion. Using methane gas is also a plus, since it is clean-burning, sustainable gas that is reliable and offers a con-sistent supply. The plant was designed to manage potential energy shortages and reduce power consumption, in-crease savings and initiate a sustain-ability model to reduce the brands carbon footprint. In addition, it is ex-pected to assist in reduction of green-house gas emissions, as it reduces the reliance on coal-based electricity generation and its associated environ-mental consequences. ” According to MTN, it has lowered its electricity con-sumption in its first six months by 37% and expects a return on its investment of R 22 million within a five-year peri-od. There are many more examples of proactive corporates going green and

using new technologies and what is available to them positively. The BMW plant in Pretoria today powers 50% of its premises with energy they garner from waste sewerage ponds behind their buildings.

There should be great pressure on companies to do more with less, and to do it in a responsible and sustain-able way. The past decade has seen companies locally build their own premises as a direct response to growth in assets and personnel, now they need to be thinking of ensuring that all business practices are aligned to a sustainable, cost cutting model that will reduce their carbon footprint. In future issues we will look at meth-ane mining from landfills to power up businesses as they do in Durban, they too are smiling at their returns on green investment and their reduced carbon footprint. They are genuinely greening their practice without me-diocre short term green activities then ranting and raving about it in the media. This is what we really need to promote in business circles locally, to the multinationals who have done it in their countries of origin and to the local brands which are yet to start.

The message that COP 17 (lowly at-tended by local companies) gave is: The greenest thing you can do in general is to stop wasting: a message many local organisations have not fully taken to heart in reducing ener-gy. So to corporates: campaigns that aim to make normal things look green are seldom “green” in the true sense. They are like cosmetic surgery, rather than healthy lifestyles. Do not just support/sponsor “green”, go green in your own business, you will see that great return on the investment, and that is what it is: an investment.

CONTACTS | tel: 3922395 | fax: 3924923

Spain Produced 54 Percent of its Electricity from Renewable Sources in April[Source: inhabitat.com]

ENERGY

Renewable energy is gaining major momentum in Spain. In April, the country set a new record with renewable energy accounting for 54 percent of the electricity generated in Spain. April’s figure just outpaced March’s record of 51.8 percent of electricity generated by renewables. And those numbers should continue to grow, as wind and solar development continues in the Mediterranean country.

Spain’s electrical grid operator, Red Electrica De Espana (REE), reports that hydropower made up 25 percent of April’s overall electricity generation, wind power accounted for 22 percent, so-lar photovoltaic came in at 3.6 percent and solar thermal at 1.3 percent. If this current pattern holds, Spain may produce more electricity from renewables than it has in recent years. In 2006, renewable energy accounted for just 19% of the electricity gener-ated in Spain. The percentage peaked in 2010 at 35 percent and kept steady around 32-33 percent in 2011 and 2012.

Spain is targeting wind power to supply 40 percent of the elec-tricity consumption by 2020, and the country is looking to grow its solar photovoltaic potential. To that end, Extramadura in West-ern Spain, which gets 3,200 hours of sun a year, just announced a new 250 MW unsubsidized solar plant. Once built, the PV plant is projected to be the third largest in the world.

Wind Turbines in Andalusia, SpainImage Source: cleantechnica.com

Image Source: inhabitat.com

Image Source: inhabitat.com


Boidus Feature

by Kibo NgowiCommunity Outreach Architecture; Sedyea’s Youth Football Centre Completed

>>> FROM PAGE 01

BF: Can you briefly tell us about the project and how you personally got in-volved in it? Give us your background as an architect and also about Archi-tecture for Humanity and what other similar projects you/they have done elsewhere.

EE: The South East Football for Hope Centre is one of 20 centres being built across Africa as part of the ‘20 Centres for 2010’ campaign. ‘20 Centres for 2010’ is a collaboration between Fifa (the football world governing body) and streetfootballworld (an umbrella organisation for NGOs dealing with football as a means of social change) and constitutes part of the 2010 World Cup legacy.

The South East Football for Hope Centre in Ramotswa consists of a new building housing teaching and admin-istration spaces, a computer room,

changing rooms, showers and toilets. This is complemented by a training size artificial turf football pitch. The fa-cility has been built for our local cen-tre host, the South East District Youth Empowerment Association (SEDYEA). SEDYEA is a youth-led organisation who through football and their peer education program is doing very valu-able work with regards to HIV/Aids awareness training and youth empow-erment.

Architecture for Humanity is a US based non-profit design services firm founded in 1999. It taps into a network of more than 40,000 professionals will-ing to lend time and expertise to bring design, construction and development services to those who would not oth-erwise be able to afford them. Each year 10,000 people worldwide directly benefit from structures designed by Architecture for Humanity. The South East Football for Hope Centre is Archi-

tecture for Humanity’s first project in Botswana, but as part of the Football for Hope Program similar centres are being built in other southern African countries such as South Africa, Mo-zambique, Zimbabwe, Lesotho, Na-mibia and Tanzania.

For the past 19 months I have been a Design Fellow with Architecture for Humanity, working on the project in Ramotswa. Design Fellows donate their professional services for the du-ration of a project and live and work in the communities they are serving. I am originally from Germany, but as a teenager I lived in Swaziland for two years. I then went on to study Archi-

Central Atrium

Main Reception Area

tecture in the UK and complemented this with a Postgraduate Diploma in Development Practices. After graduat-ing I worked for an Architecture prac-tice in London, focussing on education design. My particular interests are how user groups can be involved in the de-sign process and designing spaces for learning. In 2012 I decided to take up a Design Fellowship with Architecture for Humanity. I have hugely enjoyed my return to Southern Africa and working very closely with SEDYEA and our local consultants.

BF: Tell us about key considerations that informed your design idea, espe-cially how you reconciled the existence

of the structures that were already in place.

EE: SEDYEA have been operating hugely successful youth programs from their existing facility in Ramotswa for years. They had a small existing building, a (sand) football pitch, a veg-etable garden and a small kitchen con-tainer for their catering program. The first step was to work very closely with SEDYEA to establish what current and future activities they are planning on the site, what facilities were required to run these activities and how the ex-isting amenities needed to be supple-mented to achieve this.


Multi-Tech Consult (Pty) Ltd, a firm of Consulting Engineers and Project Managers, started operating in 1999 under Cer-tificate of Incorporation No CO.99/3948 and is registered with Botswana Government Public Procurement and Asset Disposal Board (Former CTB – Ref:12/1/366)

Multi-Tech consult provides professional services and advice in civil infrastructure including roads, water, wastewater and structural engineering. The firm also provides project manage-ment services right from feasibility studies to implementation stage through to training and initial project operation.

YEM

Gra

phic

s

Civil EngineeringInfrastructure planning, design and construction supervision of civil works including:• Road works (urban roads, rural roads and highways) • Pavement failure evaluation, Pavement design and Shoulder

sealing design • Storm water drainage • Water reticulation • Sewerage reticulation and associated facilities • Water retaining structures i.e. water dams• Soil erosion protective works to river banks, road banks and

electricity pylons • Sanitary land fill sites, • Bridges, site selection, site investigation, site survey, engi-

neering planning, hydrological studies, hydraulic calcula-tions, structural design,

• Earth-dam, Rock-dam and associated appurtenances, • Irrigation schemes, • Airports, runways, taxiways, aprons, service roads marking

signage, drainage and signalling, • Sports facilities including large capacity covered and open

stadiums.

