DECLARATION

We the undersigned, for the semester project hereby declare that the contents of this

project are the results of our own study and findings to the best of our knowledge; they

have not been presented in any other higher learning institution for any academic award.

PARTICIPANTS:

AKYOO, ELIREHEMA C. ………………………………….

SAID, SONGORO ………………………………….

MOHAMED, SONYBHAI …………………………………

MONDI, BENEDICTO ………………………………….

CHOMBO, DANSTAN ………………………………….

MSAMBWA, THOMAS ………………………………….

Department of Property & Facilities Management,

Ardhi University

Dar es Salaam

SUPERVISOR’S DECRALATION

This report has been presented as a semester project to fulfill the requirement for the

award of B.Sc. degree in Property and Facilities Management of Ardhi University

………………………………. ……………………………….

Dr. H. Kayuza Dr. M. Geho

PROJECT SUPERVISOR. HEAD, DEPARTMENT OF PROPERTY

AND FACILITIES MANAGEMENT

ARDHI UNIVERSITY

DAR ES SALAAM.

i

AKNOWLEDGEMENT

We would like to take this opportunity to acknowledge various individuals for their

contribution to our project. It is quite difficult to acknowledge all people who assisted us

individually. However, we feel highly indebted to the following individuals:-

First, we appreciate the contribution of our supervisor, Dr. H. Kayuza Advanced Diploma

LMV (ARI), MSC. (Construction management) (Herriot-Watt)Phd, KTC Sweden, who

helped us by giving us proper directions during the preparation of this work,

We also convey our appreciation to the ARU Estate Manager Mr. P. Misiru advance

diploma LMV (ARI), MBA (IDM-MZUMBE), ARU ICT director Mr. G. Uhinga and

Switchboard operator Ms Beatrice for supplying us with all required and relevant data of

our study.

Thanks also to all members of the Project panel for their constructive corrections,

counseling and guidelines during our various presentations.

Lastly, despite the acknowledgement, any error, misrepresentation, omission or unfair

opinion that might have appeared in this text, should remain our solely responsibility and

should not be vested to any one acknowledged.

ii

ABSTRACT

Facilities management can be defined as the creation of optimal environment for the organization’s

primary functions, taking an integrated view of the business infrastructure, and using to deliver

customer satisfaction and best value through support for and enhancement of the core business

Atkins (2006).

Recently, it has been recognized that facilities management is a phenomenon which has major

impact on many organization’s primary business. This been the case, the facilities manager has to

keep in touch with a current thinking on best practices to be employed to bring these facilities in a

good conditions so as to support the core business.

Our research intends to examine the facilities management approach used at ARU, available

utilities and infrastructure and factors influencing their deterioration and collapse. The research also

intends to identify the roles of estate manager in charge in managing available utilities and

infrastructures, challenges in utilities and infrastructures management at ARU. And finally to

identify and suggest possible ways or measures to overcame the problem.

“Government delaying or giving insufficient funds for facilities maintenance is the main cause of

deterioration and collapse of utility and infrastructures in higher learning institutions.” This was the

hypothesis of the study. It has been tasted and been proved valid.

The project has been grouped into four chapters. Chapter one gives overviews of general

Introduction, Statement of the problem, Hypothesis, Objectives, Significance of the study Scope of

study and Literature review. Chapter two gives definitions and explanations for major concepts

such as management, facilities, utilities, infrastructure, facilities management and its functions,

importance, its impact on core and non core mission and approaches used. It also gives function of

property manager and facility management performance indicators.

Chapter three deals with the case study of our research giving the introduction on case study,

analysis of available facilities and management approaches toward them. Chapter four concerned

with what was observed during the research and recommendations. The study has concluded that,

the government should give on time sufficient amount of fund for facilities management as it was

requested by ARU estate department.

iii

LIST OF ABBREVIATION

ARISA Ardhi Institute Social Affair

ARU Ardhi University

A/C Air Conditioners

DAWASCO Dar es Salaam Water Supply Company

DICT Director of Information & Communication Technology

ED Estate Department

EE Environmental Engineering

FAP Faculty of Architectural and Planning

FLEE Faculty of Land and Environment Engineering

FM Facility Management

GN Government Notice

ICT Information and Communication Technology

JEMA Joint Environment and development Management Action

PMC Property Management Consultancy

TANESCO Tanzania National Electricity Supply Company

SADE School of Architectural and Design

SCEM School of Construction Economics and Management

SURP School of Urban and Regional Planning

SRES School of Real Estate Studies

SEST School of Environmental Science and Technology

SGSST School of Geospatial Sciences and Technology

TTCL Tanzania Telecommunication Company Limited

UDSM University of Dar s Salaam

iv

LIST OF TABLES

Table 3.1: Outsourced services and their associated firms at ARU ............................ 41

TABLE 3.2: SHOWING SPACE UTILAZATION AT ARU ....................................... 44

Table 4.1 presents variation in requested funds and government approved fund for the development Budget for the period of seven years. ................................................ 49

