Table of contents

1. The principles and practice of facilities maintenance in Botswana............................................................... 1

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Document 1 of 1 The principles and practice of facilities maintenance in Botswana Author: Moseki, Linda K; Tembo, Emmanuel; Cloete, Chris E ProQuest document link Abstract: Purpose - The purpose of this paper is to evaluate the current practice of facilities management (FM)in Botswana, particularly as it relates to building maintenance. Design/methodology/approach - Both qualitativeand quantitative research methods (observations made from visual inspection of buildings and questionnaires)were used to obtain data in order to meet the objective of the study. A survey involving a self-administeredquestionnaire to facility managers was used. Findings - The study revealed that there was generally a lack ofinformation on facilities managed due to a number of factors. The study also found that maintenanceexpenditure was not in accordance with recommended best practice ratios, that there was a lack of knowledgeon the different types of maintenance and that the focus was mostly on emergency and day-to-daymaintenance. Top management in some organisations also seemed to lack an understanding of the importanceof FM, while maintenance departments suffered from under funding and budget cuts. Originality/value - Fromthe key findings, recommendations are made in this paper to improve the practice of FM in Botswana.[PUBLICATION ABSTRACT] Links: Check for full text via 360 Link, First Search Authorization Full text: Managing public sector real estate assets: part 2 Edited by Alan D. White 1. Introduction Many of the building projects in Botswana were carried out by foreign-based companies, often resulting incompleted projects being left without adequate operating and maintenance staff. Most buildings constructed inthe 1970s now require increasing levels of repair and maintenance. Recent building projects show good designand architecture but the challenge of proper maintenance plans after project implementation remains. This study attempted to establish, first, the adequacy of building records at handover of completed buildings;second, the reasons for the lack of planned maintenance; and third, how maintenance budgets are prepared. 2. Background Botswana is a middle-income country and has maintained one of the world's highest economic growth ratessince independence in 1966. The United Nations Conference on Trade and Development ([15] UNCTAD, 2003)credits foreign direct investment (FDI) for the development of Botswana from a least developed country to amiddle income one. According to the [18] World Investment Report (2006), FDI inflows to Botswana amountedto 17.8 percent of the gross-fixed capital formation compared to an average of 12.8 percent for all developingcountries. Diamonds are the mainstay of the economy and account for up to 80 percent of foreign exchangeearnings. The other key sectors in the economy include tourism, financial services and cattle rearing. Accordingto the Budget Speech of 2010 ([10] Matambo, 2010), the gross domestic product for 2009 measured at currentprices was P8 6.2 billion (US$11.9 billion). 3. Literature review [2] Barret and Baldry (2003) define facilities management (FM) as: [...] an integrated approach to operating, maintaining, improving and adapting the buildings and infrastructure ofan organisation in order to create an environment that strongly supports the primary objectives of thatorganization. Facilities managers are responsible for the provision of many varied services, including facility planning, buildingoperation and maintenance, real estate and building construction as well as general office services such as

