Sub Contracting And Partnering And Framework Agreements Construction Essay

Sub Contracting And Partnering And Framework Agreements Construction Essay This course work talks about the subject of sub-contracting, partnering and framework agreements. It further proceeds to evaluate the benefits and disbenefits and assesses the consequences of a possible return to the more traditional model of contracting and sub-contracting within the industry. The work consists of introduction, case studies review, evaluation and conclusion. Partnering can be referred to many different relationships such as single project partnering; multi project, strategic partnering between a contractor and client; the use of a contractor of the same partnering process over many projects as a key building block in total quality management and contractor-employee partnering in the pursuit of safety goals (Kneeland, 1996). The concepts of partnering are, Partnering is a simple way of avoiding disputes; A dispute in this context refers to existing unsolved problems; Partnering involves proactive step to address project problems (Murphy, et al,. 1996). Individual buildings now have to meet more complex and subtle requirements which in turn demand the use of specialist sub-contractors, as the main contractor cannot and would not hope to carry all the works involved (Rietveld, 2004). Contracting firms exist in many different shapes and forms. It is possible to discriminate between contracting firms in terms of their size as well as by the nature of their business. They range from the very small to the very large. Whatever the size of the individual firm it will fall into one of the following categories: general building; specialist trade; specialist maintenance; building and civil engineering, and civil engineering (Headley and Griffith, 1997). In 1988 standard method of measurement for construction cited about 300 work sections, which reflect massive increase in the use of specialist sub-contractors in present construction projects (Rietveld, 2004). The prime aim of integrating the construction teams as suggests in the Reports of Eg an (1998) and Latham (1994) are to convert unnecessary costs into lower price for the clients and create higher assured profits for the materials and service suppliers (Cain, 2003). Long-term of design, production and supply-side partnerships are essential to the introduction of the supply chain management tools and techniques demanded by the Egan Report. The elimination of waste in the utilization of labour and materials as prescribed by the Latham report, 1994 (Cain, 2003). CASE STUDY REVIEW In a project environment, production and services meet. The location of the role of the project actors and the way in which they are linked are fundamental features for project management system beginning with application of organizational structure and delegation of duties, through some of the more sophisticated analysis and decision-making (Pryke, et al., 2006). The construction industry in UK has being accused for its wasteful, inefficiency, and ineffective execution of projects to meet clients objectives and needs, and how it differ from manufacturing industry. The concerns normally focused on areas regarding profit margin, its clients satisfaction and disintegration of the construction teams and procurement process (Anumba, 2000). Latham report (1994) identifies that low productivity, poor value for money and unsatisfaction of the clients objectives are elements of uniqueness, immobility, and variety causes of fragmentation in the construction industry when compared to manufacturing industries. Comparing the construction industry to other sectors, construction is unsophisticated in its approach to the supply chain. It can learn from the experiences of manufacturing industry, where there are standardization and efficiency to meet the customers demands (Egan, 1998). The need for UK construction companies to become more efficient is to follow the recommended management systems in Egan (1998) and Latham (1994) Reports to become more efficient and to improve productivity. The construction industry must be innovative and respond to change and new challenges before it can have potential improvement in aspects of the construction and design processes (Pryke, 2009). Sub-contracting in its own nature encourages fragmentation (Cox and Townsend, 1998). The uncertainty of the main contractor obtaining continuous work with the need to accommodate the different features and requirements of each project brings separation of the teams. Egan (1998) and Latham (1994) recommend reformation of the construction industry through partnering, when they observe there is disintegration between design and production process. In 1922, the first Standard Method of Measurement (SMM) specified only 16 trades in the text, but in 1988, the seventh edition of SMM (SMM7) included 300 different trades which reflect massive increase in the use of specialist sub-contractors in the present construction projects. This movement in the UK reflects many socio -technical economic movement within the industry (Rietvelde, 2004). Advancement in technology and introduction of sophisticated new materials in the supply organizations, method of production and erection sometimes, require new skills and expertise, hence the evolution of sub-contractors to offer these services to the main contractor (March,2009). In supply chain strategy, what to be sub-contracted and what should be done in-house need to be addressed properly. Activities that should be sub-contracted must be those which are not strategic important of the company and it cannot carry it out better than its competitors and is not anticipated that in the future it will improve its importance (March, 2009). A framework is a general term use for agreements that set out terms and conditions for making specific purchases (Edkins, et al., 2009). Framework Agreement has been design for use in both public and private sectors. It is beneficial to construction procurement system in achieving reduction in transaction costs; long-term relationship improvement; better value and greater wealth and risk solutions. It is the principle of applying Rethinking Construction in developing strategic relationship with the supply chain over a long period (Construction Excellence, 2008). Partnering, framework agreement and supply chain management are potential form of integrating the construction team to improve productivity reduce costs and meet a target time; create value for money and satisfy the clients objectives (Pryke, 2009). Supply chain management involves all parties which will contribute to the execution of a project from raw materials and component suppliers, design and client teams, and service providers, right from inception to commission stages (Cox and Townsend, 1998). Partnering in BAA, T5 project, contractors and suppliers worked closely in an integrated team. The benefits of the approach include the necessity to maintain one set of system record and joint quality control system; improved working condition for workers and higher level of safety on site and it encouraged innovation (Pryke, 2009). The Framework program to partner with suppliers provided them opportunity to learn and they included incentive performance targets which challenged them to make continuous supplies for every year during the five years period of the project. In 1998 BAA recruited Tony Douglas as the group supply chain director when BAA had 26000 suppliers with 23 different processes and 17 different systems for managing the transaction, 24 different architects, 23 costs consultants, and more than 70 external project managers and 340 suppliers (Potts, et al., 2009). In 2002, BAA developed second generation of framework Agreement and achieved more accurate project costs and implemented best practices and worked with suppliers in longer-term relationship which did not exist in UK construction industry during the past decades (Brady, el at., 2006). Lean Thinking by Womack Jones (1996), compared the performance of automobile manufacturing