Table 4.2 presents fund provided for routine maintenance in comparison to the ceiling price which is eighty million. From 2007-2009 ................................................. 49

Table 4.3: Staff establishment and strength for the Estate Department ..................... 52

v

LIST OF FIGURES

FIGURE 1.0: ESTATE DEPARTMENT ORGANISATION STRUCTURE ............. 28

vi

LIST OF PLATES

Plate 3.1: A collapsed concrete bench ............................................................................. 31

vii

TABLE OF CONTENTS

DECLARATION.................................................................................................................i

AKNOWLEDGEMENT...................................................................................................ii

ABSTRACT......................................................................................................................iii

LIST OF ABBREVIATION.............................................................................................iv

LIST OF TABLES.............................................................................................................v

LIST OF FIGURES..........................................................................................................vi

LIST OF PLATES...........................................................................................................vii

TABLE OF CONTENTS...............................................................................................viii

CHAPTER ONE................................................................................................................1

1.0 THE RESEARCH PROBLEM:...............................................................................1

1.1 INTRODUCTION.....................................................................................................1

1.2 STATEMENT OF THE PROBLEM.........................................................................2

1.3 HYPOTHESIS...........................................................................................................2

1.4 OBJECTIVES............................................................................................................2

1.5 SIGNIFICANCE OF THE STUDY...........................................................................2

1.6 SCOPE OF THE STUDY:.........................................................................................3

1.7 LIMITATIONS OF THE STUDY:............................................................................3

1.8 LITERATURE REVIEW..........................................................................................3

1.9 RESEARCH METHODOLOGY...............................................................................9

1.10 CONCLUSION........................................................................................................9

CHAPTER TWO.............................................................................................................10

THE CONCEPT OF FACILITIES MANAGEMENT.................................................10

2.0 INTRODUCTION.................................................................................................10viii

2.1 DEFINITION OF MANAGEMENT.....................................................................10

2.2. WHAT IS FACILITIES MANAGEMENT...........................................................11

2.3 WHAT ARE FACILITIES....................................................................................16

2.4 INFRASTRUCTURE..............................................................................................16

2.5 UTILITIES...............................................................................................................17

2.6 DIFFERENCE BETWEEN FACILITIES MANAGEMENT AND TRADITIONAL PROPERTY MANAGEMENT.........................................................18

2.7 FUNCTIONS OF THE FACILITIES MANAGER...............................................18

2.8 FACILITIES MANAGEMENT PERFORMANCE INDICATORS.....................20

2.9 IMPACT OF FACILITIES IN HIGHER LEARNING INSTITUTION...............23

2.10 CONCLUSION....................................................................................................24

CHAPTER THREE.........................................................................................................25

FACILITIES MANAGEMENT AT ARDHI UNIVERSITY.......................................25

3.0 INTRODUCTION...................................................................................................25

3.1 HISTORICAL BACKGROUND OF ARDHI UNIVERSITY..............................25

3.2 LOCATION AND LOCALITY............................................................................26

3.3 MISSION, OBJECTIVES AND FUNCTION OF ARU.......................................26

3.4 ESTATE MANAGEMENT DEPARTMENT AT ARU......................................27

3.5 AVAILABLE FACILITIES AND THEIR CONDITONS AT ARU......................28

3.6 FACILITIES MANAGEMENT APPROACH AT ARU......................................40

3.7 IMPACTS OF FACILITIES MANAGEMENT APPROACH TO FACILITIES IN ARU...............................................................................................................................46

3.8 C0NCLUSION.......................................................................................................47

ix

CHAPTER FOUR...........................................................................................................48

OBSERVATION, RECOMMENDATIONS AND CONCLUSION.............................48

4.0. INTRODUCTION.................................................................................................48

4.1 OBSERVATIONS.................................................................................................48

4.2 RECOMMENDATIONS.......................................................................................53

REFERENCES................................................................................................................56

APPENDICES ………………………………………………………………………….. I

x

CHAPTER ONE

1.0 THE RESEARCH PROBLEM:

1.1 INTRODUCTION

In recent years the government of Tanzania has been emphasizing on the aspect of

increasing literacy rate in higher learning institutions. Underlying to this situation there

have been a dramatic increase in the number of students enrolled in Universities

Among accredited higher learning institutions in Tanzania just a few have made notable

changes to their campus facilities, some merely added to or modernized a handful of

buildings and facilities, yet against the increase of people enrolled in Universities some of

the facilities are still the way they were in prior years while others are deteriorating

and/or collapsing .

Basically, most of the higher learning institutions such as ARU, based on training,

consultancy, and research as their core mission, through achieving such objectives there

have been a plenty of facilities like buildings, utilities, and infrastructure which provides

favorable, supportive and facilitative environment to users so as to achieve the

institutions’ core mission.

In doing so, there have been Facilities Management departments established to assure

that the facilities are well managed to support the institutions to work in their full

cooperative way.

Even though there have been establishment of estate Management practices, most of the

institutions still view the provision, operation and maintenance of facilities as a minor

activity with no or less impact in attaining their core mission, which has lead to the

statement of the problem hereunder.