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catering and housekeeping, transport and security ([6] Cloete, 2002). The International Facility ManagementAssociation (www.ifma.org) defines FM as a "profession that encompasses multiple disciplines to ensurefunctionality of the built environment by integrating people, place, process and technology". Facilities maintenance is an essential operation because the way it is conducted influences the effectiveness ofuser organisations and can increase the productivity and well-being of employees ([17] Wireman, 2004). FM as a profession has developed from the USA and has spread across the world. In Botswana, however, thereis no professional organisation that represents FM. FM is practiced by architects, quantity surveyors, propertymanagers, land valuers and economists. Training at degree level is in construction engineering andmanagement at the University of Botswana. There is no training in quantity surveying, land valuation or landmanagement. In South Africa, the South African Facilities Management Association was established with theprimary objective to facilitate skills development and the promotion of networking between FM professionals([14] SAFMA, n.d.). In Asia, the first reported workshop on FM was in 1995 ([11] Lomas, 1999). Lomas furtherreports that since then the FM practice has grown substantially in Hong Kong and has grown along three lines,namely practice, research and education. From the perspective of the Asian region, Lomas also indicates thatJapanese companies have established FM as part of their organisations and that Korean practice wasconsiderably slower in uptake although Korean companies had occasionally used international FM consultants.Comparatively, therefore, Botswana's FM practice is at its infancy. This state of development, however, requiresthat FM practices need to be more researched and developed to ensure the establishment of good practices inthe future. 4. Research methodology Both qualitative and quantitative research methods (observations made from visual inspection of buildings andquestionnaires) were used to obtain data in order to meet the objective of the study. A survey involving a self-administered questionnaire to facility managers was used. The purpose of the questionnaire was, first, to verifythe validity of the assumptions made in the research, and, second, to probe and find answers to the sub-problems. Included in the questionnaire were sections designed to assess individual feelings, values, and attitudes towardself, others, activities, institutions and situations ([7] Gay and Airasian, 2003). These were in the form of a Likertscale. A stratified random sample was chosen as the most appropriate in this study as it ensured that strata of a classof FM practitioners were randomly selected and adequately represented in the sample after stratification. Thecategories considered in the sample were private real estate economists and valuers, private contractors(building, electrical and mechanical), asset management companies, banks and government departments.Owing to logistics, time and cost, the target population of 50 was confined to Gaborone the capital city ofBotswana. The questionnaire was distributed to the respondents as shown in Figure 1 [Figure omitted. SeeArticle Image.]. Microsoft Excel was used to statistically analyse collected numerical data while the content analysis method of[9] Krippendorf (2004) was used for semi-structured interviews. The content analysis method was the preferredtechnique for analyzing semi-structured interviews and cognitive testing interviews. It should be noted that the lower percentage for the government sector is due to the fact that FM in governmentis centralized. The average response rate was 62 percent which was as follows; 43 percent from privatecontractors, 63 percent from private companies such as banks and real estate companies, 71 percent fromparastatal organisations and government with 60 percent responses. 5. Findings and discussion 5.1 Condition and information The condition of the buildings managed by respondents is shown in Figure 2 [Figure omitted. See ArticleImage.].

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Of the respondents, 91 percent indicated that buildings between five and ten years old require minor repairswith 7 percent requiring serious repairs. Of the respondents, 77 percent indicated that buildings between 11 and20 years require serious repairs and for buildings over 20 years, 50 percent of the buildings either requirecritical or serious repairs. About 5 percent of respondents indicated that buildings over 30 years were as goodas new. The responses confirm that buildings that are less than five years should only require minor maintenance sincethey are still relatively new. The results for buildings which are between five and ten years old would suggestthat maintenance is carried out effectively. For older buildings (more than ten years old), the results suggest thatthe buildings deteriorated over a period of time due to lack of maintenance and this may also suggest thatbuilding surveys and information on buildings was not carried out in the past to facilitate strategic maintenanceplanning. 5.1.1 Importance of records Respondents were asked to rate the importance of records from 1 to 4 (1 being not important and 4 being veryimportant). All the respondents scored either 3 or 4 on all the types of records, as shown in Figure 3 [Figure omitted. SeeArticle Image.]. This suggests that the personnel managing the maintenance departments are aware of theimportance of record keeping for the effective management of their facilities. 5.1.2 Frequency of referring to records Respondents were asked how often they referred to the documents in Figure 3 [Figure omitted. See ArticleImage.]. Of the respondents, 40 percent indicated that over the course of a year, they often (more than 50percent of the time) refer to building records while 33 percent indicated that they refer to equipment records andwarranties. Of the respondents, 57 percent indicated that they refer to problem records on a monthly basis, during theexecution of the service contract. Of the respondents, 50 percent also indicated that they refer to internalmeeting records on a monthly basis. On a weekly basis, work-order forms and job cards seem to be the most commonly referred to records. This suggests that the maintenance departments lack a complete and an up-to-date database. They do nothave the knowledge of the condition of some of their buildings and their maintenance requirements becausethey do not regularly refer to all past records in their possession. This may also suggest a lack of long-term planning which could have serious implications on life-cycle costingand the department finding itself carrying out emergency or condition-based maintenance most of the time. 5.1.3 Documents issued at commissioning Respondents were asked what types of documents were issued when the buildings were handed over. Thisdepended on the age of the building. Documentation handed over was far better and more comprehensive forbuildings of five or less years old, than for older buildings. However, in terms of specific documents,occupational health and safety policy documents were acknowledged by only 19 percent of the respondents ashaving been received for buildings of less than five years old. For buildings above five years old, a maximum of 23 percent of the respondents indicated that they were givenelectrical service manuals, electrical services works, as-built drawings and security works manuals. Most of therespondents did not receive any form of documentation for buildings more than five years old. This suggests a lack of understanding regarding the importance of record keeping and the importance of thedocumentation handed over at commissioning stage such as as-built drawings, technical specifications andmaintenance manuals, resulting in delayed responses to address maintenance problems. This also suggeststhat there is no standard procedures stating how and where to keep the documents issued at commissioningand may suggest a lack of communication with or handover to those who are new or have been transferredwithin the organisation.