Structural EngineeringDesign & Construction supervision of (among others) the following:• Housing scheme (Low and High cost) • Commercial and office buildings • Industrial warehouses • High rise structures • Timber and steel structures • Structures which are sensitive to shrinkage cracking or settle-

ment cracking • Short and long span bridges and culverts

Expertise in Ground Water Resource Surveys in Drought Prone Areas including: • Exploration and Design • Mapping • Supervision of water well drilling and construction

Expertise in Hydropower Planning and Implementation • Tunnelling works including rock supports • Dam works, earth dam, concrete dams

Expert in Environment Impact Assessment including: • Bio-physical Impact studies • Socio-economic Impact studies • Archaeological Impact studies

Louie Ville Horizons200-unit residential develop-ment in Block 8, Gaborone[Structural Engineers]

Zambezi TowersMixed-use development in CBD[Structural Engineers]


Boidus Feature

BF: Please briefly introduce Turnstar Holdings to our readers and explain its core business in the property market.

TH: Turnstar Holdings Limited is a variable rate loan stock company list-ed on the Botswana Stock Exchange in 2002, with a portfolio of 10 premier properties valued at over P1.2 Billion Pula (As at January 2012). Our core business is premised on investing in properties that generate above aver-age yields. The company has an in-house asset and management team that provides asset and property management services for its property portfolio.

BF: What projects currently in devel-opment is Turnstar involved in?

TH: As part of our strategy to offer our unit holders’ superior diversifica-tion through increasing our footprint in Africa, Turnstar Holdings recently acquired a mixed use property Devel-opment in Dar- Es- Salaam, Tanzania worth $77 Million. The development is an unrivalled, quality mixed use de-velopment comprising of a modern retail shopping centre, an A grade of-fice park, world class conference cen-tre and a premium residential estate.

BF: Are there any plans to expand the infrastructure on the Mlimani property?

TH: Currently, Turnstar Holdings Limited is working on final prepara-tions plans for Phase 3 of the Mlimani City Development Plan, which consti-tutes development of a hotel with a botanical garden, extensions to the existing mall and conference centre, value mart and office blocks. BF: What informed your company’s decision to acquire property in Tanzania?

TH: As part of Turnstar’s pan African vision, investing in emerging market opportunities led to the acquisition of Mlimani City Development. This property was confirming with the cur-rent market needs for quality proper-ty development and was generating favourable yields which made it an ideal development to invest in. The development of Mlimani is a Public Private Partnership (PPP) between its developer GH Group (a foreign inves-tor from Botswana) and the University of Dar es Salaam in whose land, Mli-mani City is located. The acquisition

consisted of funds raised from share-holders and funds obtained from a bank in Botswana.

BF: What are the key aspects of the Tanzania Project? (e.g. sizes, value and other project details)

TH: The development comprises the following;

Mlimani City Shopping Centre 18,794m² GLAMlimani City Conference Centre 4,403 m² Mlimani City Meadow Villas 50 secured housing unitsMlimani Office Park Buildings 1-4 11,308m² GLA

The undeveloped portion comprises a site earmarked for a Value Centre, an extension of the existing shop-ping centre, a hotel site and a botani-cal garden all standing on around 40 hectares of land.

BF: What are the challenges and op-portunities of doing business in other emerging African Markets?

TH: Opportunities of doing business in other emerging African markets in-clude the following;

• Amid uncertainty in the global economic atmosphere, Tanzania property market and certainly majority of African markets are still enjoying a boom. The prop-erty market is certainly among the most active sectors of most African economies. This is largely driven by private investors and de-velopers. Africa is becoming more accessible from a business and cultural perspective, given than the continent is well endowed with mineral and mining resources.

• According to McKinsey’s first continental survey of urban Afri-can consumer behaviour, there is a surging consumer market that is both price and brand sensitive and internet savvy. This indicates a substantial increase of the middle class consumer. The African popu-lation is increasing in wealth and sophistication and this leads to demand on quality produce and services.

• With a billion people and just un-der 500 shopping centres on the continent, it is evident that the continent is underserved in terms of shopping centres. This without

a doubt creates ample opportuni-ties for foreign and local players to have a piece of this lucrative pie, despite poverty and unem-ployment challenges that are still widespread within the continent.

The challenges are;• Political instability is still a major

concern – posing capital flight as investors look to put their money where they feel it’s safe and they can recoup their investments.

• Regulatory framework - The ques-tion that potential investors need to pose is that ‘is the legal frame work such that one will be com-fortable approaching the courts and not take forever to get fair justice?’. Unpredictability in regu-lations, whether they will arbitrari-ly change, affecting ones invest-ment. (e.g. indigenisation without consideration of business sense to it, where you are expected to give shareholder to locals without fi-nancial input from them) or repa-triation of profits suddenly being restricted for whatever legal rea-son they come up with.

• Currency risk –investors need to take caution where the local cur-rency is unstable and the country is not dollarized.

• Infrastructure, Amenities/services ,etc. most developing countries are still struggling with infrastruc-ture development of roads, elec-tricity, water and sewage, access to land – scarcity of serviced land within cities etc. making develop-ments costlier.

• Access to finance – domestic banks in Africa generally do not have a large monetary balance sheet, hence unable to lend mon-ey to fund large projects.

• Culture barrier – corruption and dependency on foreign aid.

BF: Many local investors interested in venturing into property would be keen to know what it takes to invest in a foreign country. Can you give advice to aspiring investors wishing to cross borders on the best approach to adopt?

TH: Thorough country assessments and due diligence of projects of any magnitude are essential before ven-turing into unknown territories. Identi-fying local partners to deal with is key.

>>> FROM PAGE 01

Turnstar Holdings Acquisition; Mlimani City Mixed-use development in Tanzania

Bonolo MoagiAsset Manager

Mlimani City Meadow Villas

Mlimani City Conference Centre

Mlimani City Conference Centre

Mlimani City Office Park

Mlimani City Office Park

by Kibo Ngowi & HK Mokwete

ClassifiedsBOIDUS FOCUSWelcome | 2013/14 Calendar Events | Tenders/Awards| May 2013

2013/14 CALENDAR EVENTS TENDERS/AWARDS WELCOME

BOIDUS FOCUSCLASSIFIEDS

TO LIST YOUR

T: +267 73805898E: [email protected]

TENDERSJOBSEVENTS

List/Find the latest Tender and Jobs In Construction Stay updated with current Industry Events and activities

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Browse latest Hot selling properties List your property to reach your buyers

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Plot 8913 Maakgadigau RoadGaborone West Industrial SitePrivate Bag 0058, Gaborone

Tel: (+267) 360 2000 or 390 6853Fax: (+267) 390 6822TOLL FREE: 0800 600 751

The Public Procurement and Asset Disposal Board (PPADB) was established by and Act of Parliament as an independent parastatal authority, under the Minis-try of Finance & Development Planning responsible for the coordination and management of prudent procurement of works, supplies and services for Government, and the disposal of public assets.

VISION: To be the centre of excellence in public procurement and asset disposal by 2018.

MISSION: To lead the effective implementation of a devolved, efficient, cost effective and transparent public procurement and asset disposal system through and appropriate regulatory environment.