companies, those who were operating under traditional method with those who resolved to the then lean production system. The finding was that Japanese Toyota plant was twice productive and three times as accurate as the US General Motors plant by adopting Just In Time (JIT) system of supply, using 40% less manufacturing space and defects were three times reduced. Because of the success of JIT supplying system carried out by Toyota, which is framework agreement, other manufacturing companies follow their suit. The result demonstrates that JIT is not only about delivering of materials, but also to improve management as a whole (March, 2009). Framework agreement encourages collaboration between all key parties and personnel involved in the program of projects to achieve economic benefits and involve contractors at early stage of the project to develop efficiency of work (McKee, 2005). Initially the agreement may be between the client and the service provider, but the service provider may enter into another framework agreement with other service providers in the supply chain to create web that interwoven the major project participants. it contains provision which determines the rights and responsibilities of all the parties involved in the project. The objectives of framework agreement may not be achieved overnight, but its implementation will improve productivity and integrate the teams in the construction industry (Potts, 2009). The light of integration and collaboration as recommended by Egan Report Rethinking Construction and Latham Constructing the Team is rapidly arising in the construction industry during this mille mium, if maintained may set the industry abreast with manufacturing companies to achieve standard and quality of work (McKee, 2005). BAA is the leading implementer of Egans report (1998) and Latham (1994). BAA reduced costs by 10%, defects by 20% and cutting accidents on site by 20%. Construction time prediction rose to 20% through lean construction in T5 project (BAA, Capital Projects). Through contribution of collaboration and integration of all participating teams in partnering, BAA was able to achieve the Health and Safety Award in 2001 (Pryke, 2006). Perth and Melbourne airports applied the supply chain strategy and linked with UKs supply chain team which corresponds with BAAs primary product categories, and were successful to complete within time and budget ( Lee Richard, al et.2002). Charter Institute of Purchasing and Supply, have identified how BAA used professional purchasing team from seven different purchasing departments. 27 different purchasing processes,11 different accountancy systems and more than 12,000 suppliers which projected BAA to win Kellys Award for excellence in purchasing and supply service. The development, the design and the engineering teams in AMA have recognized the importance of partnering and intended to work together to identify the business needs and focus on solution and developed them and have balance in costs, time and quality of work when they undertake a project (Construction Excellence, 2004). BAA executed the extension of the North Terminal (NT) project successfully on schedule through teamwork and management was flexible with the responsible participants. Partnering and framework agreement was the process which made it possible for the company to work successfully in such confined environment without obstruction and destruction. It could have faced delay in cladding on the outside of the building which coincided with wettest and windiest period, but, because understanding among the teams, the procurement route was changed easily (Potts, et al., 2009). During the past century, construction was procured through the use of separate contracts for design and production. BAA could have 2 years time overrun and 40% costs overrun if it had adopted the traditional approach of project execution, but completed on scheduled time. The T5 project was a complex which added 50% capacity to Heathrow Airport, commenced in December 2002 and completed in March 2008. Professionals were employed to share ideas, knowledge and information with other colleagues in the other professions (Potts, et al., 2009). The agreement signed by BAA with the suppliers was clear and was based on a cost reimbursable form of contract, profits were ring- fenced and BAA retained the risks. The core value of the agreement are team work, trust and commitment, and the team members were encouraged in order to drive out all unnecessary costs, including claims and litigation which boost productivity level (Douglas, 2005). BAA learned from historical events of construction projects, such as British library; upgrading of the West Coast Railway Line; London Underground Jubilee Line extension; the Scottish Parliament building and the new Wembley Stadium, and was armed against the mistakes and difficulties they encountered (Potts, et al., 2009). Slough Estates experimented supply chain management process through executing contracts in 1980s and early 1990s when building designs were becoming sophisticated and new materials and new technology were introduced. Skills from architects and specialist contractors and project management teams were required from outside. New era began when the in-house construction teams were retained to carry out the works, and the caliber of the team was improved in which the company won BCO Award for its work through partnering and frame work agreement which constitute the supply change management (Pryke, 2009). The company experiment all the procurement methods including Traditional, Management Contracting and Construction Management methods which are discussed later. However the overall result was unsatisfactory, because overspending for rectification of unacceptable level of defects developing from its projects was high (Potts, et al., 2009). In 1983, the British Property Federation produced its own procurement system to pioneer reformation in the construction industry through introduction of project management profession and consultants were perceived by majority in construction industry as over- bureaucratic and failed to embrace the industry in collaboration manner ( ). Slough Estates Company failed when it first introduced the supply chain management in 1980s and early 1990s. There was no link between specialist contractors and architects or with the consulting engineers. There was no relationship between the parties except the legal binding instruction as provided for as architects instructions (Rimmer, et al., 2009). The company observed that there is no upstream relationship between the contractors and the client during design stage, the client brief the architects and engineers about what he wants and they convert the information into drawings and specifications and transfer them to the contractor. The projects were won on competitive basis without any prior idea or negotiation, the lowest bid was selected. The contractors have no meaningful upstream relationship with the client to work with their downstream relationships with production and service suppliers and it could not allow in-house to continue (Rimmer, et al., 2009). Supply chain manag ement can be improved if clients are willing to negotiate with the contractors and specialists at the early stage (design stage) of the project. All parties in the supply chain should be consulted during the design and decision making stages. Pryke Stephen, (2009) therefore concluded that UK traditional form of procurement is a weak platform from which to add value and reduce cost through supply chain management. Slough Estates observed that Management Contracting (MC) is similar to traditional method but the management contractor has better opportunity to influence upstream relationship with the clients, particularly at the design stage but has no financial interest in the payment of the contractors. His duty is only to concentrate on programming and planning of the project, and defining the role of each player in the construction teams. It encountered a lot of problems when it experimented MC, and