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5.1.4 Frequency of usage of documents issued Noting that it is not sufficient just to have documents issued at commissioning, the research endeavoured to findout how often the documents that were given were actually referred to. The research found that maintenancedrawings, where available, were the most used for buildings that were less than five years old, followed byoperating, electrical and water supply drawings. Most respondents stated that they did not refer to records ofbuildings more than five years old because records are usually unavailable. This suggests a lack of recordkeeping and communication or handover to new or transferred staff. 5.2 Lack of planned maintenance One of the hypotheses of this research was that planned maintenance of facilities enhances the quality of thefacilities and prolongs facility life. 5.2.1 Type of maintenance The study, therefore, sought to establish the type of maintenance that was carried out by the respondents formost of the time. The respondents were asked to indicate the type of maintenance based on the type ofservices in a building. The following services were considered: building services, HVAC, lifts and escalators,external drainage and plumbing, lighting and general wiring and plant room and access control. These weregrouped together and the general response was that most of the respondents carry out corrective maintenancefollowed by emergency maintenance. Of the respondents, 75 percent indicated that they carry out at least twotypes of maintenance on the building services. These were mainly condition based and either corrective orscheduled maintenance. For mechanical and electrical services, it was observed that 28 and 25 percent of respondents, respectively,were carrying out scheduled and corrective type of maintenance. The respondents also indicated thatscheduled maintenance is carried out annually and is mostly for escalators, lifts and fire protection. Otherelectrical and mechanical elements were attended to after failure had occurred as corrective maintenance, 50percent of the time. The results suggest that for both services, there is little reference to past records, a lack of accurate information(no database), few regular audit assessments and an absence of procedures to determine priorities formaintenance activities resulting in a high volume of emergency work and crisis management. 5.2.2 Maintenance constraints The study sought to identify how respondents rated maintenance constraints since these could impact on thetype of maintenance works carried out. Respondents used a scale of 1 - not severe to 4 - extremely severe(Figure 4 [Figure omitted. See Article Image.]). Over 90 percent of the respondents indicated that there was a severe impact on maintenance due to theconstraints such as lack of training and transport, insufficient funding, poor top management support, limitedskilled personnel, unavailability of some parts and the absence of manuals and drawings. This suggests a lackof the implementation of the maintenance policy as well as poor support from top management often duringbudget allocations and overseeing the implementation of policy. The personnel managing the maintenancedepartments may also lack accurate information to inform their budget estimates to top management to enableadequate budget allocations. Only one constraint, that is, buildings and services not designed for Botswana's climatic conditions, was notseen as a significant maintenance issue. This is presumably because most of the buildings under managementwere designed based on the statutory requirements that suit the Botswana environment and climatic conditions. Further interviews revealed that lack of training and funding were the major constraints in over 90 percent of therespondent organizations. This suggests that the planned maintenance regime in almost all organizations isinadequately resourced. It is recognised that under-resourcing of maintenance is not only a Botswanaphenomenon but one that is found internationally. However, as [13] Shen (1997) has suggested, it is best to