VALUES: 1. Fairness and Equity2. Integrity3. Customer Service4. Partnerships5. communication6. Tranparency

Critical Factors of Tender adjudication1. Capacity2. Capability3. Value for Money4. Delivery Period5. Price

Decision Criteria of Tender Adjudication1. Highest Technical Score2. Highest Technical & Financial

Scores (Combined)3. Compliant & Loset in price

In Accordance with Clause 86 and 87 of the PPADB Act, the Board shall advertise:(a) All applications by contractors for registration and thereafter the decisions on the grades and codes accorded to applicants;(b) All tenders being invited; bids received and award decisions and prices.

The board is also required to publicize the decisions arising from complaints and challenges dealt with by the Board or the Independent Complaints Review Committee.

COMMITTEE DECISIONS: Adjudication decisions on Ministerial Tender Committee decisions are available on the PPADB website: www.ppadb.co.bw

PPADB Toll Free No.0800 600 751

Board Adjudication Decisions for the 7th March 2013 Board Sitting

MINISTRY OF INFRASTRUCTURE, SCIENCE & TECHNOLOGY

Tender No: TB9/3/92/2000-2001Tender Title: Department of Buildings and Engineering Services’ request for direct appointment of the following contractors to complete the outstanding works on the Construction of the Botswana Public Service College Auditorium as follows:

i. Benmas (Pty) Ltd for Electrical Worksii. Alucraft (Pty) Ltd for Aluminium Doors and Windowsiii. Rodlin Design for Auditorium Seatingiv. Decorex Curt CC for Stage Curtains Works

Adjudication Decision: ApprovedSubmission Date: 25.02.2013

Tender No: TB9/3/92/2000-2001Tender Title: Department of Buildings and Engineering Services’ request for direct appointment of Bonanza Equipment (Pty) Ltd for mechanical works on the Construction of the Botswana Public Service College Auditorium.Adjudication Decision: Did Not Approve Instead the Department was authorized to invite all the bidders who were earlier short-listed being:

i. Pipework Services (Pty) Ltd- Grade Eii. Bonanza Equipment (Pty) Ltd- Grade Eiii. Integrated Mechanical Services- Grade E

Submission Date: 25.02.2013

Tender No: PR 9/3/3/7-ITender Title: Department of Building and Engineering Services’ request for the engagement of Complant Botswana (Pty) Ltd for emergency repair of the Sir Seretse Khama International Airport (SSKIA) blown roof, and Geoflux and William Lee & Associates to determine the cause of the structural failure roof.Adjudication Decision: ApprovedSubmission Date: 05.03.2013

Board Adjudication Decisions for the 11th April 2013 Board Sitting

Tender No: PR 9/3/3/12- IIITender Title: Kgalagadi Resources Development Company (Pty) Ltd T/A Solar Power’s request for the Department of Building Engineering Services’ to apply the Economic Diversification Drive (EDD) in the tender for the “Supply, Installation and Commissioning of Domestic Solar Water Heaters for Mogoditshane Senior Secondary Staff Houses”.Adjudication Decision: Did Not ApproveSubmission Date: 09.04.2013


Tender No: PR9/3/3/12-IIITender Title: Department Building and Engineering Services’ request to award the tender for the Construction of Infrastructure Works & 9No of Flats at Mogoditshane Senior Secondary School to ZhongGan Engineering and Construction (PTY) Ltd at a contract sum of BWP56, 434, 878.95 for a construction period of 425 days.Adjudication Decision: ApprovedSubmission Date: 01.03.2013



MINISTRY OF LOCAL GOVERNMENT & RURAL DEVELOPMENT

MINISTRY OF ENVIRONMENT, WILDLIFE & TOURISM

Tender No: PR 8/1/3/12-IITender Title: Department of Local Government Technical Services’ request to award the tender for the Procurement of Construction of Water Treatment Plants and Evaporation Ponds at New Xade and Radisele to N&M Services (Pty) Ltd at a cost of BWP40, 894, 066.86.Adjudication Decision: ApprovedSubmission Date: 26.03.2013

Tender No: PR 18/1/2/12-ITender Title: Department of Wildlife and National Parks’ request for retroactive authority to pay Puma Energy (Pty) Ltd for the Supply of Aviation Fuel at Maun, Gaborone, Francistown and Kasane used during the Aerial Survey Campaign for a total value of BWP 170,716.49.Adjudication Decision: Did Not ApproveSubmission Date: 22.03.2013

On the twentieth anniversary of South Africa’s re-birth, the UIA Congress will celebrate the African profession as a meaningful contributor to world architecture and thought leadership in city development; as well as the continent’s contribution in the affairs and evolution of architecture globally.

Architects, engineers, designers, technologists, planners, think-ers and writers from all over the world will gather, with the public, for a week of lively and challenging talks, workshops, events and happenings.

UIA 2014 WORLD CONGRESS IN SOUTH AFRICA

UIA Congress 3-7 AUGUST

UIA General Assembly 8-10 AUGUST

Durban International Convention Centre (ICC)

MARCUS EVANS EVENT IN JOHANNESBURG, SA

Johannesburg, South Africa29th - 31st May 2013

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Building world class Mixed Use Developments by mastering con-ceptual technology and sustainability to enhanced live ability for future development in financing, designing and branding.

EXCLUSIVE BOIDUS MEDIA EVENT MAY 2013

CBD Executive Seminar

S TAT E OF OUR CITIES

20th May 2013 Masa Centre, CBD

Bringing together CBD stakeholders such as landowners, devel-opers and Investors to engage on matters of CBD Development. Exploring Challenges and opportunities in develop-ing the Gaborone Central Business District (CBD).

FOR EVENT BOOKINGS T: 75505291 E: [email protected]

WORLD GREEN BUILDING COUNCIL CONGRESS

Being held on African soil for the first time ever, the WorldGBC Congress will run in parallel with the premier 6th annual Green Building Conven-tion at the Cape Town International Convention Centre from 16th – 18th October 2013. This year we play host to the largest international network influencing the green building marketplace, comprising 92 global councils – making this the most distinctive sustainable building gathering to accelerate the green building movement - ever hosted on our continent.

VISIT THE WEBSITE: WWW.GBCSA-CONVENTION.ORG.ZA/

ClassifiedsBOIDUS FOCUSMay 2013 | Home Improvement Ideas

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ClassifiedsBOIDUS FOCUSProducts | May 2013

ClassifiedsBOIDUS FOCUSMay 2013 | Products

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Eco-Insulation reaches out to communitySupported by Architecture for Humanity, Football for Hope is an outreach initiative of FIFA™ given impetus by it's “20 Centres for 2010” programme that began in South Africa as the official campaign for the FIFA World Cup™ 2010. The centres are operated by Grassroot Football, where a large focus is not only on the development of soccer, but on the preven-tion of AIDS.

At the most recently completed pro-bono project, Eco-Insulation donated their services and products to the construction of the latest South East District Football for Hope Centre, located on the SEDYEA site in the village of Ramotswa. The Eco-Insulation produce was professionally pumped into the roof above the ceiling of the main conference area and offices.


