PERSONALITY PROFILE
51
Training and compliance are flip sides of the same coin,
says Smith. You cannot expect plumbers to be compliant
unless they’re trained on the correct standards. “How
do you put together a curriculum to teach a learner to
install a geyser except by applying a standard? At the
moment, because training is so poor in the industry, the
standard also falls into abeyance. If you train properly and
install a culture of continuous development and training,
or let’s rather say continuous professional development
(CPD), they learn the correct application of the installation
benchmarked against the standard: if you improve one you
improve the other. The curriculum clearly defines that you
must be teaching the standard.” This underlies why IOPSA
wants training to lead them.
“The last two years at IOPSA has shifted focus onto
training, because by doing so we are simultaneously
focused on compliance.”
Many plumbers dispute the need to comply with standards
and the law, says Smith, arguing that it puts them at a
disadvantage competitively compared to those who do not
abide by the law, and can consequently under-bid them.
“Plumbers need to understand that one follows the law
precisely because it is the law. The PIRB’s role is to monitor
our industry and its professional standards, putting in place
a ‘policing structure’ (of audits). And there within lies the
challenge that plumbers are facing – competing against
an unruly mob of unlicensed or unqualified plumbers who
have chosen not to be subjected to the same rule of law
and in turn, accountability. While we acknowledge it is
a challenge, the answer if you wish to overcome these
challenges, is by continuing building strength in enforcing
the law and standards as an industry – or just make it a
free-for-all in the industry,” says Smith.
The future
The term of office of an IOPSA President is two years.
However, because the conclusion of Smith’s first term
came at a critical moment in IOPSA’s evolution with the
changeover from Macnamara, he was asked to remain
model pushes people who aren’t interested in plumbing
(and only want the stipend) onto an unwilling industry,”
says Smith. While funding of learners will pose a challenge,
the five-year 2025 Strategy will certainly break these
barriers down and create a strategy that works for us as an
industry and the plumbers on the ground.”
The initial working group establishing the 2025 IOPSA Training Strategy.
for a further term, as outgoing Presidents can stand for
re-election. “But now it is time to bring in fresh blood and
fresh ideas to contribute to what is a team effort. The
objectives, and where we are heading, is already set, and
this will be reinforced when the 2025 Strategic Training
Plan comes into force shortly.” Smith will become a
‘Past President’ and will remain on the board to continue
working as an important part of the team. This helps to
retain the institutional knowledge.
“The last two
years at IOPSA
has shifted
focus onto
training."
Smith says he is justifiably proud of his contribution
towards the team and ultimately towards to IOPSA’s
achievements: “Just look at where we were compared to
where we are now. We have a really strong foundation –
everybody’s talking about the plumbing industry. This has
been achieved by our decision to own our space and to
show true leadership.
“The future of IOPSA is bright and strong because a good
foundation has been laid. The growth in membership of
IOPSA over the past few months has been phenomenal,
especially compared to other member organisations. The
same applies to PIRB and the professionalism being seen
in the industry.” PA
[email protected]
April 2020 Volume 26 I Number 02
www.plumbingafrica.co.za