Effective Assets Sustainability of Higher Education Institutions (HEIs) Buildings in Nigeria: The...

Effective Assets Sustainability of Higher Education Institutions (HEIs) Buildings in Nigeria: The Facility Management Perspectives

Mohammed Olowoake

University of Salford, UK

Abstract

Purpose: The purpose of this paper is to identify factors preventing the effective Sustainability of the Higher Education Institutions Assets in Nigeria.

Design or Methodology or Approach: The study is based on theapplication of mixed method. For the first phase of the study,pilot studies were conducted for the 12 Directors of Works andServices Departments of the 12 HEIs sampled in Nigeria. Thequestions used were derived from the review of the literaturerelevant to management of HEIs Assets Management. The datafrom the semi-structured interviews were analysed by the useof “Thematic Content Analysis”.

The second phase of the data was collected from the assetsusers of the same Higher Education Institutions. In thisphase, the questionnaire was prepared from both the literaturereview and the findings from the first phase of the study.Finally, the survey were analysed by using correlationanalysis.

This paper has its main focus on the results of the thematicand correlation analysis (semi-structured interviews andquestionnaire survey).

Findings: The Sustainability of HEIs built Assets in Nigeriacomprises of the following variables, such as: supply ofelectricity; water, waste collection and disposal; drainagesystem; procurement strategies; maintenance method;maintenance budget; and post occupancy evaluations.

Research Impact: The study focuses on the sustainability ofHEIs buildings in Nigeria, and this will enhance theperformance levels of students and the faculty staff, therebyencouraging increased productivity.

Practical Implications: The study identifies the need for HEIsWorks and Services Departments in Nigeria to adopt and useeffective assets sustainability strategies.

Originality or Value: This study identifies factorsmilitating against effective sustainability of HEIs assets inNigeria.

Key words: Assets, Budget, Effective, Maintenance, Strategic,Sustainable.

Paper Type: Research Paper.

1.1 Introduction

Restoration of a building into an appropriate and acceptable

standard in an appropriate timescale, taking into account

approved budgets is necessary steps in maintaining a

sustainable built environment (Chika, 2008). A well maintained

higher education Institutions (HEIs) building connotes a

conducive teaching and learning environment for students and

other faculty staff. A healthy building will impact on staff

and learner performance, and improve their productivity levels

(Olanrewaju et al., 2011). If the asset is not maintained on

time, dilapidation will follow which in turn could lead to

accident (David, 1998). A cursory look at some Higher

Education Institutions buildings being studied in Nigeria,

especially those built more than five years ago suggests that

they are not well maintained (see figures 1a and b below). It

is suspected that some Higher Education Institutions (HEIs)

have not considered budgeting for maintenance at all, as

revealed by the interviews conducted for the twelve Directors

of the 12 HEIs sampled in Nigeria.

Figures 1a and 1b as shown in the diagrams above

1.2 Research Background

Regular repair or replacement of worn-out parts of elements of

a building at intervals is necessary to avoid dilapidation. In

Nigeria, most HEIs buildings built more than five years ago,

need either minor or major repairs or replacement of some of

their elements as shown above. The majority of the buildings

in the study are in existing dilapidated conditions due to a

lack of or poor maintenance.

2. Methodology

This paper focuses on the effective management of the Higher

Education Institutions Assets in Nigeria. Data for the study

were collected in two separate phases.

2.1 Qualitative Data Collection

Phase One: Data for this phase were collected by conducting

semi-structured interviews for the 12 Directors of Works and

Services Departments in Nigeria in the following six topical

areas, such as: procurement strategies; maintenance method;

maintenance budget; post occupancy evaluations; project

quality control; and sustainable programme. The researchers

conducted semi-structured interviews for the 12 Directors of

Works and Services Departments of the HEIs sampled. These

qualitative data were analysed by using “Thematic Content

Analysis”(Word Counts).