Boidus Feature

>>> FROM PAGE 01

Turnstar Holdings Limited Annual Report 2012

The company does not distribute capital profits. The property portfolio is well diversified across the major sectors of commercial property that’s being office, retail and residential in the following spread by value;

• 21% Commercial (2011: 21%)• 76% Retail (2011: 76%)• 3% Residential (2011: 3%)

Our companyTurnstar is one of the largest Botswana listed property invesment com-pany with a quality portfolio of 9 properties valued at P 749,144,794 and a market capitalisation of P 501,553,752 as at January 2012.

Turnstar is a variable rate loan stock company and effectively, distri-bution is made bi-annually to unit holders from all profits generated through rental income less operating costs and interest on debt.

Our StrategyAccording to Mr Jacob Motlhabane, MD “We have seen that competition will in crease in the near future, with all future developments earmarked (including those already commissioned). Thus to achieve revenue diver-sification and protection against future competition we are looking for external growth. With Botswana’s small market, future growth prospects will be constrained. One way to achieve this growth is to attain a Pan-African reach.”

Other Key Projects by Turnstar Holdings Limited

Fairgrounds Office Park, Gaborone

Game City Mall, Gaborone

Game City, our first flagship property, is a world class retail centre comprising of shopping experience with a tenant mix that includes fashion, supermarkets, furniture and household goods, restaurants, food courts, multi-screen cinema complex and banking facilities. We seek to remain abreast of inter-national trends in order to maintain our competitive edge. The Game City Phase II project has brought more multina-tional stores to the foot of Kgale Hill and was completed during the current year with total expenditure capitalised being P85M for the entire project.

To date the new wing is 99.9% let with tenants such as Clicks, Pep, Coricraft, Woolworths and O’Hagans. Phase II has not only served to improve the shopping experience of our patrons, but has also created value for our unit holders with rental income increasing by P1.2 million per month.

Nzano Shopping Mall, Francistown

Turnstar Holdings Acquisition; Mlimani City Mixed-use development in Tanzania / Turnstar Holdings Limited Profileby Kibo Ngowi & HK Mokwete


Professional Practice / Boidus Feature

We soon found that SEDYEA’s poten-tial far exceeded our budget for the Football for Hope Centre – this meant that we needed to be clever to try and stretch the budget. We established that many activities could take place outside, provided that there was cover from the sun and the rain. It is much more cost effective to build shade areas than to build fully enclosed spaces, and so we aimed to maximize the amount of us-able area by creating a covered and shaded ‘outdoor seminar space’ that connects the admin and sanitary areas and can double as an extension to the multi-purpose room, as well as a stage and spectator area during match days. The circulation areas are covered but ex-ternal and generous enough to double as casual meeting areas. Low walls, in-spired by the traditional Tswana ‘lelwapa walls’, provide informal seating.

The mono-pitch roof allows rainwater harvesting and an in-kind donation of a solar installation by Yingli International provides the building with electricity.

by Kibo Ngowi

Community Outreach Architecture; Sedyea’s Youth Football Centre Completed

>>> FROM PAGE 07

The existing kitchen area has been ex-tended with an outdoor meal prepara-tion area through a donation from the German Embassy.

External spaces are as important as internal spaces – the new building is arranged in an L-shape and together with the existing building and one of the shipping containers that the pitch arrived in – now re-purposed for use as a tuck shop – forms an arrival court-yard for the whole centre. The outdoor seminar space acts as a link between this space and the two football pitches.

BF: What challenges if any did you face in the process of designing the centre?

EE: The two main challenges were to design a building for a comparatively se-vere climate and a relatively tight budget.

Botswana has quite an extreme cli-mate with hot summers and cold win-ter nights. The challenge was to de-

sign a building that would be cool in summer and warm in winter without resorting to air conditioning.

Orientating the building’s long side along an East-West axis minimizes overheating caused by the hot after-noon sun. Generous overhangs and external sun shades are designed to shield the building from the summer sun, but relatively low North facing windows allow the lower lying winter sun to enter the building and help warm it during the cold months. Gen-erous room heights and good cross ventilation further minimize overheat-ing. The white finish on the metal roof reflects heat, and a generous in-kind donation of ceiling insulation by Eco-insulation drastically minimizes heat gain and heat loss through the roof.

The second significant challenge was the very tight budget. In addition to trying to maximise usable floor area (as described above), the materials used were chosen to be cost effec-tive and robust – stone walling, clay brick walls (providing good thermal insulation), brick and stone paving, screed flooring. The walls are ‘bagged and painted’ internally and externally, which is more robust and more cost effective than plastering walls.

In addition, our local supporters made a huge contribution to the project through donating their professional services and materials – it would have been impossible to realise this project without their help.

FORM 01

P.O. Box 1731 Tel: 3913335 Gaborone Fax: 3900902 Email: [email protected]

SEDYEA changing lives through football

SPONSORS: FIFA / streetfootballworld / SEDYEA (South East District Youth Empowerment Association) / Adi-das / Coca-Cola / Emirates / Hyundai / Sony / Visa / Yingli Solar / Greenfields / Architecture for Human-ity / Eco-Insulation / CTM Gaborone / Sanitas Nurseries & Garden Centre / Gaborone Hoses And Fittings

CONSULTANTS: Mosienyane and Partners International (PTY) LTD, Architects, Town Planners, Urban Design-ers, Property Consultants / Kille & Dannhauser, Chartered Quantity Surveyors / NMA Consulting (Pty) Ltd, Consulting Engineers / Nichris (Pty) Ltd a/t AG Georgiades, Consulting Engineer / A. R. Edwards and As-sociates, Consulting Electrical And Mechanical Engineers

PRINCIPAL CONTRACTOR: Rimu Enterprises

THE PM SPHEREStakeholder Engagement - Avoiding White Elephant Creations

This topic will try to discuss ways of identifying the stakeholders in our built environment projects, how they can be engaged to reduce project failure by way of increasing acceptance of project products. The other benefit of en-gaging users is to ensure longer benefit realisation of our project products.

In using the term stakeholder we may have to consider that a stakeholder comprises those that are impacted upon directly and indirectly by a project. In the wide sense of the description we may confine ourselves to focus on: customers, users, suppliers, department of labour, department of occupa-tional health and safety, politicians, special interest groups (such as unions, environmental organisations), employees, operations and maintenance per-sonnel etc.

After the initiation the project manager should address the stakeholder identification through the communication strategy preparation. Identifying key project stakeholders can assist in giving feedback to the client or project sponsor about how to allay the fears of or discomfort that key project deci-sions may have on the welfare of the stakeholders.

How many bus ranks have been constructed the country over to be rejected by their intended users and remain white elephants? In such cases the project mandate for the project manager may have been to develop plans for a bus rank at an identified plot on the outskirts of town. As a project manager it may be a notch on our belt that we constructed a bus terminal outside town, but 10 years later it would be a scratch to any project manager’s ego to find the structure they put up abandoned and housing goats and donkeys.

Below are a few cases of projects where i believe the stakeholder engage-ment was unconvincing to say the least.

Stadio Delle Alpi (Turin, Italy)– Case of a product that missed its intended recipientsTake the example of the Stadio Delle Alpi in Turin, Italy. This was a stadium constructed for the 1990 Italia 90 Soccer World Cup in Italy. The inclusion of an athletics track but absence of a warm up track meant that the stadium would never be able to host major athletics events. This omission reduces the number of potential users of the stadium from three (two football clubs Juventus and Torino, and the Italian Athletics Federation) to two (Juventus and Torino).

