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Training/development: Demand/supply of Technical Engineers within the Public Sector
Allyson Lawless
Who are we talking about .... Local government Provincial
• Dept of Transport • Dept of Housing and Local government • Dept of Public Works/Infrastructure development
National • Dept of Transport • Dept of Public Works • Dept of Water Affairs • Dept of Cooperative Governance • Dept of Energy • Dept of Agriculture • Dept of Minerals
Parastatals • SANRAL • Eskom • Transnet • Telkom • Denel • Water Boards • .........Etc
Who do we need.... ?
Typical collapsing structures ...
... And leadership missing
But the need to deliver increases
42 40
37 35
32 30
27 25
20
0
5
10
15
20
25
30
35
40
45
0
100000000
200000000
300000000
400000000
500000000
600000000
700000000
800000000
900000000
1E+09
2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10
Aver
age
Num
ber o
f Pro
fesi
onal
s pe
r Ent
ity
Ran
ds B
udge
t Spe
nd
Experienced Engineers Declining vs Increased Spend Accountability
JRA CAPEX
JRA OPEX
Jwater CAPEX
Mature engineers
Road capex
Road opex
Water capex
Copyright © RBA. 2009
Understand Infrastructure Economics
- 2.5% of GDP for 3 years
Will take well over 10 years to fully recover
After the tsumani, only 6.8% of National Infrastructure Was affected
Copyright © RBA. 2009
Key Issues for Larger Municipalities
Every 10 years a 2% growth rate means 22% more assets 3% growth rate means 34% more assets 4% growth rate means 48% more assets
Engineer replaced with Technical Services Director
Technical Director at same level as heads of support departments
Large number of inexperienced engineering technicians
Loss of authority Many Technical Services Directors non-
technical
Engineering influence reduced
The public sector of the past – client & service provider
The outsourcing phenomenon
The result
The inexperienced or uninformed client Dismantling of public sector training
capacity which was the main training ground of engineering professionals
What structures needed .....
What structures needed .....
Professionalise – not politicise! VALUE ENGINEERING JUDGEMENT!!!! Return support to line departments - HR, supply chain,
stores Develop meaningful organograms and job descriptions Identification of engineering work (IDoEW) Develop competency framework and ensure
appropriate selection and appointments Develop training posts, policies and allow rotation and
secondment Succession planning and retention strategies Recognise ECSA registration and support CPD
activities and retention of registration
Technical careers to be redeveloped • Town and regional planning • Civil, mechanical, chemical and electrical
engineers • Building inspectors and architects in large
structures • Property Valuers • Laboratory technicians • Artisans • Operators
How can CESA help? Get involved in training
Define, investigate, analyse Design or develop Comprehend and apply advanced knowledge Manage part or all of an engineering activity Recognise and address social, cultural,
environmental effects Meet legal and regulatory requirements Ethics Sound/ professional judgement Decision making Communicate clearly Professional development
Outcomes to be achieved
Mentors and supervisors
SUPERVISOR 1 SUPERVISOR 2
P1
P2
P3
P4
P5
P6
P10
P11
P12
P7
P8
P9
SUPERVISOR 3 SUPERVISOR 4
P13
P14
P15
P16
P17
P18
P19
P20
P21
P22
P23
P24
SUPERVISOR 5 SUPERVISOR 6
P25
P26
P27
P28
P29
P30
P34
P35
P36
P31
P332
P33
C1 C2 C3 C4 C1 C2 C3 C4 C1 C2 C3 C4
PERIOD 1 PERIOD 2 PERIOD 3
The weakness – few supervisors have time to act as coaches
and transfer skills or in public sector have the experience
Findings from 2006 support project
Employed Not employed
Personality Traits
E Extrovert –
people oriented I Introvert –
solo, intellectual
S Sensing – current, realist,
practical N Intuitive - future, imaginative,
theoretical
T Thinking - understanding,
logical F Feeling - consider human
dimension
J Judging - systematic,
management P Perceiving - likes change,
innovation
Guided learning – provide mentors and supervisors
Groups comparing project notes
The project cycle – provide design experience
Hydraulics Branch Water Supply Branch Works and Housing Branch
Roads Branch Traffic and Transportation Branch Construction Division
PROBLEM SOLVING Problem formulation Problem formulation Problem formulation Problem formulation Problem formulation Engineer-in-training (EIT) should prepare statement that clearly defines parameters laid down for achieving design and/or construction or for meeting required end result. All constraints should be included. Important to state parameters and constraints initially. In addition, new parameters and constraints should be added during course of investigation.
Design: Determine long-term city growth and changes in area zoning (business, residential). Request information on reticulation networks from Operations.
Obtain plans from designers. Do site inspection of work.
Investigate and determine structural systems and choose materials. Analyse road failures and determine remedial works.
Traffic engineering: Investigate and determine problem areas with respect to road capacity, route location, hazardous location and traffic control systems.
Operations: Investigate water reticulation problems and determine solutions within constraints of water reticulation system.
(EITs in Construction Division work on capital projects ranging in costs from R80 000 to R2million.)
Investigation of complaints: For all modes of travel, public and private.
Finding and using information
Finding and using information
Finding and using information
Finding and using information
Finding and using information
Following completion of statement, data must be gathered using all sources, such as correspondence files, record drawings, technical library, verbal discussions and external sources (such as plant suppliers).
