FACILITIES MANAGEMENT POLICY FRAMEWORK FOR NATIONAL INSTITUTE FOR POLICY AND STRATEGIC STUDIES, KURU, PLATEAU STATE

BY Adebisi Adebayo

A Thesis Submitted to the Post Graduate School, Ahmadu Bello University, Zaria in Partial Fulfillment for the Award of Msc Degree in Construction Management in the Department of Building, Faculty of Environmental Design, Ahmadu Bello University, Zaria.

MARCH, 2009

FACILITIES MANAGEMENT POLICY FRAMEWORK FOR NATIOAL INSTIE FOR POLICY AND STRATEGIC STUDIES, KURU, PLATEAU STATE

BY

ADEBISI ADEBAYO
(M.Sc/Env.Des/15876/2007 2008)

A DISSERTATION SUBMITTED TO THE POST GRADATE SCHOOL, AHMADU BELLO UNIVERSITY, ZARIA, IN PARTIAL FULFILMENT FOR THE AWARD OF MASTER OF SCIENCE DEGREE IN CONSTRUCTION MANAGEMENT

DEPARTMET OF BUILDING, AHMADU BELLO UNIVERSITY, ZARIA NIGERIA.

MARCH, 2009

DECLARATION
I hereby declare that the work in this thesis entitled FACILITIES MANAGEMENT POLICY FRAMEWORK FOR NATIONAL INSTITUTE FOR POLICY AND STRATEGIC STUDIES KURU, PLATEAU STATE has been performed by me in the Department of Building, Abmadu Bello University, Zaria. The information derived from the literature has been duly acknowledged in the text and a list of references has been provided. No part of this thesis was previously presented for another degree or diploma at any university.

____________________________

__________________

ADEBISI ADEBAYO

DATE

CERTIFICATION This thesis entitled FACILITIES MANAGEMENT FOR POLICY AND

FRAMEWORK

FOR

NATIONAL

INSTITUTE

POLICY

STRATEGIC STUDIES, KURU, PLATEAU STATE by Adebisi Adebayo meets the regulations governing the award of the Masters Degree in Construction Management of Ahamadu Bello University, Zaria and is approved for its contribution to knowledge and literary presentation.

___________________________ DR. I. MBAMALI Chairman, Supervisory Committee

______________________ DATE

___________________________ DR. K. BALA Member, Supervisory Committee

______________________ DATE

___________________________ DR M.M. GARBA Head of Department

______________________ DATE

___________________________ PROF. S.A. NKOM Dean, Post-Graduate School ii

______________________ DATE

DEDICATION
This research work is dedicated to the Almighty God for His Grace, mercies and compassion

And to

My beautiful and Dedicated wife, Folarinde with our lovely children for their love, support and encouragement.

iii

ACKNOWLEDGEMENT
First and foremost, I give the Almighty God all the glory for seeing me through this course. The experience has been worth while and memorable. I also thank the Management of the National Universities Commission, Abuja and the National Institute for Policy and Strategic Studies Kuru, that supported my attending this course. My immense gratitude goes to Prof. (Ven) Akin Akindoyeni Mni, OFR and his family for their LOVE and encouragement throughout this programme. His professional advice and guidance contributed in no small way to the completion of this course. I greatly appreciate the chairman of the supervisory Committee, Dr. I. Mbamali whose steady encouragement and persistent contribution enabled me to see this work to its logical conclusion. I greatly appreciate the contribution of Dr. K. Bala whose encouragement and advice contributed in no small way to the completion of this course. In the course of this study, I am also grateful to the following: Dr. M.M Garba, Dr. O.G. Okoli, Mallam I.H Mshelgaru and Mr. A.M. Stanley for their moral support and encouragement. My special thanks to Miss. Kelechi Kalu and Joseph Omole for their assistance. My profound love and appreciation to my wife and children for their support, understanding and sacrifice. Finally, I wish to express my appreciation to all the individuals and organizations that provided the data for this work. Thank you all and God Bless.

iv

ABSTRACT
The thesis articulated the principles and scope of facilities management; policy and policy formulation concepts and procedures. It also investigated the current space, building operations and maintenance management of the National Institute for Policy and Strategic Studies (NIPSS) Kuru, Jos, as well as the stakeholders awareness of and willingness to embrace the facilities management approach to built asset management. Results of the investigations showed that 96% of the stakeholder were aware of the emergence of facilities management and 84% would want it applied at NIPSS. Most of the factors of effectiveness in the space, building operations and maintenance management obtained the fair and good ratings on a five point scale ranging from very poor to very good. A few of the factors such as: solid waste disposal and water supply systems, under the building operations management, however obtained the poor ratings. Conclusions were reached that stakeholders at NIPSS would opt for the facilities management approach to built asset management; and that despite the good ratings obtained by the current traditional maintenance management approach in several aspects of space, building operations and maintenance management, there were obvious rooms for improvement in all aspects. A facilities management policy framework was therefore developed for the Institute.

TABLE OF CONTENTS Content Declaration Certification Dedication Page i ii iii iv v vi xi xiii xiv

Acknowledgement Abstract -

Table of Contents List of Tables List of Figures List of Appendices

CHAPTER ONE 1.0 1.1 1.2 1.3 1.4 INTRODUCTION 1 1 2 2 3 3 4 4 4

Background of the Research -

Statement of the Research Problem Need for the Study -

Aim and Objectives of the Research -

1.4.1 Aim

1.4.2 Objectives 1.5 1.6

Methodology -

Scope and Limitations of the Study -

vi

CHAPTER TWO 2.0 THEORETICAL FRAMEWORK FOR FACILITIES MANAGEMENT AND POLICY CONCEPTS 2.1 2.2 Facilities Management in Context Facilities Management Defined 6 6 7 10 11 11 13 14 16 19 20 20 21 21 22 22 23 23 23 24 26

2.2.1 Role of Facilities Management 2.3

Concepts and Philosophies of Facilities Management -

2.3.1 Facilities Management

2.3.2 Cost Control Management Activities in Facilities Management 2.3.3 Allied Activities in Facilities Management 2.4 Elements of Facilities Management -

2.4.1 Strategic Property Management 2.4.2 Built Asset Management -

2.4.3 Organization: People and Processes 2.4.4 Valuation -

2.4.5 Contract Procedures 2.5

Facilities Management Process -

2.5.1 Facilities Planning Process

2.5.2 Facilities Plan Implementation 2.5.3 Performance Evaluation 2.6 -

Guide Towards Effective Facilities Management Schemes -

2.6.1 Extract of Regulations For Effective Facilities Management Practice 2.7 Policy and Policy Formulation Concepts -

vii

2.7.1 Policy Defined

29 30 32 35 35 37

2.7.2 Aspects of a Good Policy

2.7.3 Steps in Developing Policies 2.7.4 Building Maintenance Policy -

2.7.5 Structure and Content of Building Maintenance Policy 2.7.6 Facilities Management Policy -

CHAPTER THREE 3.0 3.1 RESEARCH METHODOLOGY 38 38 38 39 40

Questionnaires Design and Administration -

3.1.1 Questionnaire Design -

3.1.2 Questionnaire Administration 3.2 Data Analysis -

CHAPTER FOUR 4.0 DATA PRESENTATION, ANALYSES AND DISCUSSION OF RESULT 4.1 41 41 42 44 44 45 45

National Institute for Policy and Strategic Studies -

4.1.2 Organizational Structure 4.2

Data Presentation and Analyses -

4.2.1 Questionnaire Distribution

4.2.2 Awareness of Facilities Management Emergence 4.2.3 Nature of Asset Management Preferred at NIPSS

viii

4.2.4 Level of Awareness of Facilities Management 4.2.5 Standards for Facilities Management Services 4.2.6 Facilities Management Services to NIPSS -

47 47 48

4.2.7 Current Management of Facilities Operation and Maintenance at NIPSS Effectiveness of the Current Management of Facilities Operation 4.2.8 Current Space Management at NIPSS 49 55 56 60 60 61 62 65

4.2.9 Current Level of Organization (People and Process) at NIPSS 4.2.10 Built Asset Value at NIPSS -

4.2.11 Current Contract Procedures at NIPSS

4.2.12 Efficiency of Contract Procedures at NIPSS 4.3 4.4 Summary of Analyses Discussion of Results -

CHAPTER FIVE 5.0 5.1 THE FACILITIES MANAGEMENT POLICY FRAMEWORK Policy Objectives and Application Framework 67 67 67 68 69 69 70 71 71

5.1.1 Policy Objectives

5.1.2 Policy Application Framework 5.1.3 The Policy Framework 5.2 -

Scope of Facilities Management Functions -

5.2.1 Facilities Management System

5.2.2 Standard for Facilities Management Services5.2.3 Facilities Management Performance -

ix

5.3

Policy Implementation/Strategy

71 72 74 74 74 76 76 76 77 78 78 78 78 79 79 80

5.3.1 Control in Facilities Management 5.3.2 Information Flow and Action Plan 5.3.3 Safety Measures -

5.3.4 Environmental Tidiness and Fire Protection 5.4 The Policy on Planned Preventive Maintenance

5.4.1 Routine Maintenance of Services and Amenities

5.4.2 Routine Maintenance of Building Structures and Infrastructures 5.4.3 Routine House Keeping -

5.4.4 Routine Maintenance of Equipment and Machines 5.4.5 Routine Maintenance of Air Condition Unit -

5.4.6 Routine Maintenance of Electrical/Electronics Facilities 5.4.7 Routine Maintenance of Vehicles 5.4.8 Computer Systems Maintenance 5.5 5.6 -

Coordination of Physical Work Space with People and Processes Security of NIPSS -

CHAPTER SIX 6.0 6.1 6.2 CONCLUSIONS AND RECOMMENDATIONS Conclusions 82 82 83 84 86

Recommendation References Appendices -

LIST OF TABLES Table Table 4.1 Table 4.2 Table 4.3 Table 4.4 Table 4.5 Table 4.6 Table 4.7 Table 4.8 Table 4.9 Table 4.10 Table 4.11 Questionnaire Distribution Page 45 45 46 46 47 48 48 49 50

Awareness of Emergency of Facilities Management Preferences on Nature of Asset Management at NIPSS

Reasons for the Preference on Nature of Asset Management Level of Awareness of Facilities Management -

Desired Standard for Facilities Management Services Importance of Facilities Management Services to NIPSS Desired Facilities Management System for NIPSS -

Effectiveness of the Current Security Operation in NIPSS -

Effectiveness of the Current General Cleaning Operation in NIPSS 50 Effectiveness of the Current Solid Waste Management Operation in NIPSS 51

Table 4.12

Effectiveness of the Current Electrical Power Supply in NIPSS 51

Table 4.13

Effectiveness of the Current Water Supply and Waste Water Disposal System in NIPSS 52 52 53 54 55

Table 4.14 Table 4.15 Table 4.16 Table 4.17 Table 4.18

Effectiveness of the Current Access and Movement in NIPSS Effectiveness of the Current Landscaping in NIPSS -

Effectiveness of the Current Maintenance Management System Adequacy of Major Space Provision -

Suggestions for Revenue Generation on Space Utilization in

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NIPSS Table 4.19 Table 4.20 Table 4.21 Table 4.22 Table 4.23 Table 4.24 Table 4.25 Table 4.26

56 57 58 58 59 59 60 61 62

General Cleaning/Sanitation Furnishing -

Adequacy of Interior Lighting Adequacy of Air Condition Acoustics -

Adequacy of Water Supply

Current Contract Procedures at NIPSS

Efficiency of Contract Procedures at NIPSS -

xii

LIST OF FIGURES Figure Fig. 2.1: Fig. 2.2: Fig. 4.1: Elements of Facilities Management The Process of Policy Formulation Organizational Chart for NIPSS Page 22 28 43

xiii

LIST OF APPENDICES Appendix Appendix 1: Questionnaire Page 86

xiv

CHAPTER 1 INTRODUCTION 1.1 BACKGROUND OF THE RESEARCH Organizations in different sectors are requiring improved environment and better facilities to enable them deliver their necessary range of services. Two basic infrastructural facilities, built-spaces and systems (equipment and other support facilities) within them are put in place to achieve certain defined organizational objectives set by man. The objectives are attained only when the aforementioned facilities are functional. The discipline, which ensures that facilities are functional at all times, is termed Facilities Management. The advent of Facilities Management in Nigeria can be attributed essentially to the increasing demand for quality services and result oriented activities in different sectors of the economy. The International Facilities Management Association (IFMA, 2005) defined Facilities Management as the practice of co-ordinating the physical work place with the people and work of the organization. Alexander (1997) defined it as the process whereby an organization ensures that its building systems and services support core operations and processes, while also contributing to the achievement of its strategic objectives under changing conditions. The practice areas of Facilities Management cuts across the traditional functions of many professionals in the built environment: Architects, Builders, Estate Surveyors/Managers, Quantity Surveyors, Engineers, etc. 1

Policy has been defined as a way of doing something that has been officially agreed and chosen by an organization (Longman, 1978). Well crafted and implemented policies are therefore fundamental to effective and efficient performance of organizations. Facilities Management policy framework can be seen therefore to entail laying down operational guidelines, standards and objectives for the management of the built environment, people and processes within an organization in order to achieve optimum effectiveness and efficiency in its service delivery.