2.2 Table 1 Thematic Analysis (Word Counts)

Concepts Code

Site1

Site2

Site3

Site4

Site5

Site6

Site7

Site8

Site9

Site10

Site11

Site12

Total

Outsourcing

1.1 3 4 3 3 3 2 2 5 5 3 3 3 39

Insourcing

1.2 7 8 4 2 2 3 4 3 3 5 3 4 58

Professional

1.3 5 2 2 1 1 4 3 2 1 2 2 3 28

TP 1.4 1 - - 1 2 4 - - - - 1 09FV 1.5 - - - 1 - 2 - - - - - - 03CCEM 2.1 4 6 6 2 2 2 4 5 5 4 4 2 46

CPSM 2.2 6 3 3 1 3 1 - 4 - - - 3 24PRM 2.3 - 2 1 1 3 - 1 2 1 - 1 1 13PPM 2.4 2 - - 2 1 - 1 1 1 1 1 1 11PYPP 3.1 - - 3 7 3 3 - - 1 - - 2 19URS 3.2 5 1 7 8 4 3 2 1 2 2 3 2 40PYBCP 3.3 - - - 1 1 3 - - - - - 1 06BF 3.4 - - - - - - - - - 3 1 - 04USERS 4.1 3 1 5 2 4 3 3 4 3 5 5 3 41DC 4.2 5 1 7 8 7 3 2 1 5 3 2 3 47DEFECTS 4.3 1 5 4 4 12 - 1 - 2 5 5 1 40QCU 5.1 10 11 7 6 21 10 10 13 8 8 11 9 124QMS 5.2 7 5 4 9 8 7 8 6 4 7 5 4 74QMD 5.3 1 2 - - 10 3 1 1 6 - 2 2 28QID 5.4 1 1 1 3 - 4 - 2 2 - - 1 15PPU 6.1 1 1 1 1 1 3 1 2 2 1 1 2 17PROJECTS 6.2 4 4 3 6 3 6 3 3 4 4 3 3 46SERVICES 6.3 1 1 1 - 3 1 2 - - - - - 09MCT 6.4 5 3 9 6 5 2 1 4 7 11 2 3 58BE 6.5 9 7 7 4 7 - 6 9 10 4 8 5 76

Thematic Content Analysis Results (Indexing of Embedded Case Studies)

2.3 Quantitative Data Collection (Phase Two)

Data for quantitative study were collected by administering

questionnaires to 156 assets users of the 12 HEIs sampled in

the following ratios (Academic Staff 4; Administrative Staff

4; Technical Staff 4; and 1 Student) in each HEI. In all, only

120 respondents returned. These data were analysed by using

SPSS-Correlation (relationship among the variables used)

Analysis to interpret, and percentages and simple pie charts

to present. The study adopted and used Paired Samples

Statistics because the data samples collected were considered

too large.

2.4 Table 2 Paired Samples Correlations

Question

Number

Likert

Scale

Number Correlation Significanc

e5-6 Pair1 SA &

SD

Pair2 A & D

2

2

-1.000

-1.000

.000

.000

7-8 Same 2

2

-1.000

-1.000

.000

.0009-10 Same 2

2

-1.000

-1.000

.000

.00011-12 Same 2

2

-1.000

1.000

.000

.00013-14 Same 2

2

-1.000

-1.000

.000

.00015-16 Same 2

2

-1.000

-1.000

.000

.00017-18 Same 2

2

-1.000

-1.000

.000

.00019-20 Same 2

2

-1.000

-1.000

.000

.00021-22 Same 2

2

-1.000

-1.000

.000

.000

23-24 Same 2

2

-1.000

-1.000

.000

.00025-26 Same 2

2

-1.000

-1.000

.000

.00017-28 Same 2

2

-1.000

-1.000

.000

.000

In addition, quantitative data collected were presented by

using simple pie charts as shown below:

Figure 1

Figure 2 Defects restoration response is immediate.