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adopt a multi-attribute approach to prioritising maintenance. Shen argues that a maintenance plan that is basedon a rational assessment of priorities and up-to-date knowledge of the property stock can ensure the best use ofavailable resources. That is why, it is important that not only is funding maximised but also that constraints suchas lack of databases and manuals are dealt with appropriately. One way to address the issue of resource constraints in general is to take the advice of [6] Cloete (2002, p. 174)who states that the management structure for property management is influenced among others, by the sizeand diversity of the property portfolio. Placement of the property management division within the structure of anorganisation needs reviewing to ensure that available resources can meet the demands of the organization. Thereview should cover staffing, vehicles, equipment and funding and the roles and responsibilities of all personnelin the division. 5.2.3 Factors impacting building maintenance Respondents were asked about the different factors which could impact on building maintenance, the existenceof a maintenance policy and if they had quantifiable targets, as well as whether the respondents were happywith the maintenance targets. Of the respondents, 59 percent indicated that they had a building maintenance policy in place. This maysuggest the lack of implementation or understanding of the policy. Of the respondents, 63 percent indicated that they had quantifiable maintenance targets in place. This wouldsuggest that maintenance departments monitor the effectiveness and efficiency of outputs against set targetsand also suggests the strategic importance of building maintenance in the organisations that indicatedquantifiable maintenance targets. Over half of the respondents were happy with the set minimum maintenance targets which would suggest thatthe criterion used for measuring FM service (to ensure best practices and encourage ongoing improvements)such as efficiency, effectiveness and flexibility, is understood by the personnel managing the maintenancedepartments and hence their happiness with and acceptance of the set targets. 5.2.4 Recruitment of maintenance staff The question of who recruits maintenance staff is critical to the operations of the maintenance department. Theanswers are shown in Table I [Figure omitted. See Article Image.]. Of the respondents, 66 percent indicated that the respective maintenance department together with HR initiaterecruitment of staff. This suggests the involvement of the user departments in establishing their requirementsbefore recruitment is done. The failure by the personnel managing the FM departments to sell their strategies totop management may result in those top managers being seen as not being supportive. 5.2.5 Maintenance training Of the respondents, 71 percent indicated that there were formal training programmes for staff involved inmaintenance. When asked about how regular the training was, 37 percent of the respondents indicated that thetraining is carried out only on a yearly basis. A further question on the type of training required revealed, as shown in Figure 5 [Figure omitted. See ArticleImage.], that 28 percent required training in maintenance management while 25 percent required tuition inmanaging safety and risks. 5.2.6 Outsourcing As part of a comprehensive maintenance regime, outsourcing is considered to be something that can unlock theresources of the organisation so that it focuses on its core business. The respondents were asked to state whatwas the percentage of outsourcing of FM and the results reveal that 37 percent of the organisations outsourcebetween 80 and 100 percent of their work (Figure 6 [Figure omitted. See Article Image.]). The respondents are predominantly parastatal organisations as shown in Figure 7 [Figure omitted. See ArticleImage.]. The high percentages of 80-100 percent suggest that the personnel managing the maintenancedepartment lack the understanding of the outsourcing process and the need to analyse the objectives, risks and

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benefits at the outset. This process assists the organisations to decide on which services to outsource prior tochange taking place. The results also show that 23 percent of the respondents outsourced between 0 and 19 percent. These aremainly private companies and contractors. This suggests that these businesses are totally dedicated to thesuccess of their operations and as such regard FM as an integral part of their core business, hence they carryout up to 80 percent of maintenance work themselves and only outsourcing specialist services where there is noin-house expertise. About 17 percent of the respondents both outsource between 20-39 and 40-59 percent of their FM activities.These respondents are mainly private companies and the government sector, respectively. This result suggeststhat these sectors mostly use their own resources to manage and carry out the maintenance work and onlyoutsource specialist services. For example, the government sector mostly outsources electrical and mechanicalservices. Respondents indicated that 40 percent of maintenance outsourcing was done through maintenancedepartments. In respect to factors for outsourcing, respondents adjudged the factors shown in Table II [Figure omitted. SeeArticle Image.] as being important in outsourcing. Those organisations that outsource work were further asked to indicate the level of importance of the service-level agreement (SLA). Most respondents indicated that they regard the clauses in SLAs and contracts asextremely important. They rated the importance of all the clauses as a 4 on average, that is, as extremelyimportant. Intellectual property rights, lists of equipment and software and deed of guarantee were rated asimportant (3). No element was rated below level 3. This suggests that the personnel managing the departmenthave the basic knowledge regarding the outsourcing agreement but lack the understanding that there aredifferent types of service agreements they could implement. The decision on the type of SLA is largelydependent on budget constraints and the degree of service quality and efficiency required. 5.2.7 Performance measurement Almost all respondents rated performance measures as extremely important (4). To test whether theprocurement departments paid their service contractors on time, 97 percent of the respondents indicated thatthey process payment within 28 days of invoice submission. This would suggest that both the servicecontractors and the maintenance department have an understanding of the expected level of service to beprovided and what to measure before the execution of the maintenance work in order to ensure better servicedelivery. Of the respondents, 68 percent indicated an above average rating of service contracts in respect of deliverywithin an agreed contract value. Of the respondents, 64 percent indicated an above average rating of servicedelivery in respect of delivery within an agreed time frame. In respect of quality of service delivery, 71 percent of the respondents indicated an above average rating. Of therespondents, 89 percent indicated that some service contracts were not delivered in full as agreed and they hadto terminate such contracts due to non-delivery during the last five-year period. Of the respondents, 70 percentindicated that they have had to institute penalties for non-performance of service contracts at one time oranother, during the last five-year period. This suggests that there are no arrangements in place such as general and periodic reviews of the serviceprovider's performance to highlight inadequacies of the agreement early, rather than later, at a time when it maybe difficult to change the arrangement or eliminate the problem completely. This could also suggest that theSLA may not actually provide precise details of the level of service or the maintenance obligations of themaintenance department to provide information or to carry out certain tasks or provide required equipment tothe service provider. 5.3 Inadequate maintenance budget allocation