1.2

STATEMENT OF THE RESEARCH PROBLEM The traditional maintenance management approach which manages built assets for their functioning is proving weak in the face of recent aspirations and expectations of most organizations; and is fast giving way to the more proactive and pragmatic Facilities Management approach. This work seeks to lay down the guidelines, standards and objectives for transition from the traditional maintenance management to the facilities management approach at the National Institute for Policy and Strategic Studies, Kuru, Jos.

1.3

NEED FOR THE STUDY

For infrastructural facilities to be appreciated, it is vital that they are maintained and kept at their optimal performance level at all times. This is imperative because the

Run Down Syndrome an attribute of public facilities in Nigeria due to poor or lack of
-

maintenance has been the Achilles heel of economic development of the country. In the recent past, the intervention of the defunct Petroleum Special Trust Fund (PTF) accentuated the implications of the magnitude of lack of regular maintenance of public infrastructural facilities. Whereby the cost of rehabilitation was almost more than the original cost of the infrastructure. Thus, it is imperative to evolve a systematic strategy of keeping infrastructural facilities continuously functional in order to reduce avoidable costly rehabilitation schemes. This study seeks to develop the framework for achieving these ideals in NIPSS.

1.4

AIM AND OBJECTIVES OF THE RESEARCH

1.4.1 Aim
The aim of the research is to develop a framework for Facilities Management application in the National Institute for Policy and Strategic Studies (NIPSS), Kuru; which will ensure that facilities (buildings) can: i. ii. Function at their designed level all through their design life Withstand the vagaries of climatic change

iii. v.

Maintain optimal aesthetic level Provide at all times conducive working and living environment for Course Participants, Personnel and families of staff of the Institute.

1.4.2 Objectives The objectives of the research are: i. To establish from literature the main activities that take place within the theoretical and practice environment of Facilities Management. ii. To identify the activities that take place within the operational environment of NIPSS. iii. To appraise the current asset operational and maintenance management at NIPSS iv. To propose the framework for Facilities Management in NIPSS.

1.5

METHODOLOGY The work was effected by means of literature and field surveys. Chapter 3 presents the detailed methodology of the study.

1.6

SCOPE AND LIMITATIONS OF THE STUDY This study concentrated on the activities that take place within the operational environment of NIPSS. It also establishes from literature the main activities that take place within the theoretical and practice environment of Facilities Management and then propose the policy framework for Facilities Management in NIPSS. The classified nature of some government records and the lukewarm attitude of some respondents to filling of questionnaires had a delimiting effect 4

but did not reduce the quality of the Study. The Study is limited also to the National Institute due to time limitation and finding.

CHAPTER 2 LITERATURE REVIEW 2.0 THEORETICAL FRAMEWORK FOR FACILITIES MANAGEMENT AND POLICY CONCEPTS 2.1 FACILITIES MANAGEMENT IN CONTEXT The management of buildings and infrastructural facilities has become a topical issue not only in Nigeria, but the world over. It has become increasingly obvious that sustainable policies of maintenance and rehabilitation are required to check the deteriorating state of national assets. The orientation in national development spending began to change especially since the commencement of backward integration, which had got to a peak when the Petroleum (Special) Trust Fund was established. Petrol money was in short supply; fewer infrastructures could be commissioned; there were other development projects competing for the scarce resources; and abandoned projects littered every major city. The bitter pill had to be swallowed, necessitating prudence in the management of the national resources. Better planning and feasibility study for proposed construction projects become necessary, whilst improving the conditions of the existing infrastructure stock. Another pervading factor to the relevance of the existing built infrastructure is change. Change in taste, style, technology, etc. This gives rise to various forms of obsolescence; style, functional, rent obsolescence, etc, even 6

before the end of their physical lives. Consequently managers of facilities must respond proactively, by making more effective decisions and strategic approaches to gain full benefits (both tangible and intangible) from the facilities. These and many more reasons led to the birth of the relatively new field of discipline termed Facilities Management. A sub-discipline of the building profession, it can be regarded as the backcloth to design, construction, use and maintenance of built facilities and infrastructures. The concept suggests that, there can be harmony between built spaces, the users, and the activities carried out within the built enclosures.

2.2

FACILITIES MANAGEMENT DEFINED

Divers opinion and definitions have been given of Facilities Management. This is unsurprising considering that the practice encompasses the functional professions of many people, builders, estate surveyors/managers, quantity surveyors, etc. all of which are engaged in one form or the other in the management of facilities. In Wilkipedia, the British Institute of Facilities Management defined FM as the integration of multi-disciplinary activities within the built environment and the management of their impact upon people and the work place. Alexander (1997) defined Facilities Management as the process whereby an organization ensures that its building systems and services support core

operations and processes; while also contributing to the achievement of its strategic objectives under changing condition. Park; (1998) perceived Facilities Management as the structuring of the end product. He opined that emphasis should be on the benefit in competitiveness and/or quality of the end product (which may be a tangible product or a service). The international Facilities Management Association (2002) defined Facilities Management as the practice of coordinating the physical work place with the people and work of the organization. In survey conducted by Ageni (2000) among building and property professionals, three schools of reasoning emerged. That; Firstly, Facilities Management is a service aimed at ensuring the optimal use of facilities while ensuring that they are preserved in the best possible working conditions. This view was expressed mainly by building extension professionals; of who see Facilities Management The as level an of

maintenance

management

activities.

usability (demand) of the facility creates value. In the absence of demand there will be no value to be maintained. So the functional

lives of facilities can only be practically extended through maintenance and Facilities Management services.

Secondly, Facilities Management is a process through which

organization deliver and sustain support services in a quality environment 8

to meet strategic needs. This position presupposes that the operations of all organization can be grouped into core and non-core processes. It then sees Facilities Management as the process of integrating the two processes so that the strategic objectives of the organization are achieved. Thirdly, Facilities Management is a constituent or organized outfits set up to effectively manage facilities (assets) and the surroundings on behalf of facility owners for a fee. This view was largely expressed by the estate surveyors/managers. Thus, Facilities Management is what they do, when they are involved in valuation works for proposed and existing facilities; rent and space management; supervision of maintenance activities, etc as agents to the facility owners.
Facilities Management is all of the above and many more, but from the foregoing, something is common, that Facilities Management is the coordination of buildings, operations and people into a single interactive system. Put more succinctly, Facilities Management is aimed at raising the efficiency of the management of space and related aspects for people and process, in order that the mission and goals of an organization are achieved at the best combination of efficiency and cost. Correspondingly Facilities Management is an investment into the future because it contributes to the conservation of the existing stock of facilities.

2.2.1 Role of Facilities Management Facilities Management plays the essential role of ensuring that everything is available for the staff in an organization to do their work. (Wilkipedia, 2005). The attainment of corporate goals presumably is contingent on Facilities Management which Alexander (1997) regarded as factors of production that enable an organization to achieve its core objectives. The suitability of building for their purpose is becoming more important to employer as the interaction between buildings, people, and processes becomes more recognized and as the nature of much business activity changes particularly in countries like Nigeria. The total cost of large, highly serviced buildings operated in expensive locations, in many cases by Multinational Corporations have focused interest on their efficient operation. Cost of energy and security, repairs and maintenance in many properties are being reduced to such a level which may be the cause of trouble for the future. The growth of technology in business operation has focused attention on the building as a resource which should be adaptable to the changing needs of business. Thus, property increasingly demands more active management, depending of course on its function. The focus is on the effect of interaction of space and its planning, provision of furniture and equipment, together with staff amenities. The benefits of Facilities Management are better appreciated when a relationship is created between work place and its environment and the people who use the building. Thus, the thrust of Facilities Management transcends the 10

minimization of the running costs of buildings. It essentially raises the efficiency of management of space and related assets for people and process, in order that the mission and goal of the firm may be achieved at the best combination of efficiency and cost.

2.3

CONCEPTS AND PHILOSOPHIES OF FACILITIES MANAGEMENT

2.3.1 Facilities Management According to Dyton (1996), a good Facilities Management venture is contingent on concepts that include the following: i. ii. iii. iv. v. vi. Facilities as business services Horizontal integration as against vertical integration. Simple point of responsibility. Commitment to Total Quality Management (TQM) Total commitment to value management, and lastly Total commitment to Risk Management.

Park (1998) opines that the principal objectives of Facilities Management should always be to manage property and once we realize that property is a finite resource as is the case of the energy it consumes, then its importance becomes clear. He reiterated further that idealism alone is not enough motivation for commercial organization to invest Facilities Management, the real driving force is one of economics. The cost of providing buildings and running them as a place of work is an overhead. Thus, it is necessary for a company with well planned 11

buildings to indulge in sensible use and a willingness to recognize the benefits of reducing the running costs; which eventually will result when the concepts enumerated by Dyton are implemented. a). Facilities as Business Services: Managing facilities as business entail integrating facilities in such a way to enhance performance of core operation and processes. Profit should not be perceived as the ultimate goal. The thrust should be the achievement of the strategic objectives of the organization. Hence value for cost is the issue in Facilities Management. b). Horizontal Integration as Against Vertical Integration: Horizontal integration principles require the separation of management of core operations and processes from management of peripheral services. These make the business of Facilities Management to adapt to changing environment for continuity without description to be achieved. c). Simple Point of Responsibility: A simple point of responsibility should be established in respect of Facilities Management by having a facilities team. d). Commitment of Total Quality Management (TQM): Total Quality Management entail continually satisfying customer requirement at least cost by harnessing everyones commitment.

12

f).

Total Commitment to Value Management: Value Management entails adoption of measures that provide greater cost effectiveness and at the same time contribute to the achievement of non-financial objectives of an organization. Value management in the context of Facilities Management therefore involves balancing of costs of measures with the effectiveness of the measures in achieving organization objectives.

g).

Total Commitment to Risk Management: Dyton (1996) defined risk management as the identification, measurement and economic control of risks that threaten the assets and earnings of a business. The process of risk management therefore involves the

identification of all possible risk concerned with Facilities Management.