This stadium was a 69000 seater and hosted the second round match be-tween Argentina and Brazil and the memorable semi-final between other perennial rivals England and Germany, both having 60000 attendances. Despite an existence of over 10 years and Juventus’ notable prestige in Italy and Europe the stadium only recorded its highest ever attendance in 2003’s Uefa Champions League semi-final between itself and Real Madrid of 66,299.

Factors contributing to this below than expected benefit realisation for the municipality which owns the stadium as is the case in many European cities and its clients Juventus and Torino FC are that the athletics track reduced the distances between the spectators and the action on the football pitch, obscuring of spectator views caused by advertising billboards and the ex-posure to the elements of spectators.

The expensive correction- Juventus StadiumFast forward to present, Juventus have purchased the stadium from the mu-nicipality for 25 million euros, demolishing the stadium in 2009 and reopen-ing in 2011 as the JUventus Stadium, torino moving to the Olympic stadium. The new stadium has no athletics track and is a 41000 seater with Juventus matches more atmospheric. Given the size of the institution I am of the belief that in 5-10 years the stadium may not suit the demands of accommodating growing crowds.

However this is an expensive correction (reconstructing a stadium) to make for not delivering a product that would have accommodated stakeholder re-quirements adequately. There were competing interests during the planning and design of such a stadium: being the athletics federation who believe they can pitch world class events to be hosted in Turin, the football clubs who needed a stadium to accommodate football spectator needs. These are competing interests because to enjoy a football match you have to watch from as close to the pitch as possible and world class athletics events require additional space which widens the distance between the pitch and the fans, not forgetting the running track. Thus the omission of a running track should have killed the inclusion of an athletics track. In the end the municipality has disgruntled clients and high running costs of keeping the stadium up to standards.

This is typical of European cities excluding Britain where municipalities con-struct multipurpose stadia to derive multiple streams of income from such as the San Siro and the Stadio Delle Alpi.

Lessons for our local project managers and property developers - Stadia (National, Lobatse, and Francistown)Now try to import these lessons to our local levels of stakeholder engage-ment. Out of all government owned stadia in recent times the busiest has been the Molepolole Sports Complex. We know the embarrassing debacle that was of the National Stadium refurbishment. Now supposing these sta-dia fall within the property portfolio of BNSC. What can BNSC and its stakeholders being the various sporting codes do to extract maximum use of all their properties and ensure enduring projects?

Can it work on having two or three national stadiums, each having its own focus? Supposing the national stadium in Gaborone is remodelled as a foot-ball stadium with guaranteed cup finals, guaranteed national team matches.

by Brad Jones



Education

by Boidus Admin

End of Year Exhibition of stu-dents’ works: Department of Architecture & PlanningPRESS RELEASEThe Department of Architecture and Planning at the University of Bo-tswana will host a public End of Year Exhibition of students’ works from semesters 1 and 2 on the 17th May from 1700hrs. The exhibition, which is open to the general public, will be held in the University of Botswana, Block 205 in the main campus.

This event is focused on establishing links with the industry and the com-munity at large; as well as creating exposure and showcasing the stu-dents’ creative talents. The exhibition is held at the end of every Academic Year and usually remains open for the 3 months of the university vacation.

The exhibition will be officiated by the Chairperson of the Architecture Reg-istration Council, Mr G. S. Manowe, who will deliver the Key Note speech. Other guests include the Dean of Faculty of Engineering, Professor J.M. Chuma and the Head of Department for Architecture and Planning, Profes-sor B. Bolaane.

LOCAL COMPANIES DEDICATE TIME AND RESOURCES TO FOOTBALL FOR HOPE

AR Edwards & Associates, an electrical and mechanical consulting firm established in 1979, were the me-chanical & electrical consultants for the project. Their main works include but are not limited to providing detailed electrical and mechanical designs and supervision of both government and private projects. Their electrical department has two sections: The Power Department which deals mainly with designs of sub-stations, HV transmission and LV distribution lines for Botswana Power Corporation and the Building Services department which deals with the deigns of electrical services of buildings.

Their involvement in the Ramotswa project mainly entailed providing detailed electrical and wet-services designs, preparations of tender documents, tender adjudication as well as supervision of the project.

Some of the most recent projects they have been involved in include the new SADC House, MASA Towers, Diamond Trading Company Botswana (DTCB) Offices, ITowers, Fairscape and The Office Development Proj-ect, just to name a few.

Tshepo Radikara of A.R. Edwards & Associates explains that they were delighted to be given the opportu-nity to fulfil their social and corporate responsibility of giving back to the community as one of the oldest electrical and mechanical consulting engineering firms in the country.

“Taking into account the nature of the project, our biggest challenge was to provide an electrical design that could be achieved within a shoe-string budget while still being pleasing to the eyes,” Radikara adds. “We therefore had to come-up with a very simple yet aesthetically appealing lighting design utilising the cheapest light fittings available locally. Having been involved in so many projects in the country and having dealt with many light fitting suppliers, we were able to achieve what we set out to do to the delight of the Architect and the whole project team.”

The project team from A.R. Edwards & Associates was headed by the company’s Mechanical Principal Engi-neer Mr. John Brady with Mr. Tshepo Radikara as the Electrical Engineer for the Project.

AR Edwards & Associates

NMA Consulting (Pty) Ltd, formerly Newton McDonald and Associates (Pty) Ltd, a 100% citizen owned company established in Botswana in 1980, provided civil and structural engineering services in the project. They roped in Alex Georgiades to assist with the structural engineering, so he did the structural design while they did the supervision.

NMA is also a majority shareholder of UWP Consulting (Botswana) (Pty) Ltd, a subsidiary of the inter-national engineering consultancy UWP Consulting (Pty) Ltd with a staff complement of 300 people and specialist expertise in various engineering fields.

NMA provides a wide variety of services assisting clients with the conceptualisation and budgeting of proj-ects through survey, design, project management and monitoring of construction.

NMA’s core competencies are Infrastructure development: land development projects consisting of roads, storm water drainage, water and sewer reticulation; Roads: national roads such as primary and secondary roads for the roads department, as well as tertiary roads for local authorities; Structures: Structural design for factory shells, double storey buildings and large houses.

Other areas of competency include Road materials and pavements; Airfields and airports; Sports stadia and recreational facilities; Multi-storey buildings and bridges; Water distribution systems in primary and secondary assets; Sanitation systems in primary and secondary assets; Storm water drainage in primary and secondary assets and Railway sidings.

Moemedi Rabolo of NMA Consulting explains that small projects offer a rare opportunity for young engi-neers to be exposed to the holistic nature of building projects. “As a company that deals predominantly with big projects, we rarely get to appreciate how the different disciplines work together and affect each other to achieve the project goal,” says Rabolo. “I guess this is the biggest lesson I learnt as a young engineer involved in this project; it taught me the value of team work.”

People from the NMA Consulting office involved in the project were Christopher Long who served as Proj-ect manager and Moemedi Rabolo who served as Project engineer.

NMA Consulting (Pty) Ltd

by Boidus Admin / Source: Prepared by Botswana Institute for Develop-ment Policy Analysis (BIDPA)

Institutional Reforms of the Construction Industry in Botswana [BIDPA Extract]1.1 TRAINING REGULATORS AND TERTIARY INSTITUTIONSConstant, relevant and responsive training and skills development for construction is required due to con-stantly changing construction tech-nologies. The institutional framework for training and skills development in construction includes regulators, and training institutions.