6025

13.331.67

From the pie-chart shown above 61.67% of the total respondents

disagreed that, defects restoration response is immediate. This

shows that, in Nigeria, most HEIs works and services departments

do not prepare and use maintenance budgets. Some use maintenance

budgets, but data collection techniques for the preparation of

budgets could be faulty. Majority of the HEIs works and services

Departments in Nigeria prepare annual maintenance budgets based

on the previous year budgets plus a certain percentage increase,

also there are human errors in budget implementations.

Therefore, the HEIs management capitalizes on the fault, then

delay the release of the approved not the prepared maintenance

budget (maintenance cash).

Figure 3 Common Maintenance works are major ones.

56.6733.33

6.673.33

From the pie-chart above, about sixty percentages of the total

respondents agreed that, the most common maintenance works are

major ones, while about 40% disagreed. Most of the respondents

agreed to the fact that common maintenance works are major

ones. This is a pointer to the fact that response rate to

defects restoration could be delayed. The causes of the delays

could be faulty preparation of maintenance budget; delay in

releasing maintenance cash; use of in-effective and in-

efficient maintenance method; and procurement strategy.

Figure 4 Maintenance works are carried out regularly on

existing buildings.

53.33

20

16.67

10

From the pie-chart above, 26.67% of the entire respondents

agreed that maintenance works are carried out regularly on

existing buildings. Also, 73.33% of the participants

disagreed. This shows that, in Nigeria majority of the HEIs do

not carry our regular maintenance works on their existing

buildings. Immediate causes of this could be the following

factors: lack of maintenance budgets, where budget exists it

could be faulty preparations of maintenance budget; delays in

releasing maintenance cash; human faults in implementing

maintenance budget; use of in-effective and in-efficient

maintenance methods; and in-appropriate use of procurement

strategies. A cursory look at those buildings, especially

those built more than five years ago, indicate that they are

in dilapidated conditions.

Figure 5 Noticed defects can be restored back to normal standard, if works and services department is well funded.

33.33

3.333.33

60


agreed that, noticed defects can be restored back to normal-

if works and services departments is well funded. While the

remaining 6.66% of the participants disagreed. This shows

that, in Nigeria, majority of the HEIs works and services

departments are poorly funded. However, poor funding could be

caused by the following factors: lack of maintenance budgets;

poor preparation of maintenance budget; departments past poor

records on implementation of maintenance budgets; in-effective

and in-efficient maintenance method adopted and utilized; in-

appropriate procurement strategy adopted and used; and the

attitudes of each HEIs management to maintenance issues.

Figure 6 Works and services departments are adequately staffed.

43.33

33.33

3.33

20


agreed that, works and services department is adequately

staffed. Also, 76.66% of the same participants disagreed. This

shows that, in Nigeria majority of the HEIs works and services

departments are under staffed technically. Some HEIs

outsourced majority of their maintenance projects- both small

and simple, and large and complex projects. However, running

of HEIs works and services departments without a full

complement of technical staff is not cost effective, and could

create room for lack of project quality control, monitoring;

and lack of thorough supervision of outsourced maintenance

projects.

Figure 7 The level of performance of technical staffs of worksand services departments suggest that, they need more of in-service training to do their official duties.

41.67

31.67

16.6610


agreed that, the level of performance of technical staff of

works and services department suggests that, they need more of

in-service training to do their official duties. Also, the

remaining 26.66% disagreed. This shows that, in Nigeria,

majority of the HEIs works and services departments’ technical

staffs lack the necessary skills and knowledge to perform

their official duties. Majority of them outsourced many of

their Maintenance projects for lack of needed technical skills

and competency. By doing so, it increases the contract sum and

makes the whole project expensive to run.

Figure 8 Deplorable staff offices and lecture rooms should berepaired.