2.3.2 Cost Control Management Activities in Facilities Management These are cost controlling activities within the Facilities Management process. Some beneficial activities are: i. ii. iii. iv. Space Planning and Costing Asset Tracking Maintenance Life Cycle Costing

13

The Space Planning Function seeks to match available and future plane space in type and form to match needs. While Asset Tracking may not be instantly
recognized as an activity, it is a logical development and replacement of traditional inventories. Nowadays companies that are dependent on external funding for working capital through banks, venture capitalists or shareholders are deeply interested in the net asset valuation of their worth; it is the basis of much bank-based financial support and, together with profit/dividend potential earnings, sets the level of share value in a floating market. A strong net asset value give confidence in long-term stability which, together with a strong share value, presents one of the least costly funding routes for raising development or expansion capital. Maintenance and life cycle costing are interrelated with maintenance planning, which is often thought to be facilities managers principal task. Reality is not quite the same, in fact the facilities managers task, if properly developed, covers a wide range of activities relating to the provision and use of buildings and contents.

2.3.3 Allied Activities in Facilities Management

It is worth noting that Facilities Management (FM) is not just about controlling cost, there are several significant services that can be managed through FM systems to ensure the smooth operations of a company or organization. These services are; i. ii. iii. Health and Safety Monitoring. Component Specifications. System and Software.

14

Health and Safety is an aspect of Facilities Management that is essentially on legislation intended to prevent accidents. Thus, the prime responsibility lies with those who create the risk or allow it to continue. This has been the responsibility of owners and occupiers of buildings for a very long time, but now the regulation are becoming increasingly onerous with both corporate and personal penalties for breach of the regulations reaching significant proportions. it is often thought that individual in the workplace are largely responsible for their own safety, but the defense of liability of the individual for their actions is far from conclusive; there is a responsibility on the employer to take adequate measures to prevent accidents and injury. Facilities Management has a direct responsibility to ensure that operational activities within a work premises and the general occupancy situation all conform to standard health and safety requirement. Problems associated with encouraging health and safety response to risk situation has economic implications which must be recognized. Giving that it is impossible to evaluate the saving (with respect to an employer) of introducing safety measures on the basis arbitrarily assuming the number and severity of incidents avoided. Presumably, the role of a Facilities Manager in health and safety has been to support other experts with data, deal with likely dangers within work areas. A good setting is one that entails procedure that is activated whenever an event of serious and imminent danger to person at work occurs. The Facilities Manager will log and control proper maintenance and testing of workplace equipment. If 15

the companys activities extend beyond the permanent workplace, then it will again be the Facilities Managers responsibility to log any equipment taken to the remote locations. The safe and proper use of the equipment is the nominated safety officers responsibility, but on the basis that employers are now required to report potential risks that need to be recorded by the Facilities Manager whenever the risk is caused by the malfunction of any logged equipment.

2.4

ELEMENTS OF FACILITIES MANAGEMENT Undoubtedly Facilities Management is a profession that is multi disciplinary in nature. Authorities in the field had attempted to define its constituents. The elements of Facilities Management are viewed here in terms of a series of vital functions to support all types of organizations using any and every type of building. IFMA (2005) adduced that there are core broad competencies that constitutes the profession of Facilities Management. The broad competencies are:

Operations and Maintenance Real Estate Planning and Project Management Human and Environmental Factors Leadership and Management Quality Assessment and Innovation Finance Communication Technology 16

Grigg and Jordan (2003) gave an enlarged menu of the constituents of Facilities Management; they assert that Facilities Management encompasses all kinds of support services outside the main core business. These include: Lease terms and negotiation Rent reviews Building service Engineering maintenance Project management Space management Cleaning and security Catering Office services Budgets and cost control IT, Voice and data Purchasing and control negotiation Car fleet management Graphic service and reprographics.

Five main grouping of elements in Facilities Management that have been identified by CIOB (as shown in figure 2.1). The elements are:

Strategic property management Built asset management

Organization of people and processes

17

Valuation and Contract procedure.

Most often many of these relate to the design and layout of buildings which also affect the way in which the organization and the management of people and processes impinge on effectiveness of the organization. This means that concepts of Facilities Management should be in the minds of the design and construction teams from the initial feasibility studies of proposed developments or refurbishment, and should be carried through into as built documentation and the operation of property, (IFMA, 2005). It is imperative to note that what constitutes the elements of Facilities Management can vary from one organization to another. Opaluwah (2000) enumerated the elements of Facilities Management practice in a hospital organization to include; Provision of efficient medical equipment, building and infrastructure. Space Vehicle fleet maintenance and management. Cleaning and environmental sanitation Energy and manpower management Provision of fire prevention and fighting system, health and safety supports. Information technology system Laundry services Landscaping and project management.

18

It can be implied from the aforementioned submission that the scope of issues on Facilities Management within an establishment is contingent on what the mission and objectives of such an establishment are. Thus, the elements of Facilities Management for an organization are elements that could contribute in attaining the objectives of the establishment. However there are basic elements that sum up issues to be addressed (Grigg and Jordan, 2003).

2.4.1 Strategic Property Management This aspect of Facilities Management deals with the provision and sustenance of suitable space at an economic cost. Suitable in the sense that, the facilities must be the right type, at the right location, in the right condition and at the right time. The essence of strategic property management is the realization that the facilities are a valuable

resource demanding more active management, so that they can contribute positively to the attainment of organizational goal and objectives. Underused or surplus facility will inhibit operations and may prove financially disastrous, so the objective will be to balance as closely as possible the demand and the supply of space (i.e. space management). Property strategy also specifies the standards and requirements ideal for the processes being housed. These standards have to be continually upgraded to reflect changing circumstances. In this light an upper and lower limit should be specified. The upper limit corresponding to the desired levels of operation and the lower limit, below which the conditions of the facilities should not fall. Finally property strategy involves a series of evaluations

19

and decision making between available alternatives and options. Such decisions like repair/replace acquisition/disposal, financial evaluations, etc are important ingredients.

2.4.2 Built Asset Management This embraces all works concerned with the conservation of the physical buildings. Hence in this light, primary function of Facilities Management is the organization and control of the various forms of maintenance control, renewals and improvement of the building. The value of the initial investment must be maintained as far as practicable. Where a change in use is envisaged, the process of adaptation must be planned and coordinated to meet specific needs. It is a requirement in effective maintenance that management should respond proactively to maintenance needs rather than react so as to minimize downtimes and/or unoccupied facilities usage times.

2.4.3 Organization: People and Processes This aspect concerns people and their interaction with the facilities that house their processes. The aim of Facilities Management is to optimize the design of space, its procurement and utilization vis--vis the processes undertaken in the organizations.

20

2.4.4 Valuation This is closely related to the functions of strategic property management. It is that aspect that deals with the provision of an acceptable return over time for the cost of the investment. Facilities Management recognizes that facilities are largely investment goods; the owners in the hope that the income gives an adequate return on the outlay give up a sum of money.

2.4.5 Contract Procedures This aspect deals with the various forms of contractual services that can be entered into when managing facilities. Facilities Management has become a collective term for a range of non-core activities in organization and most readily characterized by the progressive extension of out-sourcing. Total out-sourcing is one form of strategy. An organization may decide not to outsource all, but to use directly employed staff. It may decide still to contract-out some of its services while others are undertaken in-house. Contracted services may be in the form of labour-only, term contracts, etc.

21

Strategic Property Management

Built asset Management Organization people and processes Contract Procurement

Valuations

Figure 2.1 Element of Facilities Management (Source: JFMA, 2002)

2.5

FACILITIES MANAGEMENT PROCESS

Facilities Management process entails three (3) major stages. i. ii. iii. Facilities Planning Plan Implementation Performance Evaluation.

2.5.1 Facilities Planning Process Facilities planning involves identification of users need and agreement. The services required by stakeholders have to be identified through established methods of information gathering such as questionnaire administration, interview, 22

etc. Facilities plan will set out policies in all aspect of property, space, environmental control, health and safety plan will also identify corporate guideline and standard.

2.5.2 Facilities Plan Implementation Plan implementation involves the application of the principles of Facilities Management. Application of the techniques of Total Quality Management (TQM) value management and risk management to policies implementation is paramount to the facilities plan implementation. This stage entails the identification of service providers who will be responsible for the implementation of the process.

2.5.3 Performance Evaluation This entails comparing the quality of service provided with service standard level. The implementation of the process is contingent on the efficient identification of services required and the service providers that will effectively contribute in implementation the process.

2.6

GUIDE

TOWARDS

EFFECTIVE

FACILITIES

MANAGEMENT

SCHEMES There are statutory requirements that guide new construction work when being undertaken which can constitute effective guide for a result oriented Facilities Management practice. For example construction regulation of 1999, can 23

serve as a guide to ensure proper management of the facilities from the design stage to when the facilities will be put to use. That is these set of rules are expected to extend to the stages of alterations, reports, maintenance and cleaning. Where work subject to regulations is to be carried out the client should appoint a competent person or organization to undertake the statutory roles of project supervisor and principal contractor.

2.6.1 Extract of Regulations for Effective Facilities Management Practice The following could constitute a typical guide for an effective facilities management practice: a). Room Dimensions and Space Requirement: Suitable arrangement for safety and comfort have to be made in rooms where people work, including sufficient room heights, floor areas and unoccupied space. The approved code of practice (workplace health, safety and welfare) gives the advice that, as a rule of thumb (there are exceptions), the total volume of a room when empty divided by the number of people normally working in it,
should be at least 11m3, careful space planning may be required to allow sufficient unoccupied space when rooms are in use.

b).

Ventilation: Ventilation must be effective in enclosed areas, comprising a

sufficient quantity of fresh or purified air. Any plant used for this purpose must incorporate warning devices to signal breakdown which might endanger health and safety.

24

c).

Indoor Temperatures: During working hours temperatures in all workplaces

inside building have to be reasonable. The method of heating and cooling must not cause escapes of flames, gases or vapour that might be injurious to health. The approved code of practice says that a reasonable temperature for this purpose should normally be at least 16C, but factors such as draught and humidity need to be taken into account, as hot or cold process are and rooms which of necessity open to the outside.

d).

Lighting: Light must be suitable and sufficient and should as far as possible, be
naturally light. Emergency lighting would pose a danger. The HSE guidance note lighting at work contains recommendation on installation and maintenance of lighting.

e).

Noise: The observance of statutory noise at work regulation is an imperative.

Required to safeguard the hearing of their own employees and other workers. The basic duty is to reduce the risk of damage to hearing to the lowest level

reasonable practicable. In addition, assessments of exposure to levels of noise likely to be above 82 dE(A) are required. At certain higher levels of noise positive steps have to be taken to reduce exposure, and to make ear protection available. There are various other requirements in the regulations dealing with supplemental protection measures and

information for staff. f). Security System: These include; entry and exit screening, intruder and access limiting systems, data security system critical process environment

25

monitoring systems, and incident isolation or correction systems. Generally, the Facilities Management function here is to match the users security needs to the most appropriate installation. All the systems listed here may not be necessary for all building type or occupancy requirement. g). Telephones and Communications: The concern here is for voice and data transfer, both internally and externally. The Facility Manager is expected to know the routes and location of all cable and optical fibre runs and to ensure flexibility of the system to accommodate change or expansion. h). Pipe and Duct Tracking: Common pipe work in building include, cold and hot water supply waste water drainage and disposal, heating, cooling and gas systems. They are usually unattractive, so great efforts are made during design and construction to conceal them within the structure or behind finishing and this causes endless problems wherever a leak is to be traced. The Facilities Management function is to ensure accurate logging of pipe runs and proper labeling of the pipes for contents, flows direction and pressure warnings, plus stacking activities with progressive isolation of the faulty system leaving as much of it operational as possible.