1.1.1 UNIVERSITY OF BOTSWANA (UB)UB is the country’s largest institution of tertiary education and training. The faculty with direct relevance for con-struction, the UB Faculty of Engineer-ing and Technology has the following specific objectives with regard to con-struction: 1. To produce quality pre-profes-

sional cadre;

2. To contribute to development through research; and

3. To develop communities by ap-plying knowledge gained through research

The lack of a National Qualification Framework in Botswana means that the UB does not have a mechanism for assessing entrants from other training institutions such as the bri-gades or the technical colleges. The university also faces challenges of negative perceptions from stakehold-ers; the perception that UB students lack practical training exposure. Be-ing the only university in Botswana to date, the UB might be hampered by lack of pressure to be innovative and thus responsive to the needs of the economy.


Property / Financing

Managing Risk in Construction Projects by Boidus Admin

Risk management is a proactive project manage-ment tool used to reduce the susceptibility to losses incurred during a course of action, which leaves an auditable trail of changes. The process focuses project resources on reducing vulnerabil-ity, providing early visibility of potential problem areas and creating mitigation actions.

Good risk management should involve the entire project team, including design, engineering, busi-

ness, contracts, finance, purchasing, estimating, and project controls. The process is ongoing, a never-ending cycle and iterative process of iden-tification, quantification, modeling, management and monitoring. The analysis can include identified risks, estimate and schedule items, new risks, sec-ondary risks, scope changes, change orders, and actual costs, so as to provide a graphic depiction of the changing nature of project risk over time.

How to get started Risk management is an organized method of identifying and measuring risk and then develop-ing, selecting, implementing and managing op-tions for addressing risks. There are several types of risk that an owner should consider as part of risk management methodology. These include:• Schedule risk• Cost risk• Technical feasibility• Risk of technical obsolescence• Dependencies between a new project and

other projects• Physical events beyond direct controlRisk management seeks to identify and ultimately control

Risk Mitigation and MonitoringRisk mitigation and the development of appropri-ate response actions is often the weakest part of the risk management process - the ongoing man-agement and monitoring of identified risks, and the addition of new risks to the model, require constant vigilance.

When managing risks, there are several risk strat-egy options to be considered. Risks may be avoid-ed entirely (usually by eliminating their cause or root), transferred to another party (through con-tracts or insurance), or exposure to the risk can be reduced (through planned action measures). Ac-ceptance of the risk should be considered only as a last resort, and should only be applied for items that cannot be addressed by any other strategy.

For each risk item, an achievable target risk reduc-tion goal should be set, and proactive steps or ac-tion items identified by which the goal can be at-tained. The mitigation steps must be appropriate, cost effective, and achievable. The development of these steps should encourage problem solv-ing and innovative solutions, with the objective of avoiding the risks or reducing their impact as much as possible. When discussing action items, it is important to remember that interpretation of each risk will differ from person to person, with the recommended course of action varying accord-ing to the person or organization's perceptions of project management, objectives, environment, experience, and risk tolerance level. Similarly, op-portunities can be discussed, and steps or action items developed which can increase their prob-ability of occurrence or their level of impact.

In addition to creating action items for the risk, the risk manager may want to ask the following questions:• What is the root cause or trigger for this risk?• Does this risk have an impact on business, or

just on the project?• How will we know when the risk has occurred?• What will happen if the risk occurs?• How are we currently handling this risk?• What steps can we take to better manage or

mitigate this risk?• What should we do if we fail to manage this risk?

Risk management is an ongoing and iterative pro-cess, which should be conducted throughout the lifecycle of the project. Each risk manager must re-view all of their risks on a monthly basis or more frequently, and update the risk assessment sheets, even if only to note that there has been no change.

What are the benefits of risk management? • Minimising uncertainty on projects or during

changes in company organisation; • Better decision-making – risk management

either as a stand-alone projects or linked with a value management exercise (see value man-agement fact sheet), can ensure that strategic decisions are well-founded;

• Providing a hard focus on critical problems. For construction projects these will include risks associated with design, construction and maintenance/operation. Risk management techniques will complement a whole life cost-ing approach (see whole life costing fact sheet);

• Better briefing (see briefing fact sheet) • Better work planning – risk management en-

ables you to balance high-risk projects with lower-risk projects.

• Clearer accountability – once risks are estab-lished, risk-minimisation can be assigned to individuals within your team.

• Better ‘partnering’ (see partnering fact sheet) – risk management help provide partners with a common purpose.

What type of risks could affect construction projects? These are some potential risks, a number of which could also be relevant to organisational change.

Particular risks for construction industry clients: • The income or benefits from a building or

project could be lower than expected. • Poor advice could lead to: use of inappropriate

management tools for the project; choice of inap-propriate procurement routes; failure of systems to identify & secure the quality required by the client; a project which is poor value for money.

• Completion could be delayed because of: disruption; inefficiencies and/or lack of co-ordination in the supply chain; disputes; poor quality work; bankruptcy.

• There could be unforeseen project costs, in-cluding variations.

• Higher than expected running costs could re-sult from: defective design; unmet specifica-tions; defective construction.


References: 1. ‘Risk Management’ Scott Cullen, AECOM, www.wbdg.org/project/riskmanage.php 2. Risk Management: Title 9/3/04, www.constructingexcellence.org.uk


The gathering of delegates, professional panelists, guest speakers, VIP, and invited guests to the first ever CBD Seminar is a sure sign of good things to come. The event which is a platform extension of what Boidus Media brings to the built environment is aimed among other things to stimulate interaction, debate and also opportunities for business exchange in what is arguably the biggest private sector led building project in Botswana.

The emergence of CBD at the heart of Gaborone has been in the pipeline for over 25 years and its promise to the city is only becom-ing apparent. The CBD in its original conception was conceived as a future heart of Gaborone and the identity of the City. It is only proper that such a momentous undertaking therefore take centre stage in many platforms of business expositions, seminars, show-cases and others.

The emergence and maturity of our local private sector in invest-ment in property, has come of age and all is evidenced in the number of growing property listed entities at the Botswana Stock Exchange. This stern confidence in the private sector has probably been the key input in the previous excellent growth in the property market and the construction industry sector at large. This confidence is also a reflection on the goodwill and support that the private sector has been willing to lend to supporting this CBD seminar. Events and other initiatives of this nature in the industry can only become pos-sible through the continued confidence and support from generous sponsors who not only see this as a necessary part of developing our property market, but also as a business opportunity. It is events like this and many others in neighbouring countries such as SAPOA , Design Indaba, African Property Summit and others that champion industry interaction and showcase innovation. Our markets matu-rity needs to confidently support, take advantages and opportunities that such activities bring.

I would like to thank our partners, event sponsors, and industry cap-tains, guest of honour, exhibitors and delegates for making the vent possible.

Comments

EDITOR H. Killion Mokwete

DESIGNBridget T. MacKean

Boidus Team

by H. Killion Mokwete, RIBA Chartered Architect

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DISCLAIMER: Please note that the views expressed in 'Comments and Letters' are neither those of Boidus, its management, nor its advertisers.

B O I D U S F O C U SBotswana’s Architecture Design & Urban Landscape Newspaper

Boidus Botswana: This is shocking! Is it prevalent in Botswana I wonder?

