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Impact of Community Engagement on Public Construction Projects -- Case Study of Hammanskraal Pedestrian Bridge, City of Tshwane, South Africa

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Impact of Community Engagement on Public Construction Projects -- Case Study of Hammanskraal Pedestrian Bridge, City of Tshwane, South Africa Universal Journal of Management 5(9): 418-428, 2017 http://www.hrpub.org DOI: 10.13189/ujm.2017.050902 Impact of Community Engagement on Public Construction Projects -- Case Study of Hammanskraal Pedestrian Bridge, City of Tshwane, South Africa B.D.C. Rathenam1,*, N.L. Dabup2 1Department of Building Sciences, Tshwane University of Technology, South Africa 2Tsholetso Projects, Department of Project Management, Pretoria, South Africa Copyright©2017 by authors, all rights reserved. Authors agree that this article remains permanently open access under the terms of the Creative Commons Attribution License 4.0 International License Abstract Construction projects in the public sector are fact that stakeholders in construction are directly and often affected by major challenges with regards to project indirectly affected by projects. At implementation, project ownership by stakeholders particularly with the impacts on stakeholders optimistically and adversely due to co-operation of local communities. Local community the effects and nature of projects during its life-cycle. participation is a requirement for various development Baharuddin et al. [1] opine that complications such as initiatives in South Africa. Various government policies and reworks, disagreements, cost escalations, inadequate regulations exist, to support the free and fair participation of communication, and poor supply chain process are some of small and medium scale enterprises within the built the challenges experienced from stakeholder conflict during environment, particularly with public sector projects. This the construction phase. The above problems can be attributed research study seeks to investigate the influence of local to the fact that different project stakeholders have differing communities on public sector construction projects and will goals and priorities, and it is, therefore, unlikely that all focus on the impact of the local community involved in the stakeholder expectations can be met on a project. construction of the Hammanskraal Pedestrian Bridge over Researchers have advised that it is imperative for the R101 in Hammanskraal, Pretoria. The sample stakeholders to understand the goals and objectives of the population will consist of the main contractor, the project and be on board from the planning stage of the professional team involved in the project and the project. This will minimize conflict and encourage municipality officials overseeing the project. This research ownership (Hammad [2]; Baharuddin et al. [3]; and Molwus will also focus on the engagement of the professional [4]). However, it appears that not majority of the critical engineer and project managers with the project steering stakeholders are involved right from the inception of a community. project. Equally, a few studies have been conducted on the Keywords Stakeholders, Stakeholder Management, implications and importance of stakeholders’ involvement, Community Engagement, Project Control in construction projects from inception. Therefore, this paper seeks to assess the impact of the level of community engagement on public projects in Gauteng, South Africa. 1 . Introduction 1.1. Case Study The concept of stakeholder management in project A study was conducted on the construction of the implementation particularly with regards to construction Hammanskraal Pedestrian Bridge. The Hammanskraal projects has advanced within the last decades, especially, Pedestrian Bridge project entails the construction of a with the increased move towards environmental awareness Pedestrian Bridge across the R101 (Route K97), linking the and the impact of construction projects on the environment pedestrian walkway network between two major business and communities. This has brought to the fore the issue of nodes adjacent to the R101. The business nodes serve the stakeholders. Stakeholder management has become entire Hammanskraal area. The project team identified the extremely relevant to project success. According to pedestrian bridge on the R101 in the Hammanskraal as a Baharuddin, Wilkinson & Costello [1] it may be due to the priority project for non-motorized infrastructure for the Universal Journal of Management 5(9): 418-428, 2017 419 safety of members of the Hammanskraal community. The stakeholders based on their characteristics and dispositions project is funded by the South African National Treasury towards the project. Waghmare & Bhalerao [12]; Prabhu [13] under the Neighbourhood Development Partnership Grant and Winch [11] in particular, classified construction project (NDPG), in conjunction with the City of Tshwane. The stakeholders into two categories according to their project was initially slated to be completed within five relationship with the client: months. However, due to various challenges and delays the Internal stakeholders which are those who have legal completed date had to be extended for another seven months. contracts binding with the client, and External stakeholders which are those who although have direct interest in the project but not necessarily 2. Literature Review having direct contracts with the client. Winch [11] further broke the two groups down as internal 2.1. Project Stakeholders stakeholders as those grouped around the client on the demand side and those on the supply side, while external Project stakeholders have been defined in different ways stakeholders are subdivided into private and public actors. by various researchers and professional bodies. Some have El-Gohary, Osman & El-Diraby [14] define project argued, that some of the definitions are too constricted while some argue that the definition is too wide (Molwus [4]). stakeholders as clusters or entities, individuals who have Researchers have defined stakeholders as the individuals, stake in, or expectation of, the project’s performance clusters, or businesses that can affect or be affected by a including clients, project managers, designers, resolution, task, or consequence of the project (PMBOK [5]; subcontractors, suppliers, funders, users and the community Malkat & Byung-GYOO [6]; and Cooper [7]). Other at large who have power and are affected by the development researchers (Olander [8]; Aaltonen & Kujala [9]; Chinyio & directly and indirectly (Zanjirchi & Moradi [15]). Figure 1 Akintoye [10] and Winch [11]) have categorized below shows a mapping of project's main stakeholders. Figure 1. Walker [16] 420 Impact of Community Engagement on Public Construction Projects -- Case Study of Hammanskraal Pedestrian Bridge, City of Tshwane, South Africa Despite the various definitions of stakeholders available, Kingdom. The results of his study indicated that; there is a one common factor that researchers agree with is the level of strong need for internal stakeholders to collaborate in influence they can wield on a project and the comprehension undertaking stakeholder management in construction of and effective management of stakeholders’ demands on projects. There is need to create feedback mechanisms and the project decision making process is critical to project early warning signs to track changes in stakeholder interests / success Aaltonen [17]. disposition throughout the project. Consequently, empirical studies have admitted to the In trying to understand the interrelations among the challenges and conflicts that have risen from the project’s critical success factors for stakeholder management in external stakeholder environment in construction projects. construction Molwus’s [4] study further showed that The majority of the research has focused on the complex stakeholder analysis cannot directly impact / influence make-up of the project itself, ignoring the external project success. However, stakeholder engagement / stakeholder context of the projects Aaltonen [17]. empowerment being the only construct found to directly influence project success depends on the understanding of 2.2. Stakeholder Management stakeholder dynamism which also depends very strongly on the results of stakeholder analysis. According to Siering & Svensson [18] even with the A study conducted by Malkat et al. [6] relative to unusually perplexing stakeholder milieu, stakeholder stakeholders of construction projects in Dubai and adjacent management techniques are not employed in general regions, indicated that stakeholders ranking based on their management operations. Instead, a mutually internal vision highest influence on project spheres, showed that project and mission statement serves as a behavioural standard and managers are the highest ranked and the community is the constituting the robust stakeholder management tool that is lowest ranked. This study corresponds to Prabhu’s [13] study available. This situation is not too different from the situation on the influence of stakeholders in the construction industry in the construction industry. The importance of stakeholder with a focus on Northern India which showed the project management in construction projects have been emphasized management consultant as the key stakeholder on projects and reported by a number of studies according to Yang, Shen within that region. Ho, Drew & Chan [19]. Yang et al. [20] further posit that the In investigating salient stakeholder attributes and construction industry has failed dismally in effectively assigning only one attributes, power, legitimacy, and managing stakeholders in the last decade. Although studies urgency to each stakeholder, the results gave an idea on the conducted within the industry has shown that some of the most
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