2.7

POLICY AND POLICY FORMULATION CONCEPTS The implementation of new polices and revision of existing policies have an important role to play in any organisation, as well constructed policies assist in

26

channeling actions, behaviour, decisions and practices in directions that promote good strategy execution. Policies communicate the guiding and governing principles on which the activities of the particular organization are based. Policies are intended to support the vision and mission of the organization and should be applied with flexibility and judgment consistent with the goals, obligations and strategic priorities of the organization. According to UFS (2005), Policies assist in a). providing guidance with regard to the execution of actions and provide persons working in the organisation with a framework as to the manner in which actions are to be executed; b). promoting efficiency within the organisation in that ideas do not continually have to be deliberated; c). ensuring consistency in the performance of activities especially in cases where operating units are geographically or strategically scattered; ensuring compliance with legal and other requirements of the organization and it also serves as a tool for quality improvement within the organisation. Policy formulation, as shown in Fig. 2.2, is to capture the values or principles that will guide the rest of the process and form the basis on which to produce a statement of issues. The statement of issues involves identifring the

27

opportunities and constraints affecting the local market of interest, and is to be produced by thoroughly analysing that market.

Principles or points of departure

Statement of issues

Goals and objectives

Policy analysis

Recommendations

Implementation plan

Monitoring and evaluation

Fig. 2.2: The Process of Policy Formulation

The statement of issues will provide the basis for the formulation of a set of goals and objectives, designed to address the problems identified and to exploit the opportunities which present themselves.

28

The next step is to identify and analyse the various policy options which can be applied to achieve the set of goals and objectives. The options available to each organization will depend on local circumstances as much as the broader context, and each local authority will have to develop its own unique approach to addressing the identified needs. An implementation program for realising the policy recommendations must then be prepared, addressing budgetary and programming requirements, and allocating roles and responsibilities. Finally, the implementation of the strategy needs to be systematically monitored and evaluated against the stated goals and objectives, and the various components of the strategy modified or strengthened, as required. At each step of the way, each component of the strategy needs to be discussed and debated, and a public consultation process engaged in. The extent of consultation and the participants involved will vary with each step.

2.7.1 Policy Defined The daily activities of man is consciously or unconsciously achieved by a laid down plans or guidelines. When such guidelines are specified and written down, it becomes a policy to follow. In NIPSSconsult, policy is a set of plans or guides that is used as a basis of making decisions, especially in politics, economics and business. It is defined as a purposive course of action followed by an actor or set of actors in dealing with a problem or matter of concern 29

(Anderson, 1975). From the above, policy is a specific direction or instruction of action undertaken by an organization to address a specific problem in the course of achieving its objectives. The policy is formulated and implemented by the topexecutives in the organization. The top executives according to NIPSSconsult are persons engage in the daily running of the organization and are recognized as having responsibility for policy making. The top executives take actions that are accepted as a rule binding all parties in the organization so long action is within the limits of the roles and power (Eastern, 1965). When policy is formulated, it is also adopted and must be implemented or executed through a specific programme in the organization as a laid down rule to follow.

2.7.2 Aspects of a Good Policy Policy making is first and foremost about determining objectives or societal goals (Encyclopaedia Britannica, 2000). These societal goals refer to big ticket issues such as the principles to underpin the conduct of foreign affairs, how to promote internal social cohesion, to how best to meet citizens needs during major life cycle changes. It follows that policy has to be effective (achieve its goals) and efficient (do so in a way that achieves the greatest possible benefit at the least possible cost). Goal setting in public policy needs to be long-term in perspective.

30

This means starting with a comprehensive understanding of the current environment and defining what organisations needs are in a way that an appropriate policy response can address. It could, for example, involve developing likely futures scenarios in which a proposed policy might need to operate. Good policy also involves attention to process. This includes giving the end users ample opportunity to participate in a variety of ways. It also involves ensuring, for example, that the silo effect of departments operating independently of each other is minimised. The opposite of good policy making is an ad hoc or short-term policy response to an immediate problem. Poor policy making often results from unintended consequences that a piecemeal approach has not taken into account. Good policy also needs to be outcome-focused by identifying carefully how the policy will deliver desired changes in the real world. Policy makers also need to ensure that they are inclusive by putting in place policies that take full account of the needs and experience of all those likely to be affected, whether individuals or groups, families, businesses or community organisations. Good policy also requires involving those outside government in policy making. This includes consulting with those who are the target of the policy, outside experts, and those who are to implement the policy. Policy decisions also need to be based on a careful appraisal of the benefits any measure seeks to achieve, the costs it entails and the cumulative burden of regulation on those 31

responsible for implementing the policy. Linked to this is also the need for policy makers to improve the way risk is assessed managed and communicated to the wider community. Finally, good public policy is based on learning from experience. Policy making needs to be a continuous, learning process, not as a series of one-off, isolated initiatives. This requires making use of evidence and research about the problems being addressed. It may also involve making more use of pilot schemes to encourage innovation and to test whether proposed options work. It also requires clearly specifying and evaluating independently the objectives of all policies and programmes.

2.7.3 Steps in Developing Policies When embarking on the development of a new policy or the review of an existing policy, it is recommended that that the following steps be taken (UFS, 2005): a). Identification of the issue/problem to be addressed The issue or problem to be addressed should first be assessed and then it must be ascertained to whom the issue or problem should be presented. b). Necessity for a new policy In consultation with the appropriate individuals, consider whether a new policy is required to address the issue or problem. Consider whether 32

the issue or problem can be addressed in other ways, for example by establishing clearer communication channels in terms of existing policies or by developing a policy or procedure at a lower level. c). Consultation with the appropriate line manager If after consultation with the appropriate individuals, it is established that a new policy or policy revision is required, consult with the appropriate line manager to determine which structure within the UFS will have jurisdiction over the proposed policy development or revision, and what levels of approval are required for its development, revision and dissemination. d). Determination of assistance required It should now be determined who will be affected by the proposed policy or revision and who should assist in the development of the proposed policy or revision. It is also important that those who will be affected by the proposed policy or revision should be consulted throughout the drafting process and their inputs and comments obtained. e). Collect information from other institutions or internal functional units regarding their related policies. Other tertiary institutions and even private institutions can be approached in order to obtain ideas and insights into the manner in which they have addressed the problem or a specific portion of the problem in a policy. However, one should guard against an entire policy being merely 33

duplicated but should rather ensure that it is drafted to accommodate those whose needs it is intended to address. f). Draft the policy in accordance with the guiding principles and proposed format contained herein. As stated before, no hard and fast rules can be prescribed for the drafting of a policy. it is, however, recommended that the policy should contain at least the minimum requirements as set out and should be presented in accordance with the format contained herein. g). Distribute the policy draftlrevision to the appropriate groups. The proposed policy should be presented to the appropriate groups or individuals to be affected by the proposed policy or review. It is important that feedback, comments and suggestions should be obtained from such individuals or groups and that these, if appropriate, should be accommodated in the proposed policy by means of changes and revisions. The policy should then be redistributed to such individuals or groups, as appropriate, for final comment/review. h). Submit the proposed policy or revision to appropriate line manager. Upon final amendment of the policy and acceptance thereof by the appropriate groups or individuals, the proposed policy or revision should be submitted to the appropriate line manager for submission to the appropriate approval structures.

34

i).

Distribution and implementation of the approved policy After final approval by the appropriate structures, the next step will be to plan and implement broad communication and distribution of the new policy.

2.7.4 Building Maintenance Policy A building maintenance policy states the objectives or the maintenance of an organization building assets and how these support for delivery outputs. It reflects the organisations approach to maintenance and how this approach complies with its guidelines. The policy affirms the responsibilities assigned for the strategic and operational management of maintenance within the organsation and form part of the organiasations assets management polices and priorities. This will ensure that the building maintenance policy is used for internal management and planning purposes and that management service delivery arrangements comply with the policy and support organizational outcomes.

2.7.5 Structure and Content of Building Maintenance Policy The building maintenance policy should be structured to include: A statement of intent and purpose The scope of the policy The details of the policy 35

The continues improvement arrangements for the policy such as policy review procedures.

a).

Statement of intent and purpose The statement of intent and purpose should provide a details statement that conveys how the maintenance of assets will support the organisations service delivery objectives. It should establish the importance of asset maintenance in achieving outcomes. In developing the statement, consideration needs to be given to the physical and functional requirements relevant to the organizations assets and how these relate to service provision, including the need to maximize the benefits of capital investment in building assets.

b).

The Scope of the policy The policy should provide a clear statement of the assets that the policy applies to and who will be affected by the policy.

c).

Details of the policy The policy should detail the requirements that will support the statement of intent and purpose. It should include the organizational specific needs, and how the policy links to the organizations asset management policies and other related processes including capital works and disposal programs. It should address each building elements to identify how maintenance is to be managed and delivered to ensure compliance with the 36

organization. Similarly, any specific compliance requirements should be addressed in the same way. This may include statements related to compliance with statutory, legislative and other requirements such as: Heritage and environmental legislation Health and safety Security Risk management

2.7.6 Facilities Management Policy Park (1998) defined facility management as the structuring of building, plant and contents, to enhance the creation of the end product. It shows that facility management is the act of organizing the building components in relation with the facilities to suit productivity. In the process of achieving this, the facility manager, adopt measures such as refurbishment, alteration and even change of use to prolong the value of the facility (Mbamali, 2005). Policy is a specific direction or instruction of action undertaken by an organization to address a specific problem in the course of achieving its desire goals (Anderson, 1975). Therefore, facility management policy could be seen as a statement of the ethos and values of an organsation. The organization laid down specifies direction or instruction on what to do and how to do, to preserve the life span of a facility. 37

CHAPTER 3 3.0 RESEARCH METHODOLOGY The work was effected by means of literature and field surveys. The literature survey articulated policy formulation concepts and procedures as well as the principles, scope and developments in Facilities Management. The field survey was by means of carefully designed and administered questionnaires which sourced relevant practical information on the possibilities and practicalities of introduction of Facilities Management in the National Institute for Policy and Strategic Studies, (NIPSS) Kuru.

3.1

QUESTIONNAIRE DESIGN AND ADMINISTRATION

3.1.1 Questionnaire Design The questionnaire was designed to as much as possible, contain only simple, clear and straight forward questions. The questions therefore consist of: i. ii. iii. iv. Simple Yes/No answers Multiple choice Ranking (quantitative assessment) Value assessment (qualitative assessment) The major parameters addressed were: i. Stakeholders awareness on Facilities Management and its range of services. 38

ii. iii.

Acceptable standards for built assets at NIPSS. Specific areas for application (i.e. Scope) of Facilities Management at NIPSS.

iv.

Preferred Facilities Management system (out-sourcing or in-house management).

v.

Current levels of asset operation and maintenance management at NIPSS.

vi.

Adequacy/suitability of the present state of space utilization at the Institute.

vii.

Adequacy of the internal environment for major functions and activities at the Institute.

viii.

Effectiveness of the current contract procedures at the Institute. A sample of the questionnaire is presented in Appendix 1.

3.1.2 Questionnaire Administration The questionnaire was administered to the senior management staff as well as Participants of the Institute. Verbal explanations were employed to secure the respondents full understanding of the questionnaire as the need arose. The respondents went home with the questionnaires and were allowed enough time to complete them thoroughly. In all, thirty (30) questionnaires were administered; twenty (20) to the Senior Executive Staff and ten (10) to the Participants. Fifteen (15) out of those 39

administered to the staff were duly completed and returned and the Participants returned all ten (10) they were given.