shifted to Construction Management (CM), though it is better than MC, the company did not have constant flow of large projects to maintain the recruitment of large in-house management team. CM was better because it allows early involvement of the package contractors and created an opportunity for all parties to take the initiative to involve their own supply chain in the process (Pryke,2009). The strongest platform from which supply chain management can develop is the Design and Build form of procurement where the contractor has relationship with both upstream and downstream parties and in position to add value to work and reduce costs (reference). Contractors are brought on at the initial stage of the project and can deliberate with the architects, engineers and quantity surveyors for a potential framework agreement and partnering (Pryke, 2009). Supply chain Private Finance Initiative is structured to remove any hindrance that will prevent effective relationship among the participating parties. The contractors have full control over finance and design and facilities management expertise within their own teams. There is continuous and systematic improvement and effective partnering arrangement when contractors are able to work on series of similar projects. Construction industry is now matching with the manufacturing industry in terms of supply chain management. Design an d build and PFI have placed construction industry in a position where it can perform better and unnecessary cost of wastes in rectification is reduced (Pryke, 2009). Research conducted on 300 projects by University of Reading discovered that Design and Build projects delivers better quality of work than Traditional method when the projects are complicated and involves high technology (Bennett, Pothcary and Robinson, 1996). During the innovation of Egan (1994) and Latham (1998) reports, Building Research Establishment (BRE) launched a productivity sampling for construction sites (CALIBRE), Slough Estates employed their services to assess two of its sites, and the result showed that collaboration and better construction methods produced about 55% of value producing hours which was low and the cause was from errors in designs, replacement and repetition of work, defects rectification and delays in supply of materials. Slough Estates has found that implementation of changes required information and knowledge sharing across the supply chain (Pryke ,2009). Construction industry is now realizing the necessity to changes the current working practices and attitudes (Pearson, 1999). Organizations such as Ministry of Defense and Tesco , together with BAA, Balfour and Tarmac have developed supply chain management techniques to improve their supply base which has being practiced by other organizations (manufacturing) long time ago and increasingly improve their competitiveness global market. The supply chain management in manufacturing industry involves all the activities associated with the processing from raw materials to the completion of the finished product for the client customer. Construction industry defers from manufacturing industry by lack of standardization, because it does not consists of stable group of interacting partners to deliberate on improving product quality and efficiency of production (Pryke, 2009). The impact of supply chain on construction sites activities is to reduce the cost and the duration of the activities to b udget and time constraint, through establishing a reliable flow of materials and labour on sites. The application of supply chain management in the construction industry requires serious effort , which entails developing upstream integration in the design and production process and operation to link the process into a chain that would increase the opportunity to add value and reduce total cost. With conventional procurement, which is used in both public and private sectors, the majority of the risk is apportioned to the client. The public sector project team is encouraged to produce a project for the cheapest possible initial cost without regard for the long-term maintenance or running cost (Cartlidge, 2006). The report of Mott MacDonald (2002) states that the public sector procurement managers have been over optimistic and naà ¯ve in their estimates of cost and time of large and complex construction projects. This pattern of inefficiency brings the rationale of introduction of alt ernative form of procurement, with less risk for the public sector (Cartlidge, 2006). This harnesses the private sector expertise such as Public Private Partnership. Private sector organization performances are viewed as more efficient than sector organizations. They are more discipline by market force and competition (Cartlidge, 2006). As common as it is to most large public sector providers the National Health Service (NHS) has suffered from the usual problems of late delivery and cost overruns. One of the main challenges to NHS capital procurement is disintegration of the NHS client base for specific healthcare schemes. Several health trusts have responsibility for the delivery of the schemes with differing level of expertise and experience in capital procurement. The solution to the problem is the departure from the traditional NHS procurement method to a procurement known as NHS ProCure21, which is framework agreement with its materials and services suppliers (Cartlidge, 2006). EVALUATION Evaluation of benefits and disbenefits partnership and traditional model of contracting is carried in terms of time and costs saving, quality control, health and safety on sites, value for money and risk management. BAA T5 project could have two years overrun and 40% costs overrun if traditional approach was followed (Keith, et al., 2009). 10 30% cost was saved to BAA on the budget for mechanical and electrical materials and equipment. The Buy Club was early engaged in design stage which promoted lean manufacturing and installation (Keith, et al., 2009). Early agreement on benchmark prototypes with an open book approach reveal issues before they become problems. Collaborative agreement avoids waste of resources (Standing, 2001). Culture has an impact on supply chain manage. The limiting issues are: clash of cultures; lack of trust; lack of coordination between teams; differing procedures and attitudes, and relational risk associated with self-interest focus (Elmuthi, 2001). Partnering has works for the entire project team in the US Army Corp of Engineering; owners. Contractors and design firms all attest to the benefits. Results have exceeded their expectation over 90% of the time in 100 projects. Schedules were shortened and costs fall. Value engineering opportunities are more likely to be identified and implemented (Davy, et al., 1996). MCI Constructors places a heavy emphasis on efficient project management and on prompt identification and resolution of disputes while attempting to avoid litigation at all cost, state: We found that the most successful way to achieve these goals is to utilize partnering (Mitchell, et al., 1996,.53). in the new handbook on partnering, the American Institute of Architects and the American Consulting Engineers Council note that The benefits are clear: Projects are completed on time, within budget, to high standards, and to the satisfaction of everyone (Davy, et al.,1996, p. 290). Traditional construction is fragmented, w hich is solely defined by organizational boundaries (Pryke, 2002). The management using supply chain approach, improves knowledge for academic and practice, which contributes to the management of projects in construction (Pryke, 2009). Leverage affects the flow of information and knowledge throughout the network of actors who constitute the supply chain. It also has an impact on how risk is been transferred fairly, unlike in the traditional process (Cox, 2001). The potential of supply chain is presented for long-term to develop over time and improve and in so doing provide better business solution for the clients, better project outcome for the stakeholder and higher level of profitability