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The third sub-problem investigated in this research was the inadequacy of funding for maintenance. 5.3.1 Classification of FM To investigate this, the study first asked a question about how management perceived FM in the context of theorganisation. This has a bearing on how funds are allocated. As shown in Figure 8 [Figure omitted. See Article Image.], 42 percent of the respondents indicated that themaintenance department was classified as a key support to core business. Most of these respondents werefrom private companies and the government sector. This could be due to the fact that the government andprivate sector primarily carry out their own maintenance works and only outsource specialist services. Of the respondents, 39 percent indicated that the maintenance department was classified as one of the supportfunctions to core business. These were mostly respondents from the parastatal organisations followed byprivate companies. The 39 percent result suggests that these organisations do not have an understanding ofthe importance of the principle of FM, not recognizing their buildings as assets capable of being managedstrategically, resulting in a significant under spending on maintenance. Of the respondents, 19 percent indicated that the maintenance department was classified as part of corebusiness and this response came mostly from private companies. This could be due to the fact that thesebusinesses provide the service of maintaining buildings and so this activity is highly regarded in their ownorganizations. 5.3.2 Profession of respondents This section related to the issue of how management perceived the personnel involved with FM. The professionof the respondents was an indication of whether FM was taken as a serious professional activity or one whichcould be done by anyone with knowledge of maintenance. The results show that 29 percent of professionalsmanaging facilities in Botswana are from the real estate and property sector, followed by engineeringtechnicians and craftsmen, who make up 26 percent. Other professions gave a response rate of 16 percent."The others" included town planners, finance people and administrators. Facilities managers were the lowest at 13 percent. There are no architects and very few quantity surveyorsmanaging facilities. The results show that maintenance departments are not managed by FM professionals butrather by personnel with a certain degree of technical knowledge about the building structure and maintenanceoperating philosophies. However, there is need for the personnel managing the maintenance department to betrained in the principles of FM so that organisations realize value for money from their assets along withreduced operating costs with rising service quality and improved productivity in the work place. 5.3.3 Maintenance budget and expenditure control The respondents were asked who approved the budget and 86 percent of the respondents indicated that themaintenance budget was approved through a committee comprising top management suggesting the strategicimportance of maintenance budgets in such organisations. It may also suggest that decision making is done onan ad hoc basis which requires top management approval. 5.3.4 Method of budget estimation Table III [Figure omitted. See Article Image.] shows the methods of budget estimation. Of the respondents, 45 percent indicate that they use current year spend to prepare maintenance budgets. Thissuggests a lack of long-term or strategic budgeting and this has implications on life-cycle costing and plannedmaintenance. 5.3.5 Difference between proposed budget and approved budget The variance between the estimated and the approved budget over the last five years was between 0 and 20percent for 66 percent of the respondents. This still confirms a lack of long-term or strategic budgeting whichnecessarily has implications for life-cycle costing and planned maintenance. 6. Recommendations Based on the above findings, the following recommendations can be made:

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- Senior management should improve their support to FM departments. Top management tends to regard FMas a cost rather than an investment and so there is a need for facilities managers to sensitize top managementabout the value of facilities planning and management at the strategic decision-making level. - If top management is aware of the objectives of FM departments, their support could greatly assist andimprove FM practice. Sensitization can be done by way of orientation, through periodic presentation of researchresults on the benefits of FM and by demonstrating the cost implications of not taking proper care of facilities.Facility managers should request slots in management and board meetings for this purpose. - Given the diverse qualities and skills required by facilities managers, training in the principles and practice ofFM is imperative at operational level. This will empower the personnel managing the FM department toeffectively structure and manage the department using best practice approaches that will reduce maintenancecosts, raise the quality of the operational environment and thereby improve the quality of the workplace. - Short- and long-term training in FM should also be planned for other maintenance staff to ensure that they areaware of and prepared for the changing FM arena and the related information systems and technology. Trainingcould be in the form of refresher courses and short courses in FM, health and safety, cost-effectivemaintenance management, etc. Certain key personnel should also be encouraged to register for formal FMqualifications at a tertiary level. - Top management should regularly conduct reviews of the maintenance department structures to ensure thatavailable resources are able to meet the actual maintenance demands of the organisation. The review shouldcover staffing, vehicles, equipment, funding and also the maintenance objectives as well as the roles andresponsibilities of all personnel in the department. - There is a need to introduce maintenance policies and to fully implement such policies where they alreadyexist. Organisations should improve the way they set maintenance targets as these are linked to the adequacyof resources; that is suitably skilled personnel, funding and transport. - For all existing buildings, regular comprehensive reviews, surveys, building audits, including health and safetycompliance, should be carried out to establish the existing condition of the buildings. This should be carried outto provide data for the information management system. - A building information management system or at least an FM database should be developed for all newbuildings at commissioning stage. A review of existing operations and maintenance manuals should also beundertaken and the preparation of final commissioning reports. - Commissioning at handover . Organisations should benchmark against the mining industry in respect ofcommissioning procedures. The study revealed that the mining industry have the best commissioningprocedures in Botswana. Training of FM staff at the commissioning stage should be a requirement andcertificates of competence be issued as a confirmation that the training was carried out at this stage. - Facilities managers should improve their involvement in the full built environment project life cycle. FM shouldnot only be involved at handover of facilities but must participate from the design phase all the way to handover.This will ensure that all documentation issued at commissioning has adequate information that addressesdesign shortcomings and mistakes and so avoid them being repeated elsewhere. - There is a need for organisations to come up with proper handover procedures for continuity purposes. Thiswould assist those who are new or recently transferred in the organisations' FM department to find informationand ensure that FM practices are implemented according to best practice. - Outsourcing . Organisations with large property portfolios should be encouraged to consider outsourcing byassessing the benefits and risks involved and engage service contractors in carrying out maintenance offacilities on services that are critical to the operations of the organisations. For example, government and someparastatal organisations being the owners of most of the buildings under investigation, should consideroutsourcing most of their maintenance work after due diligence has been performed on the service providers.This will enable the FM staff to concentrate on key functions such as developing better strategies for improving

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services and benchmarking against other organisations. - SLAs are very effective as a management tool between FM and top management and should, therefore, beimplemented. They will not only facilitate the optimisation of FM costs, but will also improve the level of servicefor the organisations and result in the reduction of costs associated with the maintenance work. - Facilities and maintenance managers should be trained in the effective preparation of budgets includingconcepts such as life-cycle costing, zero-based budgeting, etc. This will enable them to better prepare accuratebudget proposals for presentation to top management. This will greatly assist the maintenance department inpushing through their budget proposals. 7. Conclusions and further research In line with the above key recommendations, a similar future study could be undertaken on the followingaspects: - To establish more information about the maintenance policy that exists in some organisations investigated inthis study. Given the responses in Section 5.0 of the study that confirm some shortcomings in the maintenanceoperations, a new study could be used to determine how the policy was formulated, the scope covered by thepolicy in ensuring compliance by maintenance departments and identify if factors that necessitate the effectiveoperations of any organisations such as personnel, training, funding and other material resources have beentaken into account. - To establish how the maintenance targets are determined by maintenance departments. Over half of therespondents indicated that they were happy with the set maintenance targets, but the study revealed resourcingissues such as skilled personnel, vehicles and funding as major constraints hindering the effective managementof the departments. These constraints, according to best practice principles, must be considered when settingtargets. According to the researcher, this suggests a lack of understanding about the principles involved in thesetting of maintenance targets. - Future research may also be undertaken to establish how maintenance departments, from organisationsincluded in the study, undertake maintenance work without SLAs. - Another interesting study would be to identify how the whole budgeting process, up to the final approval stage,is carried out. The study would aim at targeting the personnel directly involved with the budgeting processincluding the most senior management. References 2. Barret, P. and Baldry, D. (2003), Facilities Management: Towards Best Practice, Blackwell, Oxford. 6. Cloete, C.E. (2002), Introduction to Facilities Management, South African Property Education Trust, Sandton. 7. Gay, L.R. and Airasian, P. (2003), Educational Research-competencies for Analysis and Applications, MerrilPrentice-Hall, Upper Saddle River, NJ. 9. Krippendorf, K. (2004), Content Analysis: An Introduction to Its Methodology, Sage, Thousand Oaks, CA. 10. Matambo, K. (2010), "Transforming our economy after the crisis; 2010 and Beyond", 2010 Budget Speech,Government Printers, Washington, DC. 11. Lomas, D.W. (1999), "Facilities management development in Hong Kong", Journal of FacilitiesManagement, Vol. 17 Nos 12/13, pp. 470-5. 13. Shen, Q. (1997), "A comparative study of priority setting methods for planned maintenance of publicbuildings", Journal of Facilities Management, Vol. 15 Nos 12/13, pp. 331-9. 14. SAFMA (n.d.), About the South African Facilities Management Association, available at:www.safma.co.za/AboutUs/tabid/55/Default.aspx (accessed 25 May 2010). 15. UNCTAD (2003), Investment Policy Review-Botswana, United Nations, New York, NY. 17. Wireman, T. (2004), Benchmarking Best Practice in Maintenance Management, Industrial Press, New York,NY.