50

33.33

106.67


agreed that deplorable staff offices and lecture rooms should be

repaired. However, the remaining 16.67% of the same participants

disagreed. This shows that, majority of the HEIs in Nigeria

prefer keeping of backlogs of repairs and replacement of their

built environments. Such a maintenance method is known as

curative method, which is more expensive to run. However, the

adoption and use of planned preventive maintenance method saves

costs; prolong the assets service year; and saves life and

property of the users’ when used in conjunction with other

maintenance control toolkit, such as, maintenance programme;

maintenance schedule; jobs specification; history records, and

facility register.

Figure 9 Keeping of backlogs of repairs or replacements of existingbuildings saves costs than restoring them back to acceptable standards.

71.67

21.673.333.33

From table7.4.23 above, 6.66% of the entire respondents agreed

that, keeping of backlogs of repairs or replacements of

existing buildings save costs than restoring them back to

normal. However 93.34% of the whole participants disagreed.

This shows that, majority of the HEIs in Nigeria are not well

technically equipped, so, they cannot appreciate the need to

avoid keeping of backlogs of repairs and replacements of

existing buildings.

3.00 Results

3.1 Summary of Findings of the Semi-structured Interviews

The outcome of the interviews conducted for the 12 Directors

of works and services departments of the 12 HEIs in Nigeria

revealed as follow:

All the 12 departments adopt and use outsourcing for large and

complex maintenance projects, and in-house technical staff for

supervision, monitoring and controlling of such projects. In

addition, they all use in-house technical staff for small and

simple projects.

Majority of HEIs works and services departments do not use

planned preventive maintenance method; instead, they prefer

the use of conditions survey and curative maintenance methods-

due to paucity of maintenance funds and delays in releasing

same where available. Many of the HEIs works and services

departments base the estimation of their annual maintenance

budgets on consideration for the previous year budget, and the

Prevailing market prices of materials, components and labour

plus a percentage or lump sum increase, while some of them use

budget forecasting

Almost all of the HEIs work and services departments in

Nigeria do not carry out surveys on users’ satisfaction. They

rely on letters of complaints from the assets users. In

general, design of new maintenance projects are carried out by

Commissioned Consultants. Such projects are executed via

outsourcing, while the in-house technical staffs carry out the

supervision, monitoring and controlling of the projects

materials, components and workmanship.

3.1 Survey Results

In most HEIs in Nigeria, among the entire participants (more

than 10% of them share the same rooms). In this category are

students and some technical staff. With the exception of some

top management staff, senior academic staff; senior

administrative staff; and senior technical staff, other staff

members share offices.

Majority of the HEIs works and services departments do not

have maintenance budgets. Those that prepare and use

maintenance budgets, use faulty techniques in the collection

of data and preparation of HEIs built environments annual

maintenance budgets. Maintenance budgets some HEIs built

environments are prepared based on previous year budget plans.

Many of them base their maintenance budgets preparation on

forecast. In addition, previous year maintenance projects in

which maintenance cash was approved and released still re-

appear in the following year (attitudes) budget for

implementation.

In most HEIs in Nigeria, response rate to Users Complaints

about defects are delayed due to delays being suffered by the

works and services departments from the HEIs management in

approving and releasing maintenance cash.

Most of the HEIs built environments noticed defects are major

ones, due to delays in approving and releasing of maintenance

cash by the HEIs management.

Majority of HEIs works and services departments in Nigeria

adopt and use in-appropriate maintenance methods, and in-

appropriate procurement strategy.

Some do not carry out regular maintenance work on their built

environments. This is due to the following: adoption and use

of in-effective and in-efficient maintenance method, delays in

approving and releasing of maintenance cash, and adoption and

use of in-appropriate procurement strategy. Majority of HEIs

works and services departments in Nigeria adopt and use

curative and condition survey maintenance methods.

Most of the HEIs work and services departments in Nigeria are

not well funded due to the use of in-appropriate maintenance

budget; in-effective maintenance method; in-appropriate

procurement strategy, and lack of sustainable programme for

their built environments.

Majority of HEIs works and services departments do not have

full complements of technical staff, hence, both small and

simple projects and large and complex projects are outsourced.

