Posted: 2023 | Pages: 79 | Format: MS Word | Chapters: 1-5 | Others: Questionnaires & References

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ABSTRACT

Enugu state secretariat complex is currently in a deplorable state of repairs as a result of the inadequate maintenance of the complex by the in-house works department saddled with the duty of ensuring that the facilities in the complex are functional and well maintained. The research objectives are hereby to determine the facilities management strategies adopted in the management of Enugu state secretariat complex, to identify the problems associated with facilities management in Enugu state secretariat complex, to ascertain the effects of facilities management on sustainable management of Enugu state secretariat complex and to proffer solutions to improve on the facilities management of Enugu state secretariat complex. The study adopted a survey research approach. Civil servants, estate surveyors and valuers, staff of Enugu State Housing Development Corporation and in-house facilities managers formed the population of the study. A sample size of 555 was chosen using Taro Yamani model while stratified random sampling technique was adopted. Data retrieved from 457 respondents or 82.34% of the sample was subsequently presented in tables while frequency and percentages were used to analyze and answer the research questions. Findings of the study showed that the management strategy mostly adopted is the reactive maintenance strategy. The major problem of facilities management in Enugu state secretariat are late arrival of facilities managers and bureaucracy in decision making. Facilities management helps to promote enhance high performance of facilities in the secretariat complex, it also enhances workspace efficiency and reduces overall cost of maintenance and the likely solution to improve facilities management in the secretariat complex is by regular and efficient monitoring and management of the facilities to prevent dilapidation of the building. The study recommended that facilities managers be put on check, adoption of preventive maintenance strategy, periodic check on all facilities in the complex and availability of funds for running of facilities.

CHAPTER ONE

1.0     INTRODUCTION
1.1   BACKGROUND TO THE STUDY

According to (Moore, 2018). Facilities Management involves the development, coordination and management of all the non-core specialist services of an organization together with the building and their systems, plant, IT equipment, and fittings with the overall aim of assisting any giving organization in achieving its strategic objectives. However, Oladejo (2010) summarized facilities management as creating an environment that is conducive for carrying out the organization’s primary operations, taking an integrated view of the services infrastructure, and using this to deliver customer’s satisfaction and value for money through support for and enhancement of the core business.

Facilities management started in the USA as a janitorial and caretaker service during the 1970s, involving building maintenance and cleaning. Cost-cutting by businesses in the 1970s and 80s led to the outsourcing of non-core services such as lighting, heating, plumbing to facility management companies (Ameh, 2017).

In the 1990’s services such as property management, space planning, relocation was added, and in the 2000s business processes including payroll and human resources were added to the service list. These ‘integrated facility services’ gained increasing market share over individual service providers. Today, the facilities management market has gradually increased to a very broad sector encompassing building, staff and business services (Ameh, 2017). Moreover, facilities management in Nigeria has a long history beginning from the colonial period where the Public Works Department (PWD) was in charge of both development and management of public facilities. Although this predated the birth of Facilities Management in the USA, what the Public Works Department did then was Facilities Management (Sani, 2019).

Between 1956 and 1959 Nigeria experienced a rise in mineral deposits especially crude oil during British colonial era. Infrastructural and facility development in the colonial era was motivated not by a desire to develop the country but to service industries and other interests in Europe. At independence (1960), Nigerians took over the helms of affairs in governance but the policy thrust of government remained the same. A decade after independence Nigeria experienced a boom in national earnings occasioned by the 1973 oil crisis which created an opportunity for massive infrastructural development by the various levels of government in Nigeria (Ameh, 2017). Unfortunately, this development was not matched by efforts to manage and maintain these facilities hence the deterioration began soon after commissioning. This resulted in government embarking on massive developmental projects, which although useful to the society however had no sustainability programs built into them. Thus development projects that were meaningfully conceived and executed failed not long after they were commissioned into operational use. In view of the above situation, it became imperative to re-engineer a procurement process, the management of construction and the facility management of projects in Nigeria was then embarked upon as a national priority. This action led to establishment of facilities management departments in public buildings to ensure maintenance of infrastructural facilities especially government own. According to Femi (2019) the Facilities Management sector is still in its infancy, having been organized in its current format just about three decades ago but it offers great challenges to the Public as public properties have failed in the area of facilities management. Statistically, maintenance culture is poor among public properties. This, to some extent has contributed to constant wear out of facilities in public buildings. The basic principle of facilities management is to know the policies, practice, and procedures guided by an organization’s mission and its available resources (Sani, 2019).

In 2012 the old Enugu state secretariat building was demolished under the administration of Governor Sullivan chime by the Arab contractors’ construction company. The secretariat which then housed a few ministries was pulled down starting with the ministry of Agriculture, commerce and industry and justice, the aim was to build a bigger and more sophisticated complex to house all the ministries in the state, this led to the award of 13.6 billionaire contract. According to (Vanguardonews, 2013) Few months into 2013 most of the facilities were installed, being a public property, a department of works and facilities maintenance was established to cater for the management and sustainability of all facilities including the building. Despite this action, the process of facilitating proper maintenance and sustainability of these facilities have been on a slow pace causing the facilities to gradually deteriorate by the day (Okoro, 2019). It is against this that the study seeks to appraise the impact of facilities management on sustainable management of public properties in Enugu Urban.