Kaone Selato: If its related to the 2010 World Cup,the govt new they were doing it,and understood why they were doing it...none of them had the capacity to build more than one stadium with deadlines looming...so the only plausible scenario was to sit down and divide the tenders amongst themselves,so that everyone gets a slice..the RSA govt knew it

Jan Wareus: The situation in Botswana has all the signs of bid-rigging among the major players, too. Who is digging into our local situation - Boidus?

Boidus Botswana: @jan. I can’t say. But when the same players involved there are here, we can only hope they play clean here.

Jan Wareus: Hope? As I said earlier - Bob Hope, Steve Jobs and Johnny Cash are no more - and we have no hope, no jobs and no cash!

Boidus Botswana shared a link @ sacommercialpropnews.co.za:‘South African big construction companies admit to R26 billion bid-rigging’

Coming of Age of Botswa-na’s Property Market

EDITOR’S NOTE

Boidus Botswana shared a link @ evolo.usPrishtina Central Mosque / Tara O. Amayesh

Jan Wareus: Very refreshing to see architects attempt-ing to create something new. Being spiritual, so to say, as leading architects have always been. Instead of just permutations of existing buildings as we see here (except for the new Hub). As well as Utzon’s Sidney landmark became “the Sails” this will become “the Sliced Loaf” and we need more of it!

JOURNALISMKibo Ngowi

SALESH. Killion MokweteThabo Sarona

DISTRIBUTIONNako Kabomo

GUEST COLUMNISTSPhenyo MotlhagodiBrad Jones

PETER FENI: maitengwe village one of the large villages so far its us to guide and monitor the village committies how the develoments coming and were and when thru our MP

can we try to see that roads in the village of maitengwe to planned now becouse the village is developing fast so we see the face of the village so may people are travelling crossing to zimbagwe via maitengwe and we need to stop this pitlortree toilets very fast becouse the number of people in the village its growning fast

JAN WAREUS: Can’t agree more, Killion!When I represented Swedeplan, once upon a time (1990, I think) we were coming up with a serious “Vil-lage Upgrading Manual”. And was/is is totally ignored!Instead DTRP insisted on “Urban Development Stan-dards” in ALL invitations to planners for tenders. This is a professional shame for the DTRP planners! JW

KEAGILE DANCE PIUS: TUTUME SUB-LANDBOARD ARE SWALLOWING BEFORE THEY COULD CHEW

Reading Mr Mokwete’s article(Oct 24 ’11) makes me very emotional, more especially that the landboard is swallowing unchewed boluses which are going to cause complications to the villagers like me. In all the Mait-engwe Kgotla’s there is ample space to accomodate all the current home seekers which therefore means the decision to force all the current home seekers to the so called Maitengwe lay out is devoid of any sense.

As stated in the article the chosen area for the lay out is not conducive for human habitation at all and thus should be left for catle grazing.

The vast majority of people who needs plots now stay in urban areas and when i picture a situation whereby my mum will be walking from Shuzhwa to Maitengwe lay out almost everyday to check on my property a hot tear

oozes off my eye.

Bathu ba kanyikwedu koti tola makole ano pinda maku-mi manna even double that kuti our village ebe toropo, so lets rise on our feet and talk to our leaders about these issue because its us who suffer the consequences.

BAGALI: We hav forced an annual meetin on d first of every january pa libala gwe bola to discuss dis issues nd among em shud b d removal of d current crop of leadership,t failed nd failed so bad.esoecially dis so called plots…ku nkange ey refused it,our chief gleefully,wthout consultation,agreed wth d Ngwato landboard..such things need to b reversed.nd dar needs us,together under a tree to solve it.so ther u got it..spread d word nd c u ther.

KAGISO JOBE: I think we need to give tribal authorities more control on land allocation and do away with the nationalistic approach which obviously is not working. I understand the dilemma of the government to allow all its citizen access to land anywhere in the country but that shouldnt be at the expense of destroying our unique cultures in the country. We know very well that we have different tribes in Botswana that have different social and economic needs, therefore we cannot go around copying development plans without changing them to suite their new places.

Social amenities and development infrastructure are nec-essary in any settlements, but they can be introduced with great care. adapting them to the needs of the people.

BIDUBA: The problem with our planning is that we ap-ply same standards in all settlemts. The village character should be the ones that determine how we plan for settlemnts. Every village is unique on its own but we a failing to recognise this when we do our layouts. Our vil-lages has over time lost character and identity because of how we do our planning.

Village Development Plans Destroy Rural NeighbourhoodsArticle originall published on www.boidus.co.bw 24/10/2011

Boidus Botswana shared a news item from ‘Gabzfm News’Govt plans to demolish houses in Tswaane

Jan Wareus: I have always stated that it it is much quicker, cheaper and human to change the plan rather than to demolish “illegal” developments that can be le-galized with a plan and a fine! I think this is power play by government planners and a shame for the profession!

Further on that statement : I started to report on the planning failures that resulted in unnecessary “yel-low monsters” in year 2000 when the Mogoditshane “squatter destruction” started and the poor planning

that was the justification. I have all the facts in docu-ments from June 2000 and reports to the then VP, the Minister and the PS’s of the time to no avail. Conse-quently, I had to realize that behind DTRP’s power play was solid and strong business interests and the planners were just handymen or executioners with convenient (poor) plans. There were very strong private interests behind the yellow monsters! And the same situation we have today - where is the independent press that dig and can report on this?


Professional Practice

IS YOUR BUSINESS BUILDING A FIRE RISK?

Botswana Insurance Company Limited Tel: 3600500 | Fax: 3972867

Website: www.bic.co.bw | Mobisite: m.bic.co.bw

by .....

Many fires are not accidental and in cer-tain instances could possibly have been avoided. This is not to be confused with arson. Botswana has had their fair share of fires in recent years and even though that there is insurance cover; it has nu-merous knock on effects. For example if your company’s turnover revolves around selected customers one or more of those customers may not return once you have recovered from the effects of the fire.

Below are some observations following inspections of properties. This article focuses mainly on the fire aspect of risk management.

It is fair to say that every company should practice good governance and implement risk management/housekeeping in their businesses. In most cases, the lack of im-plementation is not intentional but rather due to the attention given to the day-to-day running of the business. Another factor is that with the economic crunch still pres-ent, companies are diverting the money allocated to preventative maintenance and using it elsewhere and the money for preventative maintenance changes to breakdown repair/maintenance. The situ-ation is further made worse by the lack of regulations and compulsory standards.

It has been established that most fires start due to electrical short circuits. These short circuits occur because of a lack of an-nual inspections, incorrect maintenance, inadequate repairs, the use of outdated equipment (possible budget restraints), illegal wiring, cheap or low quality equip-ment (adaptors) and general disregard for equipment. The motto “Don’t fix some-thing that’s not broken” always applies.

Fires need fuel and this is often supplied in great quantities, due to a lack of good housekeeping. A packaging company, wood working, furniture manufacturer will naturally have a higher chance of catch-ing fire, not only because of the raw ma-terial but also due to other factors such as dust, saw dust, wood shavings etc. The housekeeping, management of the waste and the storage of raw materials are what differentiates a good risk from a poor risk.