3.2

DATA ANALYSIS The analyses were by arithmetical and statistical tools. The arithmetic includes summations, averages and percentages. The statistical tools were means and standard deviations of grouped data. The computation formulae were: 1. Means Where = = = Standard Deviation, S value of the observation frequency of the observation =

40

CHAPTER 4 4.0 DATA PRESENTATION, ANALYSES AND DISCUSSION OF RESULTS This Chapter is divided into 2 sections: Section 1 presents the existing information on NIPSS, while Section 2 presents the field survey, data and analysis, as well as summary of analysis and discussion of results.

4.1

NATIONAL INSTITUTE FOR POLICY AND STRATEGIC STUDIES The National Institute, Kuru is a Federal Government Parastatal in the Presidency located in Kuru near Jos. It was established in 1978; this decision was backed by the promulgation of Decree No. 20 of 1979, now known as Act 20 (CAP 626 of 1990). The Institute serves as a high level center for reflection, research and dialogue where academics of excellence, seasonal policy initiators and executors and other citizens of mature experience and wisdom, drawn from different sectors of Nigeria, meet to reflect and exchange ideas on the critical issues of society, particularly as they relate to Nigeria and Africa, within the context of a constantly changing world. To achieve these objectives, the Institute, among other things; a. Conducts courses for top policy makers and executors drawn from different sectors of the country, with a view to widening their outlook and perspective on issues and improving their conceptual capacity and decision making.

41

b.

Conducts research into the social, cultural, economics, political, scientific, technological, security and other problems that face Nigeria with a view to contributing to the search for their solutions;

c.

Conducts seminars, workshops and other action-oriented programmes for leaders and potential leaders in the public services, the private sector, political organizations, professional bodies and other groups with a view to enhancing their appreciation of long-range national plans and objectives, and applying themselves to solving these problems;

d.

Organize brainstorming sessions for the purpose of discussing urgent national issues and recommending policy measures for their solution; and disseminates information, through published works, monographs and reports on any part of its activities.

4.1.2 Organizational Structure The Institute is headed by a Board of Directors consisting of the Chairman, the Director General and nine other members. They are vested with the responsibility of governance and general direction of affairs. This responsibility is being carried out through three main departments: Administration, Studies and Research and several supporting units namely; Library, Seminar/Publication, Audit and Communication.

42

Fig. 4.1: Organizational Chart for NIPSS

43

There are two units under the Department of Administration that are intended to carry out certain Facilities Management functions. These are: i. ii. i. Works and Maintenance Housekeeping

Works and Maintenance

The Unit was created to provide specialized routine technical and maintenance

services, which includes buildings, drainages, road repairs, carpentry, masonry services, plumbing, electricity and vehicle maintenance repairs. ii.

Housekeeping
This Unit is saddled with the responsibility of cleaning and sanitation functions

for the Institute. In addition it is to provide accommodation for the Institutes Guests as well as stocking and inventory of properties.

4.2

DATA PRESENTATION AND ANALYSES

The data presentation is mainly by means of Tables, and short notes while Analyses are as presented in section 3.3.

4.2.1 Questionnaire Distribution

A total of thirty (30) questionnaires were administered, twenty (20) to senior management staff and ten (10) to participants. In all 25 questionnaires (83%) were filled and returned. The details are presented in table 4.1 below.

44

Table 4.1: Questionnaire Distribution Category of Respondents Staff Participants Total Number Distributed 20 10 30 Number Returned 15 10 25 Percentage Response (%) 50 33 83

4.2.2 Awareness of Facilities Management Emergence The awareness of the emergence of Facilities Management from the respondents is presented in Table 4.2 below, and it can be seen that majority (96%) of the respondents are aware of the emergence of facilities management. Table 4.2: Awareness of Emergence of Facilities Management Awareness Number of Respondents Percentage of Total Responses (%) 96 4 100

Aware Unaware Total

24 1 25

4.2.3 Nature of Asset Management Preferred at NIPSS The nature of asset management preferable to the respondents is presented in Table 4.3 below, and a majority (84%) of the respondents prefers facilities management. 45

Table 4.3 Preferences on Nature of Asset Management at NIPSS Nature of Asset Management Traditional Maintenance Management Facilities Management Total 21 25 84 100 Number of Respondents 4 Percentage of Total Responses (%) 16

Table 4.4 presents the reasons for the preference on the nature of asset management. The reasons include: maintaining status-quo, moving with the trend, improved services, cost of efficient services and availability of necessary resources or just being satisfied with the current result. Improved services and asset value received the highest response rate of (47%).

Table 4.4:

Reasons for the Preference on Nature of Asset Management Number of Respondents 0 3 17 12 3 1 36 Percentage of Total Responses (%) 0% 8 47 33 8 2 100

Reasons for Preference

.

Maintaining the Status quo Moving with the trend Improved services and asset value Cost efficient services Availability of necessary resources Satisfied with the current results Total

46

4.2.4 Level of Awareness of Facilities Management The level of awareness of facilities management varies from one respondent to another. Table 4.5 presents various levels of awareness of facilities management, from which it may be seen that only few (32%) are either aware or quite aware of facilities management concepts and process.

Table 4.5: Level of Awareness of Facilities Management Level of Awareness Quite aware Aware Fairly aware Not really aware Total Number of Respondents 3 5 16 1 25 Percentage of Total Responses (%) 12 20 64 4 100

4.2.5 Standards for Facilities Management Services Every individual has a desired standard for facilities management services. Table -4.6 below presents the various standards at which the respondents would want facilities management services to function. Majority (92%) would want at least a very good standard, which implies that asset conditions and appearance should be sound and services operational most of the time.

47

Table 3.6:

Desired Standard for Facilities Management Services Number of Respondents 14 9 2 25 Percentage of Total Responses (%) 56 36 8 100

Importance of Facilities Management to NIPSS Excellent Very Good Good Total

4.2.6 Facilities Management Services to NIPSS Table 4.7 below presents the respondents view on the importance of facilities management services to NIPSS, from which it is evident that 96% viewed it as important at least.

Table 4.7: Importance of Facilities Management Services to NIPSS Importance of Facilities Management to NIPSS Very important Important Fairly important Not applicable Total Number of Respondents 17 7 0 0 25 Percentage of Total Responses (%) 68 28 0 0 100

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Facilities Management has various systems on which it can be operated. Table 4.8 presents the views of the respondents on the desired facilities management system they would want for NIPSS. Out sourcing of all functions was the most favoured (by 60% of the respondents).

Table 4.8: Desired Facilities Management System for NIPSS

Desired Facilities Management System for NIPSS Out sourcing of all functions and services In-house management of all functions and services Combination of out sourcing and inhouse Total Number of Percentage of Total Respondents Responses 15 2 8 25 60 8 32 100

4.2.7 Current Management of Facilities Operation and Maintenance at NIPSS Effectiveness of the Current Management of Facilities Operation.
Tables 4.9 to 4.15 present the effectiveness of the current facilities operation management. The effectiveness of these elements are presented according to the views of the respondents. The elements are security, general cleaning, solid waste management, electrical power supply, water supply and waste water disposal system, access and movement, landscaping and kitchen services.

49

Table4.9:

Effectiveness of the Current Security Operation in NIPSS Number of Respondents 0 17 6 2 0 25 Percentage of Total Responses (%) 0 68 24 8 0 100

Security

Very Good Good Fair Poor Very Poor Total

Table 4.10: Effectiveness of the Current General Cleaning Operation in NIPSS General Cleaning Number of Respondents 0 11 13 1 0 25 Percentage of Total Responses (%) 0 44 52 4 0 100

Very Good Good Fair Poor Very Poor Total

50

Table 4.11: Effectiveness of the Current Solid Waste Management Operation in NIPSS Solid Waste Management Very Good Good Fair Poor Very Poor Total Number of Respondents 2 3 18 2 0 25 Percentage of Total Responses (%) 8 12 72 8 0 100

Table 4.12: Effectiveness of the Current Electrical Power Supply in NIPSS. Electrical Power Supply Very Good Good Fair Poor Very Poor Total Number of Respondents 0 19 6 0 0 25 Percentage of Total Responses (%) 0 76 24 0 0 100

51

Table 4.13: Effectiveness of the Current Water Supply and Waste Water Disposal System in NIPSS. Water Supply and Waste Water Disposal Very Good Good Fair Poor Very Poor Total Number of Respondents 1 0 16 8 0 25 Percentage of Total Responses (%) 4 0 64 32 0 100

Table 4.14: Effectiveness of the Current Access and Movement in NIPSS Access and Movement Number of Respondents 0 22 3 0 0 25 Percentage of Total Responses (%) 0 88 12 0 0 100

Very Good Good Fair Poor Very Poor Total

52

Table 4.15: Effectiveness of the Current Landscaping in NIPSS

Landscaping Number of Respondents 2 18 5 0 0 25 Percentage of Total Responses (%) 8 72 20 0 0 100

Very Good Good Fair Poor Very Poor Total

From these tables, the effectiveness of the current management of the operation of the facilities can be summarized as good, fair and poor. (See Appendix I). 1. Security, Electrical, Access/Movement and kitchen services with good ratings by 68%, 76%, 88% and 80% respectively of the respondents, have good operational management. 2. General cleaning and landscaping with only 44% and 52% good ratings, as fair. 3. Solid waste disposal and water supply/waste water disposal systems with 80% and 96% fair and poor ratings respectively as poor.

53

(b)

Effectiveness of the Current Maintenance Management System This is captured in Table 4.16 which shows that regular routine

maintenance, fault detection, maintenance workmanship and maintenance resource management, each with mean rating above 3 on a scale of 0 to 4, are good or adequately effected, at least. Only maintenance response time and effecting due maintenance, each having a mean rating of between 2 and 3 can be said to be only fairly effected.

Table: 4.16: Effectiveness of the Current Maintenance Management System Maintenance Parameters or item Regular routine maintenance Fault detection Maintenance response time Maintenance workmanship Maintenance resource management Effecting all due maintenance work. Effectiveness rating frequency 0 0 0 0 0 0 0 1 0 0 7 0 0 0 2
3 7 10 0 5

S/No

Mean Standard X 3.40 3.08 2.28 3.12 3.32 2.80 duration 0.98 0.79 0.35 0.33 0.79 0.57

3 21 9 6 22 7 16

4 4 9 2 3 13 2

1. 2. 3. 4. 5. 6.

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4.2.8 Current Space Management at NIPSS

The respondents views on the adequacy of major space provision at NIPSS are presented in Table 4.17. Only, the library scored a very good space provision rating. All

the others fell under the good category except the directors and staff quarters that fell under the fair category. Table 4.17: Adequacy of Major Space Provisions. Facilities Very Good Administrative Block Participants Chalets Moderators Quarters Lakeside Chalets Director Generals lodge Directors Quarters Staff Quarters Kitchen Unity Hall Auditorium Clinic Library Parks/Garden 24 12 0 20 12 4 0 0 16 4 4 56 4 Responses good 72 76 76 64 60 44 0 56 76 64 76 40 20 Fair 4 12 24 16 24 44 52 40 4 28 16 4 32 Poor 0 0 0 0 4 8 48 4 4 4 4 0 44 Total 100 100 100 100 100 100 100 100 100 100 100 100 100

55

Table 4.18 presents the suggestions of the respondents on how space utilization can be used to generate returns at NIPSS. Forty eight (48) percent favour introduction of specific space utilization charges and 36% would want the spaces commercialized as appropriate. Increasing the participants fee received the least acceptance (only 16%).