for the supply chain members(Pryke, 2009). The concept of supply chains and their management, helps to assemble groups of suppliers and contractors and manage them in a way that emphasizes on value and cost. The groups collaborate to share information and knowledge. They manage and share risk in a manner that is equitable and transparent (Pryke, 2009). The 1994 Latham Report indicates that the level of unnecessary costs generated from inefficiency of use of labour and materials was around 30% of the initial capital cost. Involvement of the specialist contractors and suppliers in the design from outset, means abandoning all forms of traditional procurement which delay the appointment of the specialist constructors, sub-contractors and manufacturers, until the design is well advanced. The traditional forms of sequential of appointment are replaced with appointment of integrated design and construction supply chain from the inception period (Cain, 2003). Sub-contracting in supply chain management should be revisited, because smaller companies are less likely to offer apprenticeships and who would train for the future. In selecting suppliers and sub-contractor in the supply chain many factors should be considered. The location of the project and its proximity to the supplier. The experience of the sub-contractor working in such environment and if he/she can recruit qualified people living in the area or they may be brought in for the during of the project. Accommodation in close proximity for the imported personnel who would stay on the job for long time ( March, 2009). Many case studies revealed that framework agreement is achieving better value of work year by year during the past decade. Though the process is expensive, it does not re-advertise for applying/bidding and awarding of subsequent contracts, therefore great amount of costs is saved. It is able to establish objectives and targets and monitor performance of project and compare successive projects and transfer lessons from project to project (Constructing Excellence, 2005). Partnering is a management system that is based on collaborative approach to work. It is different style of working when compared to the traditional approach which was formerly common in the construction industry. It achieves greater value for money for the client and higher profit for the companies involved, and improves quality of work and is more predictable for project completion ( Bennett and Jayes, 1998). Some the attributed benefits of partnering are: Improved communication among participating parties; better working environment created; reduction of adversarial relationships; Less litigation; Fewer claims; better control over health and safety issues; Improve decision-making that helps to avoid costly claims and saves time and money (Fryer, 2004). Prime contracting(sub-contracting) has been used effectively for high value complex facility procurement projects for many years. It was selected as the procurement model of construction and maintenance services for the defence estates in the 1997 Strategic Defence Review , when it was decided that a more effective and efficient process was required the billion pounds a that the Ministry of Defence spends on its estates (Fryer, 2004). Benefits acquired by MoD include: Easier fault reporting; continuous improvement and innovation; consistent approach across allestates in England and Wales; greater emphasis on quality control and checking as a direct result of a reduction in bureaucracy (Fryer, 2004) CONCLUSION The involvement of the specialists at design stage enabled BAA to eliminate time overrun and cost overrun (Pryke, 2009). There is no production line in construction, hence the difficulty of transferring of this manufacturing-orientated approach. Nevertheless, all other construction companies have to follow the footsteps of the initiators to improve value for money, meeting time constraints, meet budget and quality and lift the industry in high esteem in terms of investment. Supply chain enhances good relationship among the participating teams through integration (Egan, 1998). Despite the impact of the reports of Egan in 1998 and Latham in 1994 there are traditional barriers to reform is proving unassailable. It is recognized that the clients, especially their internal professional advisors within their procurement groups were refusing to change their traditional, sequential procurement practices (Cain, 2003). The inevitable conclusion of the foregoing is that the construction industry is unlikely to be able to transform itself across the board by using SCM-type technique, unless sufficient private clients are persuaded to provide the leadership such as provide by Slough Estates in the 1990s. furthermore, Government and public sector clients need to keep their nerves and let SCM-friendly process like PFI mature into the world class delivers of projects they are capable of becoming (Pryke, 2009 p. 159). The previous specialized knowledge that are trapped within small specialist sub-contractors and suppliers can now become available to clients and designers in a way that is not previously possible (Bresnen, et al., 2009). From Latham (1994) and Egan (1998) there are indications of problems facing UK construction industry. The problems are fragmentation, adversarial relationships, project uniqueness, separation of design from production and competitive tendering. The use of clusters embedded within a partnered supply chain managing approach is cited as solution to the problem (Gray, (1996). It is an improvement of eliminating waste when specialist sub-contractors are brought in during design stage as it is in supply chain management (Morledge, et al,. 2009). It is suggested that where there is a context in construction, involving routine risk minimization coupled with transaction cost emphasis, and this simply creates a situation where costs are cut to achieve competitive status; value added may also be reduced and continuous improvement is unlikely to flourish (Pryke, 2009). Risk comes to rest in the supply chain at the position where leverage is dominant on the part of transferring out project actor. Edkins et al., 2009) suggested that economic power is not relevant to supply chain members and that the power or leverage exercised is supply chain specific and related to the power of other firms within the supply chain. Construction needs structure that provides collaborative relationship and which will maintain the flexibility demanded by the business environment (Smyth and Pryke, 2008). Supply chain management provides means of managing the players comprising the project coalition without the need to return direct employment and management which has improved unsustainable in the British construction industry of the twentieth century (Latham, 1994). The function of supply chain observes that, network of actors linked by number of sophisticated relational linkages (Pryke, 2006). Communication network is more important to the industry, its firms and its clients in the supply chain than the size of the firm. The distance that information or knowledge must pass to reach the actor wh o would handle such material affects the quality of such material on arrival and attitude of the receiver on arrival (Pryke, 2009). More education and motivation is required to maintain partnering, framework agreement and supply chain in the construction industry. As suggested by the government sponsored committees (Egan,1998 and Latham, 1994) reports, this is only possible way standardization. All construction team should participate in the development of partnering strategy for the project for effective result (Davy, et al., 1995). All stakeholders of a construction project should be committed to partnering. Every stakeholders interest should be considered in creating mutual goals,

African Traditional Education Essay