1

1.2 STATEMENT OF THE PROBLEM

Facilities management is practiced in many institutions in Tanzania and all over the

world. Facilities management varies in accordance with the institution’s missions.

Facilities are managed to create an environment that supports the core objectives of that

institutions which in the case of Ardhi University includes training, counseling and

research. At Ardhi University facilities management is practiced, but some of facilities

seem to deteriorate and literally collapse. These include electricity, car parking’s, air

conditioners, water supply systems, pathways, storm water drainage systems as well as

access roads. To continue offering services in an acceptable standards, all facilities have

need of maintenance of some kinds, but facilities maintenance is expensive and requires

timely and sufficient maintenance budget.

1.3 HYPOTHESIS

“Government delaying or giving insufficient funds for facilities maintenance is the main

cause of deterioration and collapse of facilities in higher learning institutions”

1.4 OBJECTIVES

i. To examine the facilities management approach used at ARU and various

factors influencing deterioration and collapse of facilities.

ii. To identify the roles of the estate manager in charge in managing available

facilities at ARU.

iii. To examine challenges in facilities management in higher learning

institutions.

iv. To identify and suggest possible ways or measures to overcome the problem

of deterioration and collapse of facilities in higher learning institutions.

v. To provide basis for other coming researchers.

1.5 SIGNIFICANCE OF THE STUDY

The study will provide relative and useful information to ARU community and

responsible authorities, which will help in tackling the problem of deterioration and

collapse of utilities and infrastructures. It will also provide a base which will pave away

2

to forthcoming researchers to work upon for further solutions in utilities and

infrastructures management.

1.6 SCOPE OF THE STUDY:

The study will focus on the facility management at higher learning institutions basing on

the case of utilities and infrastructure. Ardhi University is chosen as a case study area as

it represents a distinctive case of higher learning institutions in utilities and infrastructure

management.

1.7 LIMITATIONS OF THE STUDY:

Time limitation. The time allocated to conduct this study was not enough, more

times was required.

Insufficient fund to carryout research, as it involves stationary expenses.

1.8 LITERATURE REVIEW

Different writers have tried to the best of their knowledge to study, write and provide

their own understanding on the concept of facilities management.

Alexander et al (2004) Provided that, Facilities management evolved over the years with

the changing nature of the sector’s work. Facilities management is believed to have first

originated in the US in the 1960s with the growing practices of banks to outsource the

processing of credit card transactions.

In the 1980s, it emerged as ‘the development, co-ordination and control of the non- core

specialist services necessary for an organisation to successfully achieve its principal

objectives’. (US Library of Congress 1989)

In an earlier contribution, Grimshaw (1999) looked at Facilities Management in the wider

context of the social, economic and political changes that were taking place at the end of

twentieth century. He argued that the core of facilities management relates to managing

the changes that are taking place in the relationship between organizations, their

3

employees and their facilities, all of which are being fundamentally changed by external

forces.

Historically, the management of an organization was according to traditional (property)

management ways. The traditional (property) management was simply viewed as the

supervision and direction of an interest on landed property with the aim of securing an

optimum return. (Thorncroft 1965).

Most of the organizations used this approach because they were very small, simple and

less administrative staff based organizations and the fact that there was limited

technology. Thus only inter-disciplinary knowledge with few administrative staff was

required to manage the organization, where administrative staff managed the assets,

property and financial officers would give advice on manners concerning co-operate

policy.

It reached a time where non-profit making organizations or institutions, government

agencies, corporations found it unsatisfactory to run all these fragmented responsibilities ,

as there was no single person or group coordinating all these facilities decisions making

some work to delay or kept stagnant, therefore it was found necessary to revolutionize the

traditional management of these capital assets to the new structure , there should be

accountability and single source of responsibilities of the goal.

Slowly, Facilities management displaced real estate management for many organizations,

being seen to offer more than an accountant prospective of the real estate portfolio. Once

it became clear that, there was more to ownership of real estate than trading an asset.

Businesses began to look at how the total costs of real estate ownership implicated on

profitability, hence the emergence of facilities management which overcame the

fragmented management of facilities (Property management).

4

According to (Barrett and David, 2003), facilities management has been one of the fastest

growing professional disciplines for some years both in terms of volume and diversity of

commercial activity. However a widely accepted and implemented body of knowledge is

still lacking.

Barrett (1995) saw it as an integrated approach to maintaining, improving and adopting

the building of an organization in order to create an environment that strongly supports

the primary objectives of that organization.

The establishment of any organization is of particular and clearly defined mission that all

stake holders expect to deliver from, both at present and in future time. For any

organization to achieve its pre defined objective there should be a conducive, supportive

and facilitative environment to an organization’s own and/or outsourced expertise.

Organization’s own facilities are the most influential factor towards better or poor

performance of an organization. Atkins (2006), noted that modern and well designed

facilities within an organization creates an optimal environment for the organization’s

primary functions enables customers to deliver their satisfaction and best value through

support for any enhancement of the core business.