With lack of housekeeping there is also the tendency to overlook the employees. Many employees work in conditions that are not safe, and require among others; protective clothing, face masks, goggles which may not be issued. As owners and managers there is a responsibility to offer employees a safe working environment which includes using employees that are skilled to do the work, ensuring minimum exposure to injury, disease and so forth.

Insurance companies carry out routine surveys to determine their exposure to a risk and to impose risk improvement re-quirements which are often precedent to the policy being issued or renewed. De-tailed below are typical short falls in basic risk management. (Some may not apply to smaller companies)

• Insufficient fire fighting equipment.• No fire marshals or trained fire fight-

ing team.• No evacuation drills and assembly

area.• No trained first aiders and/or first aid

boxes.• No procedures in the event of a seri-

ous injury• Lack of regard to waste management

and incorrect storage of flammable liquids.

• No maintenance programmes on buildings, machinery and plant.

• No disaster plan.• No disclaimers in lodges, hotels, sport

clubs etc.• Incorrect storage of LP gas.• No formal Safety Health and Environ-

ment (S.H.E) program in place (protec-tive clothing).

• Lack of back up on debtors, creditors, stock inventories and copies being kept off the premises.

• Under insurance

The absence of regulations and the lack of capacity to control the existing regula-tions have allowed landlords, company owners to get away with absolute mini-mum standards. Botswana Bureau of Standards (B.O.B.S.) has been successful in passing a number of compulsory stan-dards which will go a long way to improv-ing minimum requirements and these remains on going.

For example; the storage of gas bottles in a building caused a fire to reach new levels when gas bottles started to explode and gas leaked out of containers deemed to be “empty” .The fire simply became a conflagration and resulted in unneces-sary additional damage and the potential risk to lives. Had the bottles been stored outside in a well ventilated cage (compul-sory standard) things would have been radically different. Sadly it sometimes takes a fire before companies accept the need for risk man-agement and it’s on going implementa-tion. Basic standard risk management is the responsibility of all companies ir-respective of the sector, be it administra-tive, manufacturing or mining.

Does your company fall into this category?

Ensure that you minimize your risks, by applying necessary risk management and measure.

The Lobatse is remodelled as an athletics stadium as well as home stadium for Extension Gunners and BMC with guaranteed use for all school finals for BISA athletics and BAA meetings as well as all international athletics meets. The Francistown is earmarked the same way as Lobatse. With the above investment in stadia our infrastructure strategy lags behind in supporting the stadia construction. That is a matter for the transport department, bus owners and railways parastatals to take into consideration. These are all stakeholders who are not being stimulated by significant developments that can boost economic gains and also increase the enjoyment and utilisation of our sporting facilities.

Bus terminals (Tonota, Lobatse and Jwaneng)Now let us draw lessons from the recently completed bus terminals in Tonota, Lobatse and Jwaneng and their non-use or under-utilisation by the prospective or intended users. In the case of the Jwaneng bus terminal there is a stated underutilisation by taxi operators who proclaim that they were not consulted on the development of the bus terminal. They insist that the bulk of their business remains in town at the various malls while the bus terminal is located along the Trans-Kalahari highway on the outskirts, and they would subject themselves to loss of potential business by taking residence at the new bus terminal. If the location of the bus terminal was not done in consultation with the affected stakeholders then the project manager has not collected user requirements nor does satisfy the quality planning process. Conversely the taxi association may have been obstinate to come to the party and not been fully appreciative that for the public to be served better and safely we needed a relocation of the bus terminal.

However where strides are made in the right direction it must be lauded for the government has instituted such measures as the Urban Development Committee (UDC) and the District Develop-ment Committee (DDC) which are forums for tracking what government departments are doing in their respective communities vis a vis development projects. These can be reinforced by the participation of the local chapter of BOCCIM, the stakeholder bodies such as churches, taxi as-sociations (if not affiliated to BOCCIM) among others. With such steps we can make our public projects more responsive to user needs and as encompassing of stakeholders as possible. We will reduce incidences of the above occurring etc.

With a district level of strategic planning and engagement we can also engage the local institu-tions such as banks, schools and colleges to develop programmes that can reinforce or support the projects and developments. With a brewery constructed in a district it makes sense to realign the teachings of the local brigade to teach courses in instrumentation and plant maintenance. This localised planning also is more responsive to modern challenges such as the recession and assists in reducing local brain drain to other areas of the country who may be under tremendous strain.

Parting shots - In conclusion the following items need a looking into:1. Strengthening our stop-go milestone points in our projects to ensure that nobody has been

left behind. Before projects proceed to the next stage we should have a register of identified participant sign-offs. At the initiating phase we should have a register of potential stakehold-ers and judge their expectations from our proposed project, their potential influence. At each stage bring the stakeholders to a meeting and discuss the project achievements to date to get their feelings on the project. If before the procurement phase the community through ap-propriate forum was brought to know about the proposed bus terminals they would have put their feelings known. They would have even given the project manager other alternatives (do nothing, do minimal and do something), such as identifying alternative sites.

2. Differentiating between project sponsor and customers/ users. Many projects have project sponsor performing user roles as well. In the end the project delivers products that actual users don’t approve of and expensive reworking is needed. The Turin stadium is an example of this where the sponsor may have left the users behind and delivered a stadium that is neither sufficient for athletics nor satisfactory for football. With users on board it would have been decided between the Italian Athletics Federation and the two resident football clubs to abandon the athletics track. Scope creep is minimised. We avoid a situation where a project to install airconditioners in a school is about to be completed when a user who didn’t know about the project also brings a request for an airconditioner in their office too.

Next we shall look at the project management approaches including methodologies, training, and project management offices.

THE PM SPHEREStakeholder Engagement - Avoiding White Elephant Creationsby Brad Jones

>>> FROM PAGE 14

DISCLAIMER: Please note that the views expressed in this essay are neither those of Boidus, its management, nor its advertisers.

>>> FROM PAGE 16

Managing Risk in Constr. Projects Particular risks for main contractors specialist contractors: • Poor tender/briefing documents • Client who will not commit • Inexperienced client • Non-standard contract documentation • Ultimate client failing to sufficiently acknowl-

edge and reward quality and value for money • Poor design for construction, for example

when ‘buildability’ is not properly addressed • Unexpected problems relating to the site,

such as contamination or unusual ground conditions

• Co-ordination problems – this could be a par-ticular problem for specialists

• Component and/or materials suppliers unable to meet delivery and/or cost targets

• Faulty components and/or materials • Accidents and injuries to staff • Weather interrupting work • Delayed payments

• Poor documentation of records • Lack of co-ordination of documentation • Poor guidance for operatives • Poorly trained or inadequately trained work-

force • Industrial disruption

Particular risks for designers: • The client does not have the necessary re-

sources or experience to support the project; • The project is larger and/or more complex

than in the designer’s previous experience; • Responsibilities in non-traditional procure-

ment may not be clear at the outset; • Procurement routes might restrict the level of

design input; • Poor tender or briefing documents; • Non-standard contract documentation; • Poor, inadequate, inaccurate or inconsistent

product information; • Delayed payments; • Poor documentation of records.

References: 1. ‘Risk Management’ Scott Cullen, AECOM, www.wbdg.org/project/riskmanage.php 2. Risk Management: Title 9/3/04, www.constructingexcellence.org.uk


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Boidus Focus - Vol 3, Issue 3 [May 2013]

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