TRENDS IN EARLY CHILDHOOD AND PRIMARY SCHOOL EDUCATION IN THE WORLD, AFRICA AND PARTICULARLY IN KENYA Course description History of Early childhood and primary school education from the ancient Greco-Roman times to the present times. The Renaissance period in Europe; The Industrial period in Europe; The Education in Traditional African set up; The History of Early childhood in colonial time. Childhood and Primary School Education in Independent Kenya Early Childhood Education in Old Greece. Generally, education and schooling can be traced to about 500 BC in old Greece. Old Greece as the pioneer of civilization had many city states. But prominent amongst these were Athens and Sparta. History reveals that early training of the Spartan Child was not only done at home with the mother of the child as teacher, but infant education was a state concern. This is in the sense that at infancy, the child was carefully examined by local elders to see if his physical and psychological posture would suit the aim of this predominantly militaristic state. Where the child was found physically weak he was immediately got rid of. The implication is that among the Spartans, only healthy children were raised to become citizens. The Athenians may not have paid particular attention to early childhood education in the beginning, but history tells us that with the coming of Athenian Philosophers like Plato and Aristotle, recognition was given to the need for early childhood education from birth till about age seven. This period, (birth to 7years) in their view should actually be devoted as the first stage of â€Å"proper† elementary schooling. Early Childhood Education in Old Roman Empire. The Old Roman Empire came into being shortly after the collapse of Old Greece. Having conquered Greece, the Romans adopted the Greek system of education. Before then, education for the Roman child was mostly a home affair. Right from birth, the father of the newborn child actually determined his survival. – The newborn child was laid at his father’s feet. If the father lifted him that meant that he acknowledged and accepted responsibility for him. But if the father turned away, the reverse was a death penalty for the child. This also meant that before the influence of the Greeks, the Romans never had a set standard on formal schooling for the young child. Their idea of preschool education was learning the father’s trade. The mother on the other hand took care of the child’s moral training. The influence of Greek education brought about a new experience in the Roman ideal for education. This new Graeco-Roman educational system introduced the Ludus or elementary education amongst other stages of learning. The Ludus was the first stage of learning which took care of preschool education all through to elementary school. Specifically the Ludus preschool curriculum content had Reading, Writing and Arithmetic, using the play method. Generally in the matter of early childhood education in the old Roman Empire, one cannot  underestimate the contributions of Quintilian. He was an education theorist of Roman parentage. He took cognisance of the child as a learner who needed the right type of education. Quintilian has so much concern for the child, and parental responsibility towards his normal and effective growth. He advocated early childhood education contrary to the Roman entry school age of seven years. His emphasis on early childhood education centres on the argument that the elements of learning solely depends on memory. This also exists in young children, especially in their formative years of between zero to seven years. Generally Quintilian’s contribution to early childhood educational theory and practice was quite significant to educational development in the old Roman Empire. Early Childhood Education in the Renaissance Period. AD 1300-1600 Unlike the Middle Ages, the Renaissance period witnessed the birth of new ideas and knowledge of ancient Greek learning. A historical analysis of this period reveals that there were some notable scholars who contributed immensely to educational world view. Such scholars include Vittorrino da Feltre (1378 – 1446), Desdirus Erasmus, (1446 – 1536), Juan Luis Vives (1495 – 1553). All of them worked on a theory of early childhood education. Vittorrino da Feltre developed his idea of early childhood education along the line of Quintilian. He named his school for preschoolers, â€Å"The House of Joy†. In Erasmus’ theory and Practice of education, he recommended that education should begin with the first stage or pre-school stage. His belief for such recommendation is that at this early stage of learning, the child’s mind can easily acquire the seeds of piety which will make him accustomed to the rudiments of good behaviour. He also suggested that at this young age, subjects would be better learnt through games and stories. Erasmus also stressed the need for mothers to participate fully in the early education of the child, while fathers taught moral and scriptural instructions. Generally Erasmus’ emphasis on infant education suggested the right training and method of Instruction. Also in the generation of Erasmus was Juan Luis Vives. His contribution to the development of early childhood education in this age centred on helping the child imbibe goodness and right knowledge beginning at infancy. He also recommended that teaching at the early childhood stage could firstly be done in the child’s mother-tongue. Above all, learning should come through play and practical activities. The industrial period in Europe The rapid expansion in the overall population of Europe during the Industrial Revolution was matched by increases in the proportion of people who lived in towns and cities, and in the proportion of the population who were children. This dramatic social, political and economic transformation served to reveal the utter inadequacy of England’s educational provision. A number of reports highlighted the deficiencies and called for more and better schools. To fill the gaps, and to provide for England’s newly-industrialised society various types of school began to be established to offer some basic education to the masses. One such school is the infant school Infant schools They admitted two to six year olds and cared for them while their parents were at work in the local cotton mills. The instruction of children under six was to consist of ‘whatever might be supposed useful that they could understand, and much attention was devoted to singing, dancing , and playing’. Infant schools were thus at first partly ‘minding schools’ for young children in industrial areas; but they also sought to promote the children’s physical well-being and to offer opportunities for their moral and social training and to provide some elementary instruction in the 3Rs,(reading, writing and ‘rithmetic) so that the children could make more rapid progress when they entered the monitorial school. This system of infant education left its mark for many years on the curriculum and buildings of elementary schools (for children above age six). The Education in Traditional African setup African indigenous education can generally be defined as the form of learning in Africa traditional societies in which knowledge, skills, and attitudes of the tribe, were passed from elders to children, by means of oral instructions and practical activities. In traditional African society, education was quite functional and aimed at training the child to acquire knowledge and skills and internalize the customs and norms of the people. The African child is born into a family or society where he looks up to his ancestors and elders for support. The younger children look up to the older siblings as characters to emulate. Thus the traditional family with their communal living provided an anchorage for the younger ones in all aspects of their training. In this society, the extended family system, no matter how distant, was seen as a member of the immediate home, and played a role in the upbringing of the child. But today, with modernisation and increasing economic problems, it is becoming difficult to look beyond the immediate family. Essentially at a very early age, once the child was weaned, he was taught to accept some moral responsibilities. The traditional agencies of