Table 4.18: Suggestions For Revenue Generation On Space Utilization In NIPSS. Suggestions Introduce specific space utilization charges Increase the fee of Participants Commercialize spaces as appropriate Any other Total Number of Respondents 12 4 9 0 25 Percentage of Total Responses (%) 48 16 36 0 100

4.2.9 Current Level of Organization (People and Process) at NIPSS Tables 4.19 to 4.26 present the views of the respondents on the adequacy of internal environment for major functions. The functions include Auditorium, Moderators Office, General Administrative Block, Unity Hall, Restaurant, Library, Computer Hall and the Shopping Plaza.

56

The Tables show that but for water supply, the internal environmental parameters (general cleaning/sanitary, furnishing, interior, and lighting, aircondition and acoustics) obtained ratings between good and very good (means between 3 and 4) for all the

facilities except the shopping plaza, which obtained only a fair rating (mean between 2 and 3 on a scale of 1 to 4). All through, water supply was generally of the fair rating (mean between 2 and 3 on a scale of 1 to 4) for all the facilities.

Table 4.19: General Cleaning/Sanitation S/N Facilities Adequacy rating/frequency 1 1. 2. 3. 4 5 6 7 8 Auditorium Moderators office Gen. Admin. block Unity hall Restaurant Library Computer Hall Shopping plaza 2 1 2 2 1 4 1 8 3 18 20 13 20 19 16 20 15 4 6 5 10 3 5 5 4 2 Mean X 3.20 3.20 3.32 3.04 3.16 3.04 3.12 2.76 Standard deviation 0.49 0.40 0.62 0.45 0.46 0.60 0.44 0.58

57

Table 4.20: Furnishing S/N Facilities Adequacy rating/frequency 1 1. 2. 3. 4 5 6 7 8 Auditorium Moderators office Gen. Admin. block Unity hall Restaurant Library Computer Hall Shopping plaza 2 1 2 5 2 4 3 8 3 15 15 14 15 18 13 19 13 4 9 8 11 5 5 8 3 4 Mean X 3.32 3.24 3.44 3.00 3.12 3.16 3.00 2.84 Standard deviation 0.55 0.58 0.50 0.63 0.52 0.67 0.49 0.67

Table 4.21: Adequacy of Interior Lighting S/N Facilities Adequacy rating/frequency 1 1. 2. 3. 4 5 6 7 8 Auditorium Moderators office Gen. Admin. block Unity hall Restaurant Library Computer Hall Shopping plaza 2 1 5 1 3 2 2 1 1 3 18 14 16 19 18 14 15 21 4 6 6 8 3 5 9 9 4 Mean X 3.20 3.04 3.28 3.00 3.12 3.20 3.32 3.24 Standard deviation 0.49 0.66 0.53 0.49 0.52 0.94 0.55 0.47

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Table 4.22:

Adequacy of Air Condition

S/N Facilities

Adequacy rating/frequency 1 2 3 2 2 3 3 3 2 14 3 12 7 7 11 9 8 13 8 4 10 16 16 11 13 14 10 1

Mean X 3.28 3.56 3.56 3.24 3.40 3.44 3.32 2.32

Standard deviation 0.66 0.64 0.64 0.99 0.69 0.70 0.62 0.68

1. 2. 3. 4 5 6 7 8

Auditorium Moderators office Gen. Admin. block Unity hall Restaurant Library Computer Hall Shopping plaza

Table 4.23: Acoustics

S/N Facilities Adequacy rating/frequency 1 1. 2. 3. 4 5 6 7 8 Auditorium Moderators office Gen. Admin. block Unity hall Restaurant Library Computer Hall Shopping plaza 1 3 2 8 4 5 5 3 4 11 3 13 19 17 15 18 17 15 11 4 4 2 8 5 2 5 5 Mean X 2.84 2.92 3.32 3.00 2.88 3.08 2.96 2.32 Standard deviation 0.67 0.48 0.47 0.63 0.52 0.56 0.72 0.68

59

Table 4.24: Adequacy of Water Supply S/N Facilities Adequacy rating/frequency 1 1. 2. 3. 4 5 6 7 8 Auditorium Moderators office Gen. Admin. block Unity hall Restaurant Library Computer Hall Shopping plaza 1 2 8 9 6 5 9 7 8 19 3 16 14 16 17 15 15 16 5 4 1 2 3 3 1 3 1 Mean X 2.72 2.72 2.88 2.92 2.68 2.84 2.72 2.16 Standard deviation 0.53 0.60 0.59 0.56 0.55 0.61 0.53 0.46

4.2.10 Built Asset Value at NIPSS All the respondents would want an improvement on the built asset value at NIPSS. The assets they said however, have never been valued.

4.2.11 Current Contract Procedures at NIPSS Table 4.25 captures the major types of contracts awarded at NIPSS. It shows that they are mainly procurement of new construction (40%) and procurement of new equipment (48%). Adaptation of existing structures is minimal (12%).

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Table 4.25: Current Contract Procedure

S/No Type of Contract Number of Respondents 10 12 3 Percentage of Total Response (%) 40 48 12 0

1 2 3 4

Procurement of new construction Procurement of new equipment Adapting existing structure

Operation and maintenance of 0 building Total 25

100

4.2.11 Efficiency of Contract Procedures at NIPSS Table 4.26 shows the efficiency of the current contract procedures. Contract documentation and execution as well as report on completed project obtained ratings between good and very good (means between 3.00 and 4.00). Need identification, brief articulation and constitution of

design/procurement teams obtained fair ratings (mean between 2.00 and 3.00 on the scale of 0 to 4).

61

Table 4.26: Efficiency of Current Contract Procedure S/No Procurement 0 1. 2. 3. 4. 5. Need identification Brief Articulation Constitution of Design/procurement team Contract documentation and execution Report on completed project 2 0 0 0 1 Rating/Response frequency 1 1 2 1 1 0 2
4 5 3

Mean Standard 4 9 4 4 4 6 X 2.88 2.80 2.96 3.04 3.08 duration 1.18 0.80 0.66 0.60 0.79

3 9 14 17 19 17

1 1

4.3

SUMMARY OF ANALYSIS The data analyses results are summarized as follows: (i) About 96% of the respondents are aware of the emergence of facilities management, with 4% of them unaware. (ii) The most preferred nature of asset management for NIPSS is facilities management which accounted for 84% of the responses while the traditional maintenance management accounted for 16%. (iii) The major reason why respondents prefer facilities management was because improved services and asset value (47%)

62

(iv)

Majority (92%) of the respondents would want at least a very good standard for facilities management services at NIPSS.

(v)

96% of the respondents view facilities management services at NIPSS as at least important to the operations of the institute.

(vi)

The most preferred/desired facilities management system for NIPSS is outsourcing of all functions and services (60% of the responses). This was followed by a combination of outsourcing and in-house (32%) and inhouse management of all functions and services (8%).

(vii)

On the effectiveness of the current maintenance management systems, regular routine maintenance, fault detection, maintenance workmanship and maintenance resource management are rated good by the respondents while maintenance response time and effecting all due maintenance work are rated fair.

(viii) The current management of facilities operations have the good rating for security, electrical, access/movement and kitchen services (68%, 76%, 88% and 80% respectively). General cleaning and landscaping have a fair rating, while solid waste disposal and water supply/waste water disposal have poor ratings. (ix) On space management of the various facilities at NIPSS, the library was rated as very good. All others fell under the good category except the Directors and staff quarters that fell under the fair category.

63

(x)

Revenue generation on space utilization at NIPSS was favoured (48%) of the respondents suggested the introduction of specific space utilization charges; 36% favour the commercialization of spaces as appropriate and 16% favour increasing the fees of the participants.

(xi)

The current level of organization (people and process) at NIPSS is rated by the respondents as follows:

a.

General cleaning/sanitation - All the facilities were rated as good except the shopping plaza which was rated as fair.

b.

Furnishing - The furnishing for all the facilities were rated as good, except for the shopping plaza which was rated as fair.

c.

Adequacy of interior lighting - The adequacy of the interior lighting for all the facilities was rated as good.

d.

Air conditioning The adequacy of air conditioning for all the facilities was rated as good, except for the shopping plaza which is rated as fair.

e.

Acoustic The acoustics for the general administrative block, unity hall and library were rated as good. While Auditorium, moderators office, Restaurant, computer hail and shopping plaza were rated as fair.

f.

Water supply The adequacy of water supply for all the facilities was rated as fair.

(xii)

The major types of contracts awarded at NIPSS are: procurement of new equipment (48%), procurement of new construction (40%) and adaptation of existing structures (12%). 64

(xiii) On the efficiency of the current contract procedures,

contract

documentation and execution as well as report on completed projects were rated as good, need identification, brief articulation and constitution of design/procurement team were rated as fair.

4.4

DISCUSSION OF RESULTS The analyses of the different kinds of data obtained has generated results for the research work. These results are discussed below. Facilities Management as a nature or method of asset management has become recognized by many people and is being accepted as well. Facilities management is now being preferred to the traditional form of asset management by many people mainly because of the improved services and asset value it offers among other factors. With facilities management practice in place asset conditions and appearance is expected to be sound and services operational most of the time (i.e a very good standard). In addition, the results show that the effectiveness of the various aspects of the current maintenance management system are either good or fair. This goes to show that there is still room for improvement in the quality of services currently being rendered at NIPSS. The subsequent adoption of facilities management practice can guarantee an improvement in the quality of services being presently rendered to a very good or even excellent standard. The results also have shown that a majority of the staff and participants of NIPSS view 65

facilities management services as at least important, which means they will like the authorities of NIPSS to adopt facilities management practices. Currently, most of the services offered namely, general cleaning/sanitation, water supply, solid waste management landscaping, air conditioning, furnishing, interior lighting as well as space management are mostly either, good, fair or poor. Hence the reason why the adoption of facilities management practice is important for NIPSS. In order for NIPSS to effectively practice facilities management, i.e if the authorities decide to adopt facilities management, then there will be need for the formulation of a facilities management policy. This policy will be strategically formulated to address those areas that require improvements in the services delivered/rendered at NIPSS.

66

CHAPTER 5 5.0 5.1 THE FACILITIES MANAGEMENT POLICY FRAMEWORK POLICY OBJECTIVES AND APPLICATION FRAMEWORK

5.1.1 Policy Objectives Facilities Management is all about relieving the management of an organization of the burden of all non-core activities thereof so that management could concentrate on its core activities and deliver them with greater efficiency and effectiveness. NIPSS is a high level academic centre for learning, reflection, research, and dialogue where top level policy makers and executors drawn from different sectors of the country meet to exchange ideas on critical issues of the society, particularly as they relate to Nigeria and Africa. The core activities of NIPSS therefore can be summarized as: Lectures, Seminars, Symposia and Research. Policy objectives of Facilities Management of NIPSS are therefore as follows; a. Identification of major non-core activities that must be separately managed and delivered in a manner efficiently and effectively supportive to the core activities. b. Specify minimum requirements for Facilities Management operators at NIPSS. c. To ensure adequate operation and maintenance of all built assets and equipment. 67

d.

To ensure availability of necessary information for monitoring the operation maintenance condition and performance of built assets and equipment.

e.

To ensure that there is adequate information at the operational level for undertaking Facilities Management services including the ability to review policies and strategy for Facilities Management efficiency and effectiveness.

5.1.2 Policy Application Framework The framework shall apply to all units and departments that provide supportive services to the Institute. An In-house Facilities Management Department or Unit shall be established and shall be responsible for planning, implementing, monitoring, controlling and reporting on all Facilities Management activities at the Institute. The procurement and delivery of Facilities Management services shall be in accordance with this policy. Agreement of the provision of Facilities Management services shall also comply with the requirements of the framework. The role of the In-house Facilities Management Department/Unit in respect of this policy framework relates to the establishment, implementation and monitoring of the framework, it includes the development and administration of information systems necessary to provide reports and performance information on Facilities Management outcome and assets.