In the UK and other European countries facilities management has a wider definition than

simply the management of buildings and services. The definition of FM provided by the

European Committee for Standardizations (CEN) and ratified by BSI British Standards

Institute is: “Facilities management is the integration of processes within an organisation

to maintain and develop the agreed services which support and improve the effectiveness

of its primary activities”.

The British Institute of Facilities Management has formally adopted the CEN definition

but also offers a slightly simpler description; "Facilities management is the integration of

multi-disciplinary activities within the built environment and the management of their

impact upon people and the workplace". (BIFM, 2001)

5

If buildings are developed but not supplied with other facilities that will offer an

important services to users, they could have not been interesting to work or live in.

(Lee, 1987, Plat 2001) noted that, users do not need the building as it is, but the service to

be generated by the building over time of occupancy in the property and strategic

planning.

Alexander et al (2004), argues that; facilities are central parts of the power relationship

that governs work. They play a key role in the symbolism that supports individual

identity conveyed by work, and also are part of communications structure of working

culture, this stimulates a better understanding of the complex social interactions facilities

management is dealing with.

Backer (1997) noted that; facilities management can be passive and merely an instrument

of central management policy, it can also be an active agent to promote social change that

integrated its technical, economic and social skills to promote social changes for the

benefit of all.

According to Mills (1997), Buildings should detail the external conditions and limitations

with which the services design will comply. These include for example maximum

demands, which the public utilities can provide, the storm conditions with which external

drainage system will be designed to cope. Building services must also contain as precise

definition as possible of the services and conditions required in each part of building in

relation to the activities, equipment and population proposed and their relationships. It is

quiet true that the value of the building and/ or land is enhanced by presence of services

which needs to be well managed.

Effective facilities management, combining resources and activities, is vital to the

success of any organisation. At a corporate level, it contributes to the delivery of strategic

and operational objectives. On a day-to day level, effective facilities management

6

provides a safe and efficient working environment, which is essential to the performance

of any business – whatever its size and scope.

 

Within this fast growing professional discipline, facilities managers have extensive

responsibilities for providing, maintaining and developing myriad services. These range

from property strategy, space management and communications infrastructure to building

maintenance, administration and contract management.

Bernard Williams Associates (1999) defines facilities as “the premises and services

required to accommodate and facilitate business activity” .In other words, Facilities are

the infrastructures that support business.

Moyo et al (2002) stipulated out that, facilities management comprises not only all

aspects of planning, design, maintenance and operation of building equipments and

mechanical instillations but also the management of all services needed by staffs or

machineries.

In wider range, facilities Management covers a range of services that include real estate

management, financial management, human resource management, health and safety and

contract management. It also covers building maintenance, domestic services such as

cleaning, security and utilities supplies. (Atkins and Adrian 2002).

Alexander (1996) and other authors acknowledge the need to consider functions and

duties of facilities management at four levels; corporate, strategic, tactical and

operational.

Corporate level, senior managers with responsibilities for facilities must contribute to

service planning, formulate policy and undertake scenario planning. This requires a full

understanding of the corporate culture and the levels to which responsibilities and

authorities are devolved.

7

Strategic level, managers carry responsibilities for effective business planning of the

facilities services, leadership of the team and development of the proposals for

developing facilities.

Tactical level, the facilities manager ensures services quality, manages value and

implements risk management strategies. The facilities manager ensures operational

control through auditing and monitoring performance. Responsibilities for delivering an

innovative service should be effectively delegated to service providers.

Operational level, the facilities manger, is responsible for the operation and maintenance

of buildings and for the delivery of services.

The recognition of these levels of activity explains and clarifies the different

interpretations of the concepts, methods and techniques of facilities management and can

help to resolve confusion that might surround its development and application.

Generally, from all these different understandings on facilities management as provided

by different writers, facilities management and property management are two different

aspects recently one being replaced by the other (facilities management replacing

property/traditional management).

Property management dealt with the management of only a property as a physical

structure and a Land Lord-Tenant relation ship where the property manager being the

Land Lord agent involved in rent collection and renewal, letting and leasing the property,

while ignoring some important aspects in the whole process of managing the property.

With modern property management as regarded as the facilities management is replacing

property management because the activity is very demanding which requires

understanding, ability, technical and organizational skills and resources in the whole

process of management. It also places the non-core business at the service of the core

8

business so as to protect an organisation’s capital investment in real estate and helps turn

a cost item into one of added value.

Thus, Facilities management can be summarized as the management of buildings and

services that requires multi-disciplinary outlook, with a broader/wider knowledge on the

contributions of facilities in providing working/operational environment for an

organisation to achieve its core objective.

1.9 RESEARCH METHODOLOGY

1.9.1 Research Methods

The study has been made possible using various methods in the collection and gathering

of data. These include direct observation, direct interview, Literature review ranging from

thesis, books, journals, workshop papers and materials related to our study

1.9.2 Data Analysis and Presentation

Methods used in data presentation include tables, photographs, and in data analysis

statistical analysis such as percentage.

1.10 CONCLUSION

This chapter provided an introduction to the study. It highlights the background of the

problem, objective of the study, significance of the study and scope of the study.