socialisation include the family, kin-group, social group and age groups. Even though today these agencies are still crucial to the early education of the child, they are quite modified with lesser roles. In other words, the cohesiveness of traditional African society is today weakened with the emphasis on child individualism as advocated by Rousseau and other child-centred pragmatists. Basically though, the African child in the traditional setting just like the kindergarten school child in modern society was taught in the most practical way. He was made to learn from older people, especially from his mother. He learnt through initiation, recitation and demonstration. He participated in recreational exercises like dancing and singing, wrestling, drumming and other physical displays that suited his age. He was also taught elementary practical skills. Finally, he imbibed intellectual training from story – telling, stories from local history of his people, poetry, proverbs and riddles. The learning experiences were made orally and the knowledge was stored in the heads of elders. The instructors were carefully selected from the family or clan. Their task was to impart knowledge, skills and attitudes to the young, informally at the didactic and practical levels. at the didactic level the teaching process took the form of the stories, legends, riddles, and songs; while at the practical level individuals enacted what they had learnt didactically, by imitating and watching what their elders performed. The child was also taught through play, the names of plants, animals, birds and the local geography of his area. DEVELOPMENT OF EARLY CHILDHOOD EDUCATION IN KENYA During colonial time The first recorded school for young children in Kenya was founded at Rabai (a coastal province) in 1886 by the Church Missionary Societies. The first early care centers can be traced to the 1940s, when British colonists established centers to serve both European and Asian children. During the same period, the colonial government established early childhood care centers for Kenyan children living on the tea, coffee, and sugar plantations. These centers were set up in response to Mau Mau uprisings and struggles for independence. The centers were nonacademic child care settings and only provided custodial care, a situation that persisted until the early 1970s Kenya’s system of early childhood care and education reflected a separate and stratified society, with Europeans receiving educational resources superior to that received by people from Asian and Arab cultures; Africans came last. The colonial government argued that the different races needed the kind of education that was deemed â€Å"appropriate† for their respective positions in colonial life. According to Rodney (1981), this colonial schooling approach was akin to â€Å"education for underdevelopment. † In 1954, UNICEF started supporting early childhood development and education in Kenya. Its focus was support for the health of mother and child. In later years, UNICEF expanded beyond the goals of child survival to include development and education. Post independence Kenya President Jomo Kenyatta’s call for a national philosophy of Harambee, which means â€Å"Let’s pull together. † saw mobilization of communal labor groups in order to achieve certain education and socioeconomic goals. Early care and education of children was considered to be a community concern necessitating collaboration. Communities raised money to purchase land and other materials to build schools. The labor was provided free of charge by community members. The parents and especially the mothers organized themselves into groups to build and manage the centres. The centres were small, simple in structure and catered for children from the village. Some of them were maintained within regular school buildingswhile others were placed in individual homes, makeshift sheds, or even outdoors, under trees. One of the mothers was chosen as the â€Å"teacher† and children were brought to the centre while the other mothers went to work. The activities were mainly games, songs and dances and a few ABC related activities. By 1970, the increasing participation of Kenyan women in the labor force, the growing number of female-headed households and changing family structures and child-rearing practices created new demands for external support. The community alone could no longer be the primary provider of nutrition, health care, and education for preschool children. Consequently, the government encouraged the formation of partnerships as a way to coordinate resources and share costs of early childhood care and education. The Ministry of Education became involved in overall administration, policy-making, provision of grants for training, and professional guidance of preschool education. Collaborative Partnerships In the 1970s, the government entered into partnerships with communities and other institutions engaged in the provision of preschool education in Kenya. These partnerships involved nongovernmental organizations (NGOs), parastatal bodies, religious organizations, the Bernard van Leer Foundation, The Aga Khan Foundation, and UNICEF In 1972, a 10-year Preschool Education Project was undertaken at the Kenya Institute of Education by the Ministry of Education and the Bernard van Leer Foundation. The main objective of the research project was to improve the quality of preschool education through three key areas: 1) development of training models for ECCE personnel; 2) development of a quality curriculum; and 3) development of support materials for use by children, teachers, and trainers. –In 1976 pre-school education was established in the Kenya Institute of Education (KIE) to coordinate preschool programme. -October 1982 the Ministry of Basic Education and the Bernard Van Leer Foundation held a national seminar on preschool education in Malindi with the aim of reviewing the progress achieved during the preschool project’s first decade and making recommendations for the rapid development of preschool education in Kenya. Outcomes of the Malindi Seminar -(i) A preschool section was established in the Ministry of Education. (ii) Clear policies were formulated to guide preschool education in Kenya. (iii) In 1984, the Ministry of Education established the National Center for Early Childhood Education (NACECE), a national endeavor aimed at harmonizing the growth, evaluation, and oversight of early childhood education. (iv) In 1985 a network of sub-centers was established at the district level. These centers were called District Centers for Early Childhood Education (DICECE) Milestones of ECE in 1990s 1990 symposium in Mombasa -Kenyatta University and KIE funded by Bernard Van Leer foundation developed content components and regulations for the Bachelor of Education (ECE) . The prrogramme did not take off at this time . The centre for Early Childhood Education was established at Kenyatta University in 1995. –Increased funding by the government and the world bank of the early childhood development project. -In 1997 the Kenya government procured a credit from the world bank to support ECDE programmes in the centres. The project was implemented between 1997 and 2002. Its main objectives were to: (i) Increase access of ECDE services (ii) Improve child health and nutrition status (iii) Improve quality of personnel and reduce dropout and repetition rates at lower primary school –Alternative and complementary approaches launched by UNICEF. -The government through the sessional paper no. 1 of 2005 recommended the development of comprehensive ECDE policy framework and service standard guideline. The policy and the service standard guidelines were launched in 2007. ***************************************************************************** Access and participation in education at the ECDE level in Kenya are still low with a Net Enrolment rate (NER) of 42% in 2009 and 50% in 2010. This means that 58% and 50% 0f school age-going pupils were not in school in 2009 and2010 respectively. The lowest values in enrolment were observed in North Eastern