Design: Water consumption trends (using computer data)
Sources: Technical literature, senior staff. Sources: Codes of practice and handbooks. Conduct tests in accordance with SABS methods.
Sources: Do literature searches, traffic surveys, and interview surveys to determine existing and potential needs/situations. Analyse flow characteristics. Request
Operations to conduct field tests to confirm that calculations comply with SABS standards.
Operations: Contact appropriate people for advice on for example parts to be made and spares.
Application of engineering principles
Application of engineering principles
Application of engineering principles
Application of engineering principles
Application of engineering principles
Apply correct engineering principles on basis of problem and data collected.
Principles of hydraulics, strength of materials, corrosion control, structures and computer analysis.
Handbooks, codes of practice, computers and experience of other engineers.
Compaction, use of plant, etc. Handbooks, manuals of standard practice, computing techniques and experience of other local engineers.
Hydraulics Branch Water Supply Branch Works and Housing Branch Roads Branch Traffic and Transportation Branch Construction Division
DECISION MAKING Types of decision Types of decision Types of decision Types of decision Types of decision Evaluate various inputs and their relative importance to reach a decision. Often detailed design is done unnecessarily at an early stage before initial decisions are made which make such detailed design redundant.
Design: Choice of materials (such as size of pipe), reticulation layout, positions of control valves.
Determine structural system. Choice of materials. Type of founding (for example, spread footing or piles).
Largely organisational, for example organising work to be carried out in respect of plant, materials and staff.
Formulate alternative systems and select optimal solution.
Operations: Conflicting priorities (for example, decide on most urgent of ten problems). Decisions usually have to be made on the spot.
Scientific consideration Scientific consideration Scientific consideration Scientific consideration Scientific consideration Apply correct scientific/ engineering design criteria to problem. Important to utilise design aids rather than to work from first principles.
Design: Evaluate new materials or control valves.
(Not as extensive as in Design.) Consider durability. Capacity analysis, computer modelling techniques based on data collected, accident analysis, future projections (forecasting from trends).
Economic considerations Economic considerations Economic considerations Economic considerations Economic considerations Important to realise economic results of design proposals and refine parameters to give most economic end result.
Design: Materials and pipe network to be cost effective.
Consider different materials and structural forms. Compare price of alternative schemes.
Estimate project costs based on drawings. Compare costs of alternative materials.
Cost/benefit analysis of alternatives.
Operations: Economic consequences always a factor in determining priorities, for example cannot test systems on weekdays for this would stop factory production.
Practical considerations Practical considerations Practical considerations Practical considerations Practical considerations Practical implications of any design solution is important, particularly in respect of on-going maintenance, repairs, accessibility, etc.
Design: Ease of construction and future maintenance.
Various Ease of construction, future maintenance, speed of construction.
Ease of implementation and maintenance, timing of implementation (for example, this year or next year?). Operations: Take decisions within time frame
of ongoing water distribution network. Time and limitations of plant and terrain are important in emergencies.
Social considerations Social considerations Social considerations Social considerations Social considerations Ensure that proposed solution does not affect environment or, if it does, minimise such effects. Also ensure there are no bad social effects during construction or afterwards, such as high noise level, particularly in residential areas and after hours, odour problem, unsightly security precautions.
Design: Moral responsibility to supply water demands that any design provide for construction of duplicate mains and alternative systems of supply.
Noise and safety factors. Choose construction methods that limit noise, dust, and vibration. Consider safety and aesthetics.
Social benefits. Factors such as pollution, disruption, safety and inconvenience are important.
Operations: Consequences of priority selection for convenience of public.
Checking data and conclusion
Checking data and conclusion
Checking data and conclusion
Checking data and conclusion
Checking data and conclusion
On conclusion of all design work it is essential to recheck against original brief, to ensure that data has been used correctly and to come to correct conclusion. Formulate recommendations clearly and succinctly.
Design: Check calculations in house after checking in field.
Routine procedure for all structural design. Especially important when working with computers. Engineers are taught never to accept results without checking.
Check daily against conclusions. Check data for accuracy. Do computer output consistency tests.
Operations: In case of a problem: identify where it lies, take steps to rectify and follow up with flow and pressure tests and pressure recording charts (under direction of engineer).Pass temporary solution on to Design for detailed investigation of ultimate solution.
Provide in-house coaching
Support in: • How to staff a municipal engineering department • How to run a municipal engineering department • How to build assessment management capacity • Etc
Busy with development of support material for an ‘Academy of Municipal Engineering’
Experiential training - take on students
Put a project together for CETA funding PROJECT 005/11-12
Placement of learners from universities and universities of technology for experiential learning in the workplace
PROJECT 006/11-12 Candidacy programmes to culminate in the professional registration of candidates in the following professions: • 6.1 Architecture • 6.2 Civil Engineering • 6.3 Construction Management • 6.4 Project Management • 6.5 Quantity Surveying
PROJECT 008/11-12 Mentorship in Workplaces
The Candidate Academy – we can help • Rent-a-mentor • Coach-a-candidate • Portfolio of Evidence • The Journal programme • Courses include:
• Contract management and quality control
• Road construction and maintenance • Basic pipeline design • Basic sewerage network design • Introduction to transport planning • The Road to Registration for
Candidates • The Road to Registration for
Supervisors, mentors and HR
Contact : [email protected]