68

The role of the Institute in respect of the framework relates to ensuring that Facilities Management arrangement meet the requirements of the framework in the overall context of the Institutes responsibilities for management of built assets and equipment.

5.1.3 The Policy Framework a. A good Facilities Management policy should be comprehensive, effective, operable and easy to understand. b. Adequate funding must be provided or generated for the policy implementation. c. Built Asset Data: The As-built drawings of all the buildings must be provided. d. Equipment/Furniture Data: This includes a list of all the equipment and furniture in the Institute giving details of their location, make, maintenance/servicing requirements, etc. e. Proper Information System: There should be adequate provision for recording, communicating, storing and retrieving of all Facilities Management transactions. Computer information technology with

appropriate software is highly recommended.

5.2

SCOPE OF FACILITIES MANAGEMENT FUNCTIONS Facilities Management functions at NIPSS shall include; 69

a.

Built Asset Management which entails conservation of built assets, renewal and improvement works and building operations management.

b.

Strategic Property Management which involves providing and sustaining suitable space at an economic cost and providing acceptable return over time for the cost of investment.

c.

Organization People and Process. The major issues here are;

-

i. ii.

Providing satisfactory space and internal environment for the users. Providing satisfactory space and internal environment for the processes (Lectures, Seminars, Research,, etc) undertaken by the Institute.

iii.

Managing support services.

d.

Valuation which entails investment appraisal and assessment of property worth in an open market.

e.

Contract procedures which involves; i. ii. iii. Procurement of new construction and equipment. Adaptation of existing, structures. Contracting out of services in the operation of buildings.

5.2.1 Facilities Management System The Institute shall adopt the outsourcing system. All Facilities Management functions and services shall be outsourced to reputable facilities management firm or

firms. The In-house Facilities Management Department or Unit shall maintain oversight
functions on all Facilities Management operations and shall enforce the standards stipulated in this policy framework.

70

5.2.2 Standard for Facilities Management Services The minimum acceptable standard for Facilities Management services at NIPSS shall be the Very Good level, which implies that asset conditions and appearance should be sound and services operational most of the time. The goal however should be the attainment of the Excellent level which implies that asset conditions and appearance should be sound and services operational all the time.

5.2.3 Facilities Management Performance The In-house Facilities Management Department/Unit shall establish

performance monitoring processes for all Facilities Management functions and services delivered to the Institute. It shall also undertake periodic review of Facilities Management performance in the Institute. Such review shall consider aspects relating to: a. b. c. d. e. f. Facilities Management service delivery performance. Facilities Management service quality performance. Asset performance Facilities Management performance. Facilities cost performance. Stakeholders (facilities owner/user) satisfaction.

5.3

POLICY IMPLEMENTATION/STRATEGY The most critical of the entire management process is putting a policy into realization. The organizational structure must be designed to aid the easy

71

implementation of the policy. Decision taking should be hinged on the hierarchy of responsibility. Out sourcing of all functions and services should be employed for attaining the Facilities Management goal. The in-house Facilities Management Department/Unit shall maintain oversight functions and enforce the standards stipulated in this framework.

5.3.1 Control in Facilities Management This is one of the most important elements in Facilities Management because the only language common in Facilities Management is that there should be NO BREAK DOWN. And for one to maintain or achieve the standard of NO BREAKDOWN One must exercise some aggressive controls or put some definite span of control in place (Opaluwah, 2005). Management control is the process through which managers ensure that activities conform to planned activities. The control process objectives are clearly stated so that the manager can take remedial action. The control methods to be used are: a. Steering controls or feed forward controls are designed to detect deviations from some standards or goals and allow corrections to be made before a particular sequence of action is completed. This can be achieved through good flow of information on status of equipment/unit status report. i. On weekly basis, equipment status reports is completed and sent to Facilities Managers by operating staff. 72

ii.

Facilities Manager carry out repairs if any.

iii. There should be routine checks on life span of spare parts and replacement if need be. b. Screening control has to do with screening process in which specific aspects of procedures must be approved or specific conditions met before operations may continue. These include: i. ii. iii. iv. v. Safety checks and measures Watching out for warning signals and its availability. Routine maintenance schedule and staff responsibility. Routine checks and reports as and when due. First aid facilities to be provided in all the facilities at NIPSS as well as vehicles. vi. Routine checks or reconciliation of availability of spare parts and tools. c. Post action controls result from a completed action, once a deviation from the plan or standard are determined, corrective actions applied to future activities; that are similar to those that have already been completed. Every item or equipment, consumables, tools, spare part and materials must as a policy have bin cards, which carry or show the following:
i. ii. iii. Historical description of the items. Requisition and issuing records. Department or unit issue is made to date.

73

iv.

A stock level of items especially the consumables

5.3.2 Information Flow and Action Plan

There must be good and free information flow and hierarchy of operations for effective and efficient Facilities Management. In other words, sequencing of operations, job description comes into place. For every operation to be carried out, the parties responsible must be aware and approve these operations in the manner recommended by the manufacturers and current safety regulations.

5.3.3 Safety Measures All relevant safety measures in place have to be observed to the latter, such as; i. ii. Wearing of protective equipment such as helmets, foot wears, gloves, etc. Inform some responsible persons both in your office and on job location of your whereabouts. This is vital information in case of an emergency. Likewise, inform required officer on your return. iii. First-aid facilities should be provided at strategic locations and when applicable, qualified personnel will be available to provide treatment and maintain required records.

5.3.4 Environmental Tidiness and Fire Protection

i. Layout and Access: All plant, equipment and machinery should be arranged so as to permit safe efficient working to afford ease of access for cleaning, maintenance and fire fighting.

74

ii.

Storage: All material, tools, equipment, etc, should be properly stored away when not in use. Materials both combustible and non-combustible, should be stored
-

and

used

in

the

manner

recommended

by

the

manufacturers and current safety regulations.

iii.

Cleaning: A clean environment should be maintained. Floors and work areas,

access ways and exits should be maintained free from obstruction, slippery substances or other foreign matters, which may constitute a hazard to health or safety.

iv.

Flammable Fluids, Gases and Vapour: Flammable substances such as oils, greases, paints, thinners, compressed gases, etc. will be stored as laid down in the special regulations governing their use.

iv.

Fire Fighting Equipment and Services a. b. No person should interfere with or damage any fire fighting equipment. All fire fighting equipment will be stored and maintained in an effective and proper manner. c. On completion of any job, it is the responsibility of supervisors and every person who has been engaged on it to ensure that tools, equipment and

materials are safely cleared and stored away, and all necessary checks have been made against an outbreak of fire after the area is left unattended.

75

5.4

THE POLICY ON PLANNED PREVENTIVE MAINTENANCE The following should be carried out in view of planned preventive maintenance.

5.4.1 Routine Maintenance of Services and Amenities To aid the smooth running of services and amenities at NIPSS, the policy preventive maintenance has to be adopted. The following are the modus operandi to be adopted. i. A daily inspection should be carried out by the inspections team of duty engineers, artisans and general workmen to asses services. ii. Yearly washing and cleaning out of the water storage tanks to prevent contaminations should be carried out. iii. iv Weekly treatment of water. Monthly inspections of sewage disposal system to check for any breakages for odor control. v. vi. Monthly servicing of alternative power supply. Daily collection of refuse.

vii. Periodic fire drills should be carried out by staff.

5.4.2 Routine Maintenance of Building Structures and Infrastructures i. The buildings and roads should be renovated annually but where the need arises renovations should be carried out accordingly. 76

ii.

Trees and lawns should be pruned and leveled weekly and when the former grows out of proportion and could be dangerous or injurious to life, they should be felled immediately.

iv. v. vi.

Flowers should be trimmed and groomed on a monthly basis. Burnt out lights should be promptly replaced. Ensure that debris and broken fixtures are removed from the parking lots.

vii.

Roofs of the building should be checked, cleaned and serviced on a quarterly basis.

viii.

The external flooring at the outdoor and courtyards should be swept and cleaned daily. Interior floors should be mopped daily.

5.4.3 Routine House Keeping The house keeping process should be on a basic schedule including; i. Offices, corridors and ancillary parts (stairs, public conveniences) should be swept daily. ii. iii. iv. v. Windows should be cleaned daily. Bathrooms and toilets should be cleaned after each use. Waste paper sacks should be frequently emptied. Corridors and balconies should be decorated by up-keep of plants and flowers pots.

77

5.4.4 Routine Maintenance of Equipment and Machines All equipment should be maintained by servicing, repair or major overhaul. All equipment should be serviced by engineers who inspect the equipment on a daily basis. In cases of a major breakdown, the equipment should be immediately replaced by its stand-by replacement

5.4.5 Routine Maintenance of Air Condition Units The A/C units should be inspected daily, serviced every two months, repaired when the need arises and the air filters replaced as specified by the manufacturer.

5.4.6 Routine Maintenance of Electrical/Electronics Facilities i. ii. iii. A daily inspection of facilities should be carried out. Daily service of telephones system should be done (on request) Electrical lighting, television, etc should be repaired on request

5.4.7 Routine Maintenance of Vehicles The maintenance of vehicles should be on a periodic service programme. The frequency of service should vary based on the type of vehicle. Minor service should be done monthly.

78

5.4.8 Computer Systems Maintenance i. Only the NIPSS computer analyst should install any new system or persons designed to do so. ii. In case of problems arising when using a system, the computer analyst should be contacted immediately. iii. The computer systems should be properly covered (with dust cover) at the end of the days job. iv. Computer system should be properly switched off from the mains following proper procedures at the end of the days job. v. vi. Non-NIPSS staff should not be allowed to use the computer systems. No soft ware should be installed on any system without duly informing the computer analyst. vii. No peripheral device should be installed on any system without duly informing the computer analyst.

5.5

COORDINATION OF PHYSICAL WORK SPACE WITH PEOPLE AND PROCESSES In order to achieve the best from the staff and participant at NIPSS a proper coordination of the people and processes within the institute has to be ensured. This can be achieved through the following; i. Size of Office: The size of the offices should determine the number of people who are to work in the office. Each office is to provide enough 79

space so as to make the person or people working in it to be comfortable in order to give in their best. ii. Arrangement: The offices and other spaces should be arranged in such a way that will guarantee easy circulation or movement of people. Every part of the office or enclosure should be accessible. iii. Furnishing: All spaces within the Institute (office, auditorium, etc) should be equipped with good furnishing, so as to ensure the comfort of the users of such facilities.

5.6

SECURITY OF NIPSS To ensure a safe and secured environment for the staff and Participants of NIPSS, the following should be carried out; i. Security personnel should be stationed at both entrances of the Institute. This is to check the people that visit and go out of the Institute. ii. Security personnel should be stationed at all the major facilities within the Institute. iii. A group of security personnel should be on ground patrol. They will move round the Institute on foot so as to enable them access every part of the Institute. iv. Vehicles should be provided for the security personnel for easy transportation within the premises of NIPSS, Kuru.

80

v.

Telecommunication equipment between the security personnel so as to aid communication between the security personnel and also between the staff and Participants of the Institute and security personnel in case of emergencies.

vi.

The security personnel should be provided with all the gadgets they need to work with. For example guns, whistles, public address system, etc.