province 5%. Low access levels in the country can be explained by the fact that ECDE was not compulsory in spite of being critical in laying the foundation for performance in the subsequent levels of education. Currently the following sponsors and agencies offer preschool education services in Kenya (i) Parents/committees/ local community : they are responsible for putting up buildings and furniture. (ii) church Organizations. Nursery schools are built on church compounds or use church buildings as classrooms during the week. Some churches employ teachers and some assist with a feeding programme. (iii) Firms, estates and corporations. Some have established preschools for their employees children. They also employ the teachers and provide the equipment. (iv) Voluntary organizations. (Lions Club, Red, Child Welfare Society). They have initiated the construction and running of preschools. (v) Women’s organizations such as Kanu Maendeleo ya Wanawake,YMCA,Women’s Guild which run some institutions for young children (vi) private communities/individuals (vii) Local government. Functions of NACECE * Training of personnel for ECE . * Development and dissemination of the curriculum for ECE programmes. * Identifying, designing, undertaking and coordinating research in ECE. * Offering services and facilitating interaction between agencies and sponsors. * Coordinating and liaising with external partners and also informing the public on the needs and developments of the ECE programme. The functions of the DICECE * Training of the pre-school teachers and other personnel at the district level. * Supervision and inspection of pre-school programme at district level. * Mobilization of local communities in the pre-school programme so as to improve the  care, health, nutrition and education of young children. * Development of pre-school curriculum. * Participation in the evaluation of pre-school programmes and carrying out basic research on the status of pre-school children in and out of school. Challenges facing Early Childhood Development Education Programmes in Kenya ?Mushrooming of ECDE centres. Many ECDE centres continue to be opened by communities And individuals sometimes without proper supervision and regulations. ?Low funding of ECDE programmes by the exchequer in comparison with other levels of education. ?Problems in Access: Household, communities, NGOs and other private providers primarily Provide ECDE, which makes the programme inaccessible to the majority of households due to the high cost of providing the services. ?Policy formulation: Inadequate clear policy to guide ECDE has led to un-coordinated service Provision between government organs, the NGOs, international agencies and the local communities. ?ECDE centers all over the country offer different services and this is made worse by competition for admission to good primary school and also the fact that many private centers are  commercially based and are competing for children. ?Education policy: Kenya has no clear national philosophy of education or a solid national Education policy. The two should be clearly defined and put in place to guide the development of education. ?Widespread poverty and poor economic growth hampering the quality of sustainable ECDE programmes. The government should increase learning facilities and also introduce feeding programmes. ?Lack of awareness: Many communities and parents lack awareness on the importance of ECDE for both girls and boys. The government should sensitize parents and communities on the  importance of ECDE. ? Lack of identification of children with special needs: . The government lacks an institutionalized system for early identification of children with special needs,specially gifted and talented children who cannot fit in the mainstream schools in ECDE centres. This is a critical issue that needs to be addressed as the gifted and talented might end up dropping out of school. ?Inadequate Physical Facilities: Most ECDE programmes have inadequate physical facilities, equipments and materials inadequate ECDE materials owing to the fact that many publishers  decline to undertake publishing of ECDE materials as they lack quick and ready markets ? Lack of schemes of service for ECDE teachers: Low and irregular remuneration of pre-school Teachers thus adversely affecting the morale of pre-schoolteachers. To address this issue the government should develop and implement a scheme of service for ECDE teachers. . At the moment ECDE teachers are employed by community committees and their salaries depend on the local income of parents. ?Poor transition to primary school: Absence of a smooth transition from pre-school to primary. Schools result in high wastage in the form of elevated repetition and dropout rates at the primary education level, especially standard 1,2 and 3. A World Bank sponsored study by Nyamwanya and mwaura (1995)in its focus on transition between pre-school and primary school examined the teaching methods and learning of the two systems of education. The study observed that both teachers and parents of lower primary perceived child readiness from an academic perspective and this influenced the teaching methods and content used in pre-schools to prepare children for primary school. ?Inadequate qualified ECDE teachers Due to high rates of attrition as a result of the poor pay packages many pre-school teachers are untrained and so lack skills to enhance the holistic development and learning of children. ?Lack of supervision: This has also affected the quality of services. Quality Assurance Standard Officers (QUASO) is not adequately equipped to handle inspection and assessment of ECDE services, including issues relating to transition. ?Relevance to curricula: Relevance of ECDE refers to how appropriate a particular ECDE Programme addresses the development needs of pre-school children. Consequently, the area of curriculum in terms of teaching methods and content has raised attention from researchers’ in ECDE. Many pre-schools overemphasize the teaching 3 Rs. This is attributed to parental pressure and interviews for entry to standard one. Many ECDE teachers spend a lot of time preparing children for entry into primary school and cover the academic content of standard one. ?Rising number of orphans: HIV/AIDS pandemic is one of the greatest challenges to mankind. The Education sector is experiences lower Productivity due to absenteeism of ailing teachers. And students, also number of orphans has been in the increase resulting in low enrolment and increase in the dropout rates in ECDE centres. ?Medium of instruction: ECDE centres should use Kiswahili, or local language as the media of instruction, the government should institutionalize and put in place, mechanisms and strategies of making Kiswahili a medium of instruction. Books written in English should be translated to Kiswahili and other local languages. Teachers handling lower ECDE should be in serviced on the use of mother tongue as a medium for instruction. However children in the urban and slum areas learn different languages and hence young children do not learn their first languages adequately. ?Free Primary Education Universal Free Primary Education (FPE) in 2003 did not include ECDE services. Early Childhood Development services continue to be provided on a partnership basis between the parents, the local communities and the government. Free Primary Education affected the co- operation of ECDE parent sin the following ways: (a)Some parents refused to pay fees to ECDE centres (b)Parents refused to contribute toward the building of ECDE. (c)Some parents refused to take their children to ECDE centres hence wait for FPE (d)In some cases, the ECDE classes in public schools were taken by the FPE pupils leaving ECDE children out of class. (e)Some of the ECDE teacher’s lost their jobs while others were underpaid due to the non- payment of fees in the ECDE centres. (f)Many untrained teachers were employed to replace the trained teachers who were demanding more money/higher salaries. (f)The under age children were admitted in lower primary classes