These make the projects execution very expensive.

Majority of the HEIs works and services departments’ staff

members are not professionals. Most of the maintenance

projects, budget preparation, and sustainable programmes are

outsourced. Most Technical staffs’ lack necessary technical

skills and knowledge to perform their official duties

satisfactorily

Majority of the HEIs in Nigeria prefer to keep backlogs of

repairs and replacements of defects. They prefer building new

staff offices and lecture rooms to maintaining the existing

ones on time (curative method).

Most of the HEIs Chief Executives in Nigeria are not

maintenance friendly. They view regular maintenance of

existing built environments as a misplace priority. They

always favour building of new staff offices and lecture rooms

for personal gains (attitudes).

Most of the HEIs in Nigeria do prefer seeing existing

buildings in dilapidated conditions or total collapse before

carrying out maintenance works (curative method).

Majority of the HEIs works and services departments in

Nigeria do not prepare and use maintenance control toolkit.

And, the absence of use of this could prevent the timely

approval of maintenance budget, and timely release of

maintenance cash.

Majority of the HEIs works and services departments in

Nigeria do not have full complements of technical staff, and

those with full complements of technical staff, the technical

staff do not have the required technical skills, competency,

and knowledge to perform their official duties satisfactorily.

Most of them are not professionals, so, the departments out-

source most of the maintenance projects.

Summary of Results of Proposed Framework Validation Interviews

In order to validate the proposed framework, semi-structured

interviews were also conducted for four Senior Technical Officers in

four of the sampled HEIs in Nigeria. The question items bothered on

the simplicity; sequences; adaptability, and cost effectiveness of

the proposed Framework. In summary, they all agreed that the

framework is simple to understand, adopt, use, and that the stages

involved are arranged in sequential order. They argued further that,

its use can help achieve effective project quality control and

delivery to agreed time.

4.Conclusions

From the literature review; semi-structured interviews conducted for

the 12 Directors of Works and Services Departments of the HEIs

sampled in Nigeria and the survey conducted, the following factors

emerge:

1 Procurement Strategies

Majority of the HEIs do not have full complements of technical

staffs, almost all of their maintenance projects (small and simple,

and large and complex) are outsourced.

Those HEIs with a few numbers of technical staffs still combine the

use of in-house technical staff with outsourcing. Some of the HEIs

have a few numbers of technical staffs on their pay roll; still

prefer outsourcing their projects (both small and simple, and large

and complex) for lack of needed technical skills and knowledge. Some

HEIs use outsourcing for large and complex projects, and insourcing

for small and simple projects.

II Maintenance Methods

Majority of the HEIs adopt and use curative method (run to a halt)

for poor maintenance funds or suffer long delays before maintenance

cash is released. Some combine the use of curative and routine

maintenance methods.

Some of the Directors interviewed agreed that, Planned Preventive

Maintenance Method is the appropriate method, but complained of poor

funding and lack of technical know-how on the part of the technical

staff to implement the method. However, the use of Planned

Preventive Maintenance Method backed up with the use of Maintenance

Control Toolkit could be the alternative.

III Maintenance Budget

Some of the HEIs do not run maintenance budget, they prefer the use

of central budgeting system. Maintenance projects are carried out

whenever there is the need to rescue situations that are going out

of control (curative method). Those HEIs running maintenance

budgets, majority prefer to add certain percentages to the previous

year maintenance budgets for the year running. Some HEIs use the

prevailing market prices of labour, materials and components to add

a lump sum to the previous year budget to make up for the year

running. Some of them use Forecasting.

However, none of the above mentioned techniques are suitable enough

for the preparation of maintenance budgets for the HEIs built

environments.

IV Post Occupancy Evaluations

Majority of the HEIs sampled do not carry out Post Occupancy

Evaluation of their built environments. What they always do that is

near to that is over reliance on letters of complaints from the

assets users.