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18. World Investment Report (2006), available at: www.unctad.org/sections/dite_dir/docs/wir06_fs_bw_en.pdf(accessed 12 June 2010). Further Reading 1. Atkins, B. and Brooks, A. (2005), Total Facilities Management, Blackwell, Oxford. 2. BIFM (n.d.), "Facilities management introduction", available at: www.bifm.org.uk/bifm/about/facilities(accessed 2 February 2009). 3. Cloete, C.E. (2001), Property Maintenance, South African Property Education Trust, Sandton. 4. Langston, C. and Lauge-Kristensen, R. (2002), Strategic Management of Built Facilities, Butterworth-Heinemann, Oxford. 5. Horner, R.M., El-Haram, M. and Munns, A. (1997), "Building maintenance strategy- a new managementapproach", Journal of Quality in Maintenance Engineering, Vol. 3 No. 4, pp. 273-80. 6. Shah, S. (2007), Sustainable Practice for the Facilities Manager, Blackwell, Oxford. 7. WBDG (2007), "Building commissioning", available at: www.wbdg.org/project/buildingcomm.php (accessed30 April 2008). Appendix Corresponding author Linda K. Moseki can be contacted at: lmoseki@kmprojectm.co.bw AuthorAffiliation Linda K. Moseki, KM Project Management and Consulting Engineers, Gaborone, Botswana Emmanuel Tembo, University of Botswana, Gaborone, Botswana Chris E. Cloete, University of Pretoria, Pretoria, South Africa Illustration Figure 1: Questionnaire distribution Figure 2: State of repair of building per age Figure 3: Importance of and type of record Figure 4: Rating of maintenance constraints Figure 5: Type of maintenance training required Figure 6: Percentage outsourcing Figure 7: Percentage outsourcing by organisation type Figure 8: Classification of FM Table I: Initiation of recruitment Table II: Importance of factors for outsourcing Table III: Method of budget estimation Subject: Studies; Budgets; Facilities management; Repair & maintenance services; Location: Botswana Classification: 8304: Repair & maintenance services; 5100: Facilities management; 9177: Africa Publication title: Journal of Corporate Real Estate Volume: 13 Issue: 1 Pages: 48-63 Publication year: 2011 Publication date: 2011

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Publisher: Emerald Group Publishing, Limited Place of publication: Bingley Country of publication: United Kingdom Publication subject: Real Estate ISSN: 1463001X Source type: Scholarly Journals Language of publication: English Document type: Feature Document feature: References Tables Graphs Charts DOI: http://dx.doi.org/10.1108/14630011111120341 ProQuest document ID: 857713518 Document URL:http://myaccess.library.utoronto.ca/login?url=http://search.proquest.com/docview/857713518?accountid=14771 Copyright: Copyright Emerald Group Publishing Limited 2011 Last updated: 2011-07-22 Database: ProQuest Central

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