affecting enrolment in ECDE centres ? Culture: (a) female genital mutilation, early child marriage, gender bias. (b)Pastoralism ; affects ECDE in that Families might be far apart making the centre to be very far for some children to access. Children are also part of the society and are trained to look after animals at an early age so they also follow animals at the expense of schooling and as a result centres can only be established if there is a teacher who will be able to shift with the families. Early childhood Education There are different names for the various establishments that take care of preschool children * Daycare or play group: for children below the age of three. Working mothers use them as safe places to keep their children. * Creche : for children below three years. This establishment is usually located where the mother is working. * The kindergarten : normally refers to the school for children between three and six years. In Kenya they are found mainly in urban areas. They are privately run and costly. * Nursery schools : Usually for children between three and five years. A majority of these in Kenya are found in rural areas. They are managed by parents committees and some are assisted by local authorities. * Preschool units or reception classes: These are usually attached to and managed by primary schools. They serve children aged five and older who are preparing to enroll in the first primary grade at the same school. A majority of these are found in urban areas. The direct government in early childhood education started soon after independence in 1963. The Ministry of Home Affairs and Ministry of Health were charged with the responsibility of inspecting nursery schools and day care centres to ensure the health and the safety of children. –In 1966 in Kenya The German volunteers Services had assisted the department of community development and social services to train local  personnel to work inndaycare centres. –In 1968 there were 76 supervisors and 290 trained teachers. –Advisory committee on daycare centrwe programme was founded in 1968 under the ministry of housing and social services. This committee contributed to the formulation of the programme objectives and guidelines and made recommendations on instruction at the training and school levels. Tge committee became inactive in 1973. –In 1969 in a seminar to evaluate preschool education in Kenya , it was recommended that (i) There should be a national policy on pre-school education that would encourage self help efforts. (ii) Formulating a working committee to formulate the working principles of the programme and coordinate the efforts of all agencies concerned and to promote expansion of the proogramme by reviewing training programmes and conditions of services of personnel. (iii) The ministry of Cooperatives and Sociial Services was to function as the coordinator of nursery school activities. Central government was to provide nursery centre supervisors at provincial and district levels. –Establishment of major trainng centre to train personnel. There was one major training centre and several smaller units to train personnel at provincial levels. The government wass to contribute to and completely finance the highest category of district trainers and supervisors. The local committees and parent committee were to contribute by paying teaschers salaries and to subsidize their upkeep at the training centres. Theere was also a single certificate awarding body. –The government was to sponsor training. The candidates to be sponsored were to be 18 years old. They were to possess a minimum of certificate of primary education. The course was to be localized to allow the use of local languages. –Attainment of international standard, as pertains the nursery facilities; there were to be 25 children per teacher with the goal of achieving international standards of 15 children per teacher. –Establishment of parents committee. These were to give financial and moral support. They were also to seek advise of District planning committee before setting up nursery schools. 1970-1979 N. B 1969 recommendations served as a guiding principle for the future development of early childhood development in Kenya.

The Muslim Culture Within Modern Western Society - 2342 Words

It is easy to shape our understanding concerning Muslim culture within modern Western society based on what the media exhibits to others. This ongoing fight for equality has derived from media, throughout historical events. Terrorist attacks; most famously 911 have created further inequality within Muslim culture. The media is partially to blame for this phenomenon as bias and misinformation is misused to sway public opinion. While these attacks were malicious and catastrophic, Muslim culture itself should not take the blame for the wrong doing of a certain few. That being said, racism and discrimination began well before the terrorist attacks, and will also be assessed. Although racism and discrimination are not exclusive to Muslims, this is an issue that needs to be addressed as extreme matters as, â€Å"Muslim Americans continue comprising one of the disadvantaged minority groups in the USA† (Zainiddinov, 2016, p. 2718). 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Impact of consequences of globalization on consumers Free Essay Example, 2250 words

Impacts of Globalization on Consumers Introduction Globalization is the integrative interaction among political, social and economic institutions around the world. Since time immemorial, human beings have crossed economic, social and political boundaries in interactive undertakings. In the Middle Age, the famous Silk Road facilitated interaction between institutions in Europe and Asia. Prior to the outbreak of World War 1, water transportation had solidified globalized interactions among people in Africa, Europe, America and Asia. Currently, globalization has reached an unprecedented rate. Modern advancement in technology and political policies has spurred expansive movement of people and information across national borders. Currently, increased migration of people has turned the world into a global village. In addition, transfer of information in an economic and timely manner through communication technologies has promoted cross-border interactions (Hassan & Michael, 2014). In an e ffort to describe the current rate of globalization, scholars agree that today, human interactions across borders are not only faster and cheaper, but also farther and deeper. As insinuated earlier, globalization impacts all the social, economic and political aspects of life. Within an economical context, international trade and investments have promoted effective transfer of goods and services across national and regional borders. We will write a custom essay sample on Impact of consequences of globalization on consumers or any topic specifically for you Only $17.96 $11.86/pageorder now Politically, governments have legislated policies that facilitate cheaper, faster and deeper movement of goods and services across borders. The social aspect of global acculturation has leveled social barriers of language and transformed the world into an interacting community (Pauline & Parsons, 2009). Globalization of commerce today entails changes in the marketing and production aspects of business. In production, companies are no longer restricted by national barriers in sourcing means of production, specifically raw materials and labor services. On the other hand, the increased decline in social, political and economic barriers has eased the selling of products and services to consumers around the globe. Technically, globalization of marketing and production aspects of business has yielded consequences that substantially impact business stakeholders, especially consumers (Pauline & Parsons, 2009). Consumers in Globalized Markets In the context of marketing, globalization has effects on the manner in which consumers behave. Primarily, consumers refer to persons or organizations involved in the purchase of goods and services offered in the global markets.