81

CHAPTER 6 CONCLUSIONS AND RECOMMENDATIONS 6.1 CONCLUSIONS Stakeholders (Management, Staff and Course Participants) at the National Institute for Policy and Strategic Studies, Kuru are quite aware and would opt for the emerging Facilities Management approach to the management of the built environment, in preference to the traditional maintenance management approach. The Facilities Management approach is generally believed to offer more improved services and asset value. Although the present traditional asset management approach obtained acceptable ratings in several aspects of building operations, maintenance management and space management, there were obvious rooms for improvement in all aspects. Solid waste disposal, water supply, waste water, drainage and disposal, maintenance response time, effecting all due maintenance, the Directors and Staff Quarters conditions, etc, all needs urgent improvements. The policy framework for Facilities Management at the Institute addresses the requirements for the establishment and implementation of the Facilities Management approach to asset management in the Institute as a way towards improved services and asset value.

82

6.2

RECOMMENDATION Facilities Management approach to the management of the built environment is recommended for NIPSS. The policy framework developed in Chapter Five spells out the contents and implementation requirements for Facilities Management of the Institute. Surveys similar to that conducted in this work would also serve as a basis for other public Institutions to seek improvement of their asset conditions and services.

83

REFERENCES Alexander, K. (ed). (1997): Facilities Management. Theory and Practice. In: Modupe, M.O. (2005). Principles of Facilities Management, National Seminar of the Nigerian Institute of Building. Agami Reddy, P.E. (2003). Facilities Management in the Future. Civil and Architectural Engineering Department, Drexel University, Philadelphia, U.S.A. Agemi, M. (2000). Application of Facilities Management in the Public Sector. Unpublished final year B.Sc. Project, Department of Building, Ahmadu Bello University, Zaria. Anderson, J.E. (1975): Public Policy-Making. NlPSSconsult: Public Policy: Basic Concepts, Characteristics, Scope and Typology, NIPSS, Kuru, Jos. Dyton, R (1996): Facilities Management. In: NlPSSconsult: Public Policy: Basic Concepts, Characteristics, Scope and Typology, NIPSS, Kuru, Jos. Eastern (1965): In: NIPSSconsult: Public Policy: Basic Concepts, Characteristics, Scope and Typology, NIPSS, Kuru, Jos. Encyclopedia Britannica (2000). Gregory, H.M. (1988). Facilities Maintenance Management. U.S.A. R.S. Means Company. Grigg, J. and Jordan, A. (2003). Are you Managing Facilities? Getting the Best out of Buildings. The Industrial Society. IFMA (2005). The Business of FM. An IFMA Fundamentals Based Course. IFMA (2002). The Business of FM. An IFMA Fundamentals Based Course. Longman (1978): English Dictionary. Mbamali, I. (2005). Provision of Services and Maintenance. National Seminar of the Nigerian Institute of Building. NIPSS (2005). National Institute. Kuru-Nigeria. year Book, 2005

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Oji, O.C. (1996) Maintenance of Buildings and the Environment: The Nigerian Experience In Association of Architectural Educators in Nigeria (AARCHES) Journal Vol. 1 No. 3 pp 51 53. Opaluwah, S.A. (2005): Principles and Practice of Facilities Management in Nigeria. pp 165181 Park, A. (1998). Facilities Management: An Explanations. In: Modupe, M.O. (2005). Principles of Facilities Management, National Seminar of the Nigerian Institute of Building. Spedding, A. and Alan, J. (ed) CIOB Handbook of Facilities Management, Longman Group London. Springer, T. (2001). Facilities Management An Introduction. In: Teicholz, E. (ed). Facilities Design and Management Handbook. McGraw-Hill, New York Stoner Soft WareTm. Facilities Management. http://itc.scix.net/ Tapio, M. (1994). About Models in Facilities Management. http://itc.scix.net UFS (2005): NIPSSconsult: Public Policy: Basic Concepts, Characteristics, Scope and Typology, NIPSS, Kuru, Jos. Wilkipedia (2005). Facilities Management http://en.wikipedia.org/wiki/FacilityManagement

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APPENDICES APPENDIX 1: QUESTIONNAIRE

FACILITIES MANAGEMENT POLICY FRAMEWORK FOR NATIONAL INSTITUTE FOR POLICY AND STRATEGIC STUDIES, KURU, JOS.

(A)

SURVEY OBJECTIVE

This is a Master of Science (M.Sc.) Construction Management Research work aimed at proposing a Policy Framework for Facilities Management for the National Institute, Kuru. Please supply the information demanded hereunder as accurately as possible. The exercise is purely academic. (B)1 Name of institution: Type of Services Offered: National Institute, Kuru An institution where the best and most informed Nigerians apply their minds together in order to yield the best results for our society. Above 400

iii.

Number of Workers:

(B)2 GENERAL INFORMATION ON POLICY, MAINTENANCE POLICY AND FACILITIES MANAGEMENT A policy is a Statement of aims and ideas, a plan of action expressed to guide wise and sensible conducts while BS 3811 defined maintenance policy as the strategy within which decision on maintenance are taken. Park (1998) defined Facilities Management as the structuring of building, plant and contents to enhance the creation of the end product.

86

(B)3 AWARENESS i. Are you aware of the emergence of facilities Management? YES/NO

ii.

Which would you prefer? a. Traditional Maintenance Management b. Facilities Management

iii.

What reason would you give for your choice in B3(ii) above a. Maintaining the status-quo b. Moving with the trend c. Improved services and asset value d. Cast efficient services e. Availability of necessary resources f. Satisfied with the current results

iv.

How would you asses your awareness of the meaning and scope of services rendered by Facilities Management? a. Quite Aware b. Aware c. Fairly Aware d. Not really aware

(C)

RANGE OF SERVICES OFFERED BY FACILITIES MANAGEMENT

(C)1 What standard would you consider acceptable for all assets and services in Facilities Management regime using the ranking below?

87

Ranking i. Excellent Asset condition and appearance to be sound and as new, and services operating at all times to specified requirement. Asset condition and appearance to be sound and services operating most of the time. Asset condition and appearance to be without noticeable defects and services operating within tolerable and predictable limits.

ii. Very Good -

iii. Good -

S/N Component

Issues Involved a. Conservation of built assets b. Renewal and improvement works. c. Building operation management a. Provide and sustain suitable space at an economic cost b. Provide acceptable return over time for the cost of investment a. Provide satisfying space and internal environment for the entire workforce b. Provide satisfying space internal environment for the processes undertaken by the organization c. Manage support services a. Investment appraisal b. Assessment of property worth on an open market c. Contracting out of services in the operation of buildings

Excellent

Very Good Good

1.

Built Asset Management

2.

Strategic Property Management

3.

Organization People and Processes

4.

Valuations .

(C)2 How would you rank the importance to the Institute of the components of Facilities Management in C1 above on a scale of 0 - 4 where 88

i. ii. iii. iv. v.

4 3 2 1 0

Very important Important Fairly Important Unimportant Not Applicable Issues Involved 0 1 a. Conservation of built assets b. Renewal and improvement works. c. Building operation management a. Provide and sustain suitable space at an economic cost b. Provide acceptable return over time for the cost of investment a. Provide satisfying space and internal environment for the entire workforce b. Provide satisfying space internal environment for the processes undertaken by the organization c. Manage support services a. Investment appraisal b. Assessment of property worth on an open market c. Contracting out of services in the operation of buildings a. Procurement of new construction b. Adaptation of existing structures c. Contracting out of services in the operation of buildings Ranking 2 3

S/n Component

1.

Built Asset Management

2.

Strategic Property Management .

3.

Organization People and Processes

4.

Valuations

5.

Contract Procedures

89

(C)3 What Facilities Management System would you advocate for the Institute? i. ii. iii. Out sourcing of all functions and services In-house management of all functions and services Combination of i and ii above

(D)

BUILT ASSETS MANAGEMENT

(D)1 Building Operations Management i. Please rank the performance of the following elements on a scale of 0 - 4 where i. ii. iii. iv. v. S/n i. ii. iii. iv. v. vi. vii. Elements Security General Cleaning Solid Waste Management Electrical Power Supply Water Supply and Waste Water Disposed System Access and Movement Landscaping 0 1 2 3 4 Very Poor Poor (Slightly Functional) Fair (Moderately Functional) Good (Functional) Very Good (Highly Functional) 0 1 2 3 4

viii. Kitchen Services

90

(D)2 Please tick as appropriate the Facilities Management System you would recommend for each of the element listed below S/n i. ii. iii. iv. v. vi. vii. Security General Cleaning Solid Waste Management Electrical Power Supply Water Supply and Waste Water Disposed System Access and Movement Landscaping Elements Outsourcing In-house

viii. Kitchen Services

(D)3 Maintenance System i. ii. The maintenance system in use at the centre is contract system In-house system (Maintenance personnel are in the regular employment of the centre) iii. Combination of Contract and In-house System

a.

How would you rate the effectiveness of the following on a scale of 0 to 4 where 0 1 2 3 4 = = = = = Very poor or maintenance is never done Poor or maintenance is only slightly effected Fair or maintenance is fairly effected Good or maintenance is adequately effected Very good or maintenance is prompt and adequate 91

S/n i. ii. iii. iv. v. vi.

Item Regular Routine maintenance Fault detection Maintenance Response time Maintenance workmanship Maintenance resource management Effecting all due maintenance work

Rating

(E) STRATEGIC PROPERTY MANAGEMENT (E) 1 Please check the availability or otherwise of the underlisted

S/n Description i. ii. iii. iv. v. Estate Data Base Estate Investment Programme Estate Control Plan Estate Operational Plan Life Cycle Costing Plan

Available

Not Available

92

(E)2

How would you asses the suitability and adequacy of the following major spaces?

S/n i. ii. iii. iv. v. vi. vii.

Facilities Administrative Block Participants Chalets Moderators Quarters Lakeside Chalets Director Generals Lodge Directors Quarters Staff Quarters

Very Good

Good

Fair

Poor

viii. Kitchen ix. x. xi. xii. Unity Hall Auditorium Clinic Library

xiii. Parks/Gardens

(E)3

Does the present space utilization system generate adequate returns on the cost of investment? YES/NO

93

(E)4

Would you want to see the space utilization system generating returns? YES/NO

(E)5 If the answer to the above is YES, Please suggest how i. ii. iii. iv. Introduce specific space itilization charges Increase the fee of the Participants Commercialize the spaces as appropriate Any other, please specify

_________________________________________________________________ _________________________________________________________________

(F) (F)1

ORGANIZATION:

People and Process

How would you asses the adequacy of the internal environment for the following function in terms of services in the order of the following? 4 3 2 1 = = = = Very Good Good Fair Poor

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S/n 1.

Facilities Auditorium Moderators Offices General

Interior Air Water General Acoustic Furnishing Lighting Condition Supply Cleaning/Sanitation

2.

3.

Administrative Block

4. 5. 6. 7.

Unity Hall Restaurant Library Computer Hall Shopping Plaza

8.

(G)

VALUATION

(G)1 Have you valued the built assets of the institute in an open market? YES/NO

(G)2 Would you want an enhancement of the asset value? YES/NO 95

(H)

CONTRACT PROCEDURES

(H)1 What kind of contracts do you usually award? i. ii. iii. iv. Procurement of new construction Procurement of new equipment Adaptation of existing structure Operation and maintenance of buildings

(H)2 How would you rate the efficiency of the following elements in your contract procedures on a scale of 0 - 4 i. ii. iii. iv. v. 0 1 2 3 4 Very Poor or Never Effected Poor or Only Slightly Effected Fair or Fairly Effected Good or Adequately Effected Very Good or Well Effected

S/n i. ii. Need Identification Brief Articulation Constitution of Design/Procurement team Contract Documentation and Execution Reports on Completed Projects

iii.

iv. v.

96