Moreover it stated the hypothesis, research methods and different readings about the

subject matter

9

CHAPTER TWO

THE CONCEPT OF FACILITIES MANAGEMENT

2.0 INTRODUCTION

The concept of facility management is wide; it involves the management of buildings and

their associated services. It has emerged as the development, co-ordination and control of

the non-core specialist services necessary for an organisation to successfully achieve its

principal objectives, by making sure that all services are put to the best of its use.

This chapter attempts to highlight the essential concepts of facilities management, by

looking on the definition of facilities management, basic function of facilities

management, facilities management approaches, FM performance indicators, importance

of facilities management, impacts of facilities management approach on facilities in

higher learning institutions and finally the sum up of the entire chapter.

2.1 DEFINITION OF MANAGEMENT

Management in all business and human organization activity is simply the act of getting

people together to accomplish desired goals. Management comprises planning,

organizing, staffing, leading or directing, and controlling an organization (a group of one

or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing

encompasses the deployment and manipulation of human resources, financial resources,

technological resources, and natural resources.

Drucker, P (1909–2005) defined Management as an Organization and coordination of the

activities of an enterprise in accordance with certain policies and in achievement of

clearly defined objectives. Management is often included as a factor of production along

with machines, materials, and money.

10

2.2. WHAT IS FACILITIES MANAGEMENT

2.2.1. Definition of Facilities Management

Atkin (2006), defined facilities management as the creation of optimal environment for

the organization’s primary functions, taking an integrated view of the business

infrastructure, and using to deliver customer satisfaction and best value through support

for and enhancement of the core business. This definition can be developed to describe

facilities management as something that will:-

Deliver effective responsive services

Enable changes in the use of space in the future

Sweat the asset, i.e. make them highly cost effective

Create competitive advantage for the organization’s core business

Enhance the organization’s culture and image

Barrett (2002) saw facilities management as strategically integrated approach to

maintaining, improving and adopting the building of an organization in order to create an

environment that strongly supports the primary objectives of that organization.

Facilities management can be summarized as the management of buildings and services

that requires multi-disciplinary outlook, with a broader/wider knowledge on the

contributions of facilities in providing working/operational environment for an

organisation to achieve its core objectives through various management functions.

2.2.2. Functions of facilities management

Management operates through various functions, often classified as planning, organizing,

leading/motivating, and controlling, as narrated here under:-

Planning; in organisations and public policy is both the organisational process of

creating and maintaining a plan; and the psychological process of thinking about the

activities required to create a desired goal on some scale. As such, it is a fundamental

property of intelligent behavior. This thought process is essential to the creation and

refinement of a plan, or integration of it with other plans, that is, it combines forecasting 11

of developments with the preparation of scenarios of how to react to them. The Facilities

managers are involve in deciding what needs to happen in the future (today, next week,

next month, next year, over the next 5 years, etc.) and generating plans for action to be

taken regarding the facilities management.

Organising: (Implementation) through this stage the facilities planning ensures the

making optimum use of the resources required to enable the successful carrying out of

plans.

From a company point of view, is the management function that usually follows after and

the assignment of authority and allocation of resources across the organisation

Staffing: In this stage it involves the Job Analyzing, recruitment, and hiring individuals

for appropriate jobs within the facilities managerial departments.

After an organisation's structural design is in place, it needs people with the right skills,

knowledge, and abilities to fill in that structure. People are an organization’s most

important resource, because people either create or undermine an organisation's

reputation for quality in both products and services.

In addition, an organisation must respond to change effectively in order to remain

competitive. The right staff can carry an organization through a period of change and

ensure its future success. Because of the importance of hiring and maintaining a

committed and competent staff, effective human resource management is crucial to the

success of all organizations, thus enables in a well and effective facilities management

practice.

Leading: here it’s a process of social influence in which the facilities planner is able to

enlist the aid and support of the others in the accomplishment of a common task. During

this process there is determination of what needs to be done in a situation and getting

people to do it.

12

According to Allan Keith of Gentech, leadership is ultimately about creating a way for

people to contribute to making something extraordinary happen, thus leadership is a

situational interaction, functional, behavioral, power, vision and value, charisma and

intelligence among others.

Controlling: This involves the monitoring, checking progress against plans, which may

need modification based on feedback.

Whereby, control is one of the managerial functions like planning, organizing, staffing

and directing. It is an important function because it helps to check the errors and to take

the corrective action so that deviation from standards are minimized and stated goals

ofthe organization are achieved in desired manner.

According to modern concepts, control is a foreseeing action whereas earlier concept of

control was used only when errors were detected. During this stage the management set

standards, measuring actual performance and taking corrective action. Thus, control

comprises these three main activities

Robert J. Mockler presented a more comprehensive definition of managerial control:

Management control can be defined as a systematic effort by business management to

compare performance to predetermined standards, plans, or objectives in order to

determine whether performance is in line with these standards and presumably in order to

take any remedial action required to see that human and other corporate resources are

being used in the most effective and efficient way possible in achieving corporate

objectives.