V Projects Quality Control

Majority of the HEIs are aware of the existence of some regulatory

requirements on environmental protection and maintenance of their

built environments, but do not comply.

Works and services departments of HEIs control project qualities by

enforcing contractors to comply with all projects specifications and

schedules. For personal gains, contractors influence project quality

by using inferior project materials, components and labour.

VI Sustainable Programmes

Majority of the HEIs do not prepare and use sustainable programme

for their built environments at the face of incessant power outages,

lack of or poor supply of drinkable and sanitary water. Other

factors include: poor or lack of adequate drainage systems,

recreational facilities for staffs and students.

Majority of the HEIs students’ lecture rooms and staff offices need

repairs or replacements of some building elements now in dilapidated

conditions. In some HEIs sampled, about 4-6 staff members still

cluster together in a small room without adequate ventilation (no

plans for the expansion of their facilities). No adequate plans for

staff development, especially their technical staffs.

VII Cultural Influences

Majority of the technical staffs cannot interpret projects drawings,

specifications, and schedules. Technical staffs’ attitudes to work

connote dereliction to duties.

Technical staffs’ absenteeism and lateness to work are common.

Official corruption among technical staffs of HEIs in Nigeria

5 Recommendations

In order to effectively manage HEIs assets in Nigeria, the following

are recommended:

Pay special attention to the following sustainable variables as

shown in the diagram below5.1 Figure 10: HEIs Sustainable Variables.

Sustainable Built

ElectricitySupply

WaterSupply

WasteMaint.Budg.et

5.2 Service Satisfaction

It is considered that, to provide effective and

efficient services to consumers or

customers, such services could be transformed from

traditional to electronic

means. Services to be provided by Governments could be

increased effectively

and efficiently by introducing e-governance. It could

be realised that, the

key determinant to the success or failure of e-

government projects is the

e-service quality.

5.3 Best Practice in Construction

Sustainable Built Waste

Maint.Budg.et

It is considered that, best practices in construction

could connote: the use of

new technology; and the way construction projects are

procured and managed.

In addition, part of the advantages of that include

better, faster, cheaper, safer and

easier processes using technology, construction

technology procurement methods,

and effective site management.

See Figure 11: Computerised Maintenance System

Each HEIs works and service department could adopt and use

“Planned Preventive Maintenance Method” in conjunction with

the use of “Maintenance Control Toolkit” which is the

appropriate method to prevent assets failures, prolong the

assets service years, and saves costs.

Each HEIs works and service department could have full

complement of the technical staff. In addition, it could use

in house technical staff for small and simple projects, and

outsourcing for large and complex projects. However, where

outsourcing is adopted and used, the in house technical staff

could carry out the control, monitoring and supervision of

the maintenance projects.

It is a good practice that each HEI to prepare and operate

with maintenance budget. Such maintenance budget could be

prepared from data derived from the reconnaissance survey,

and users’ satisfaction survey of the HEI built environment

at the same time. This type of budget could be adequate and

reliable.

It is also a good practice for the HEI works and services

department to carry out surveys of users’ satisfaction of the

built environment twice in a term time (at the beginning and

at the end). This could enable the department to know the

needs and the feelings of the assets users.

Each HEI works and services department could create a “Project

Quality Control Unit” within the department. The membership

of the unit could be drawn from seasoned professionals from

among the designing consultants and the seasoned in-house

technical staff. In all, the unit could ensure total

compliance to all ISO policies on quality of materials and

workmanship.

Each HEI works and services department could prepare and use

sustainable program me for its built environment. Such a

programme could include three integrated principal factors,

such as: environmental, economic and social. Such a

sustainable programme could include: regular supply of

electricity; drinkable water; regular waste collection; waste

treatment, and waste disposal system; self-cleansing drainage

system; preparation and use of maintenance budget; and

maintenance method. The existing teaching and learning

facilities could be improved upon.