Motivating is the process of stimulating an individual to take action that will accomplish

a desired goal. It involves the set of reasons that determines one to engage in a particular

behavior. The term is generally used for human motivation but, theoretically, it can be

used to describe the causes for animal behavior as well. According to various theories,

13

motivation may be rooted in the basic need to minimize physical pain and maximize

pleasure, or it may include specific needs such as eating and resting, or a desired object,

hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as

altruism, morality, or avoiding mortality.

Coordination is the act of coordinating, making different people or things work together

for a goal or effect.

2.2.3. Importance of facilities management

Facilities management is a central part of the power relationship that governs work. It

plays a key role in the symbolism that supports individual identity conveyed by work,

and also are part of communications structure of working culture, this stimulates a better

understanding of the complex social interactions facilities management is dealing with.

These include:-

Facility management enables organisations to better control their potentially cost.

The cost of workplace provision is a key ingredient in the overall cost equation

and will maintain cost as the key driver of workplace design.

Property and facilities operations with greater reporting functionality enabling

employees at every level to optimise their tasks. This is possible because

employees increase capacity to innovate within the supply chain and knowledge is

shared along supply chain.

Help the organisation to gain better control of their assets. As most of

organisations achieve their operations through the use of facilities. Through the

facilities management the organisation understands the available facilities within

the organisation and all operations upon the facilities.

Provide great support in providing conducive environment in achieving the core

mission of an organisation, by integrating supporting services of an organization.

14

Helps in the managing and maintaining the efficient operation of the built

environment, space utilization and workplace planning in order to improve

performance required.

The importance of facilities management is attained through various facilities

management approaches.

2.2.4. Facilities management approaches

Facilities management approaches are grouped into three main categories;

a) In –house management,

Under this approach, an organisation uses its own full time employed team or

labour to manage and oversee the daily and long term facilities management

services. In-house employed team must be able to adopt to meet changes in

requirements in order to support the core business effectively and provide best

value. This adaptation will depend upon skills and capacities of employees and

their willingness to continue in training and development. It is essential that the in

house team recognize that they should operate in the same way as would an

external service provider and that they will be judged on a similar basis. The in

house team should be examined for its efficiency and effectiveness.(Atkin &

Adrian, 2005 p.84-85)

b) Outsourced management,

In this approach an organisation contracts with an external firm(s) to carry out all

the facilities management activities on its behalf for a specific period of time, with

a certain pre-agreed payment (commission) to the agent as stated with in the

contract. Outsourcing management approach is categorised/classified under:-

Managing agent

Under this form, a client organisation (property owner) employs an agent

under contract who will be acting as the client’s representative in all

aspects of the management of the property, under this arrangement the

15

subcontractors are under contract to the appointed contractor and not the

client.

Managing Contractor

Under this form, a client organisation (property owner) employs the

contractor to take responsibility for engaging and managing the various

contracts for a fee (commission).

Its constraints are, there is delay on flow of information due to long chain

of command, and the property owner is rarely involved in management.

Advantages, it’s not expensive with best value.

Total facilities management

Under total facilities management, a client organisation (property owner)

establishes a single point of responsibility with one contractor who will be

providing all management services giving the contractor enough capacity

in managing various services effectively. It is considered to be the best

outsource approach because it is moderately exposed to risk. (Atkin &

Adrian, 2005)

c) Mixed management approach

In this approach, an organisation uses both the private hired firm(s) and its direct

employed team to manage the property/facilities. Under this, both the in house and

contract approach are used, each depends on the size, nature of work, the skills required

to perform the work.

2.3 WHAT ARE FACILITIES

Bernard Williams Associates (1999) defines facilities as “the premises and services

required accommodating and facilitating business activity” .In other words, Facilities are

the infrastructures that support business. Facility is something designed and created to

serve a particular function and to afford a particular convenience or service. For example

buildings, services, and major infrastructures.

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2.4 INFRASTRUCTURE

Infrastructure can be defined as physical assets that are capable of an intended service

delivery, and which comprise of immovable assets such as the built environment

including roads ,bridges, and asset that relate to community services such as public land

and parks, and flexibility assets such as sewage systems, power etc, including their

system and machinery and computer hardware.

Infrastructure system is an integrated structured network of interdependent entities that

enable the service delivery capability of rigid and flexible physical assets that are

inherent to infrastructure.

It also refers to the facilities, systems and equipment required to provide public services

and support private sector economic activity including network infrastructure (e.g., roads,

bridges, water and wastewater systems, large information technology systems), buildings

(e.g., hospitals, schools, courts), and machinery and equipment (e.g., medical equipment,

research equipment).

Apart from those it can be defined as the basic physical and organisation structures (e.g.

roads, drains, pathways, water system), required to enable the development of society or

organisation.

Infrastructures can be grouped into physical and social infrastructure, whereby

2.4.1. Social infrastructure;

Are those infrastructures and mechanisms that ensure the provision of social amenities,

such as education, health care, community development, income distribution,

employment and social welfare.

2.4.2. Physical infrastructure;

Refers to those services derived from the set of public works, traditionally supported by

the public sector to enhance private sector production, allowing household consumption

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and improving the built environment. It includes roads, drains system, pathways, and

water system. (Kessy 2002).

2.5 UTILITIES

The term utility has different meaning in different perspectives. In Real Estate

perspective; the term utilities is defined as a commodity or service, it can also refers to

the set of services provided by organizations consumed by the public such as electricity,

natural gas, water and sewage ,Telephone services.

Merriam Webster’s Dictionary defines utility as a commodity provided by public utility

as well as equipments or materials used in providing such services or commodity.

Utilities can be either private or public utilities; private owned utilities are desired for

making profit to the owner. While public owned utilities include cooperative and

municipal utilities. Municipal utilities may actually include territories outside the city

limits or may not even serve the entire city. Cooperative utilities are owned by the

customers they serve.

The most common utilities found in a building include water supply, electricity, air

conditioners and telephone services.

2.6 DIFFERENCE BETWEEN FACILITIES MANAGEMENT AND TRADITIONAL PROPERTY MANAGEMENT

Property management deals with the management of only a property as a physical

structure and a Land Lord-Tenant relationship where the property Manager being the

Land Lord agent involved in rent collection and renewal, letting and leasing the property,

while ignoring some important aspects in the whole process of managing the property.

With modern property management as regarded as the facilities management is replacing

property management because the activity is very demanding and requires understanding,

ability, technical and organizational skills and resources in the whole process of

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management. It also places the non-core business at the service of the core business so as

to protect an organisation’s capital investment in real estate and helps turn a cost item

into one of added value.

2.7 FUNCTIONS OF A FACILITIES MANAGER

A Facilities Manager is a professional trained person who is responsible for managing all

aspects of a facility or facilities.

2.7.1. Facility Manager may operate at a:-

Strategic level, making very high level decisions and contributing to strategic planning;

Operational management level, dealing with more technical issues such as repairs,

maintenance, security and cleaning.

Thus, the primary function of Facility Manager is to manage and maintain the efficiency

operation of the "built environment, where by his/her duties include:-

To ensure that services are delivered in a way that contributes to the productivity

and profitability of those people who utilize a facility;

To reduce the impact of the use of facilities on the environment;

To minimize operational life cycle costs of facilities;

To ensure that repairs and maintenance, security and cleaning as well as more

highly technical services required for the efficient operation of a facility are well

provided.

Alexander et al (1996) acknowledged the need to consider functions and duties of

facilities managers at four levels; corporate, strategic, tactical and operational.

a) Corporate level,

Senior managers with responsibilities for facilities must contribute to service planning,

formulate policy and undertake scenario planning. This requires a full understanding of

the corporate culture and the levels to which responsibilities and authorities are devolved.

b) Strategic level,

Managers carry responsibilities for effective business planning of the facilities services,

leadership of the team and development of the proposals for developing facilities.

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c) Tactical level,

The facilities manager ensures service quality, manages value and implements risk

management strategies. The facilities manager ensures operational control through

auditing and monitoring performance. Responsibilities for delivering an innovative

service should be effectively delegated to service providers.

d) Operational level,

The facilities manager is responsible for the operation and maintenance of buildings and

for the delivery of the services.

These operations may well be judged if they manage to perform in the best capability in

accordance to the facilities management performance indicators.

2.8 FACILITIES MANAGEMENT PERFORMANCE INDICATORS.

Most business decisions are based on a combination of hard data and soft information.

Intuitive synthesis has been found to be positively associated with organisational

performance in unstable environment (Khatri and Ng, 2002).

Many modern organisations are influenced by a lot of occupation risks that poses

profession hardship to managers when dealing with them. Falconer, (2002) notes the

difficulty with controlling risks in work processes, noting that occupational injuries and

illness are frequently due to failures in work systems and badly enough signals of failure

are often widen as many work systems are complex, dynamic, opaque and uncertain.

In understanding how these failures are reflected in current facilities management

performance assessment, five indicators (i.e. Flexibility, safety, space utilisation,

maintenance management and value for money) are elaborated here below to provide

basis for recognising facilities management decisions.

2.8.1. Flexibility

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The degree of physical flexibility is a major feature of facilities. The advancement in

information technology and telecommunications systems has made work places even

more flexible and difficult to control to managers. So, flexibility to accommodate new

patterns of working, as well as rescaling of departmental size to accommodate

employment growth or shrinkage should reflect an operational aspect of flexibility and

management services of the available organisational facilities to match with the situation.

2.8.2. Provision of safe environment

For an organisation to perform at the desired level, it should be characterised by safe

operational environment to its members so as to allow them deliver their contributions to

the maximum in an organisation production processes. Any facilities management service

should aim at providing safe working environment to an organisation’s members. Safe

working environment within an organisation is the key to the higher performance of the

organisation.

2.8.3. Effective utilisation of space

Effective utilisation of space is frequently quite high on the agenda for measuring facility

efficiency. All available physical spaces within an organisation should be operationally

fully occupied to avoid wastage of organisational resources that may be used to manage

spaces that might not be excluded in the whole process of organisational

management .Effective utilisation of spaces indicates that an organisation is operationally

well performing.