Each HEI could improve on the quality and quantity of

facilities being provided to staff offices and Lecture rooms

regularly. This could be achieved by carrying out surveys of

the Users satisfaction and reconnaissance surveys of the

built environments regularly.

Complaints about noticed defects could be lodged with the HEI

Director of works and services department. As the head of the

department the person could be a seasoned and experienced

professional technically.


annual maintenance budget derived from data collected from

reconnaissance survey of the built environment, and survey of

the assets Users Satisfaction. Such a budget could be

accurate, reliable and dependable.

Each HEI could attach maintenance control toolkit with the

budget proposal to the HEI management for approval and prompt

release of maintenance cash. Such control toolkit include:

Maintenance schedule; Maintenance program me; Jobs

specification; Facility register; Maintenance records; and

history record of the assets.


maintenance control toolkit mentioned above. This could help

in preventing negative cultural influence hindering proper

implementation of maintenance projects.

Each HEI could adopt the appropriate technique for the

preparation and use of annual maintenance budget from data

derived from carrying out reconnaissance survey of the built

environment, and survey of the user’s satisfaction of their

assets. The use of the two surveys could help in assuring

prompt release of maintenance cash by the HEI management.

Each HEI could adopt and use “Planned Preventive Maintenance

Method” as explained above in this chapter. Also, the use of

in-house technical staff could be adopted and used for

executing small and simple projects, and outsourcing for

large and complex maintenance projects. The two strategies

could be combined for use in outsourced maintenance projects

as explained above.

To ensure regular maintenance of HEIs built environments,

effective and efficient maintenance method (Planned

Preventive Method) could be adopted and used. In addition, to

avoid delays in releasing maintenance cash, maintenance

budget derived from reconnaissance and users’ satisfaction

surveys could be carried out. It is a good practice to attach

maintenance control toolkit with the annual budget to ensure

prompt and adequate release of maintenance cash.

Each HEI works and services department could maintain full

complements of technical staff to ensure the combined use of

the duo(outsourcing and in-sourcing)in executing large and

complex maintenance projects as explained above. In addition,

the in-house technical staffs are to control, monitor, and

supervise the projects for quality deliveries.

Authorities of each HEI could design a staff developmental

programme to train works and services department technical

staff. Such staff developmental programme could enable them

to perform their official duties satisfactorily.

Each HEI works and services department could avoid keeping

backlogs of repairs and replacements of defects in staff

offices and lecture rooms by doing the following: It could

use the most effective and efficient procurement strategy;

maintenance method; adequate and reliable budget; survey of

users satisfaction; establishment of a project quality

control unit; and proper implementation of sustainable

program me for the built environment.

To enjoy the support of each HEI chief Executive on

maintenance related issues, the works and services department

could do the following: Could prepare and use maintenance

budget derived from the data derived from reconnaissance

survey of the built environment, and survey of the assets

users satisfaction. In addition, the department could use

maintenance control toolkit as explained above in this

chapter.

Each HEI works and services department could be adequately

staffed technically. Also,

a five to ten year staff developmental programme for

technical staff could be put

in place to train technical staff in order for them

to perform their official

duties satisfactorily.

Implementation of zero carbon emission by specifying the use

of less energy requirements construction materials and

components

Build durable buildings; Make the environments safe; Use

construction materials free from unwanted impurities.

Use alternative source of energy for generating and supplying

of electricity, such as: coal, gas, hydro-electric power and

so on.

Regular maintenance of all plumbing and electrical fittings

and appliances; Provision

of adequate and self-cleansing drainage systems.

Use of computerised systems to determine the time and nature

of maintenance needed by an asset (use of sensors), and the

time lag for asset to be maintained before losing their

maintainability.

Regular training of technical staff on the importance of

Health and safety at site, and enforcement of compliance to

all regulatory requirements

Regular training of technical staff on the importance of

Health and safety at site, and enforcement of compliance to

all regulatory requirements; and evolving of 5 to 10 years

staff development programme for the technical staff in order

to improve their skills and knowledge.

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