2.8.4. Management of maintenance

Organisation’s facilities are subjected to wear and tear (deterioration) and perhaps

collapse, where some need to be repaired and/or replaced depending on the degree of

deterioration and it is this process known as maintenance. Any facility maintenance

should be for the best value for money, where there should be a proper maintenance in

timing and replacement of unrepaired facilities while repairing the only possible to

upkeep them for further organisation’s working time.

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Maintenance isn’t just a matter of fixing a leaky faucet here and there. Properties require

several different types of maintenance. Although every type of maintenance is critical,

each should be responded to and handled in a unique way. Maintenance is classified

under:-

Emergency or unplanned maintenance

Emergency maintenance is the work that must be done immediately in order to prevent

further property damage or minimize the chance of endangering people. The most

common maintenance emergencies typically involve plumbing or electrical problems. For

example, leaking of pressurised pipe within a property, this need to be repaired

immediately so as to prevent further water lose, and electrical fault.

Preventive maintenance

A sound preventive maintenance program can increase cash flow and reduce the number

of maintenance emergencies to facilities. Preventive maintenance is the regularly

scheduled inspection and maintenance performed to extend the operating life of a

property. Although preventive maintenance requires both the facilities manager and users

cooperation, it often includes annual maintenance surveys or inspections of the rental

unit’s interior.

Preventive maintenance can often address problems when the conditions are still minor,

thus saving significantly over future emergency repairs or replacement. It also reduces

the cost of maintenance labour, because maintenance personnel can work more efficiently

by having all the necessary tools, parts, and supplies on hand.

Corrective maintenance

This involves work performed to restore a facility to operation, to an acceptable Standard.

Although planning and performing preventive maintenance work is usually cheaper than

fixing or replacing items, the reality is that if something breaks, it must be fixed or

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replaced on time, which is what corrective maintenance covers. Consequently, the most

common maintenance requests are for corrective maintenance.

Even with the best preventive maintenance in place, corrective maintenance is a normal

part of any maintenance program. Any Facility can, and eventually will, break or need

attention with normal usage, including water pipes and sinks that clog, roofs or windows

that leak, doors that stick, and appliances that malfunction. The key to best facilities

management often depends upon whether there is a system for efficiently accepting and

responding to the maintenance requests.

2.8.5. Value for money

This is an instructive indicator of highly aggregated performance. Defining value for

money requires a range of other indicators explained above, be measured and evaluated

as all should be meant to make the best use of organisation’s both capital assets and

liquid assets. Value for money in the context of facilities management depends on quality

of services as well as price or cost of that particular service. Value for products may be of

low quality to low price, or high quality on moderate price which is to be rationally

opted.

2.9 IMPACT OF FACILITIES IN HIGHER LEARNING INSTITUTION

2.9.1 Impact on core mission:

Facilities are vital elements of any higher learning institution’s physical well being and

quality academic life, because modern educational, research and consultancy delivery

models rely on the services as they are provided by available facilities. These systems are

provided to facilitate the delivery of academic materials, equipments, people and

information safely and reliably.

The linkage between systems and services that are offered is critical because the

institutions and people that manage, operate and maintain them are as important as the

physical assets.

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Well managed facilities offer good communication; easier information transfer and

proper academic minds set to the academic community, thus enabling the achievement of

the core mission, while the opposite tells other wise.

2.9.2. Impact on non-core mission

Apart from supporting core mission of an institution, some facilities offer other services

in supporting other needs of an institution’s community. It is scientifically provided that

for the people to be in position of good learning moods, they should live in a reasonable

safe environment, healthier environment and have a reasonable time for recreation.

Modern and properly managed Infrastructures such as play grounds (foot ball pitches,

Netball pitches, Volleyball pitches, Basket ball pitches, Gardens, Swimming pool etc),

security system and utilities such as internet services offer all these to the academic

community.

Also facilities such as auxiliary facilities (dispensaries) do provide well health service

due to the available utilities and infrastructures, for example the medical stores do require

full time air conditioner and equitable water supply to provide cool environment to

medicines stored within, thus without well managed infrastructures and utilities some non

core activities may be hindered to deliver good and reliable service.

2.10 CONCLUSION

This chapter has dealt with the discussion of facilities management basing on utilities and

infrastructure where by their definitions, classifications has been discussed. In the

operation of facilities management, critically we discussed roles of facility manager and

pointed out clearly the difference between facilities management and tradition property

management. In facilities management we have considered the importance of facilities

management in supporting an organisation’s core mission, we also discussed the facilities

management performance indicators in details.

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Moreover, the proper application of facilities management techniques will enable an

organisation to provide the right environment for conducting their core missions on a cost

effective and value for money. Hence an organisation should be able to show that they

are getting best value for their money

CHAPTER THREE

FACILITIES MANAGEMENT AT ARDHI UNIVERSITY

3.0 INTRODUCTION

3.1 HISTORICAL BACKGROUND OF ARDHI UNIVERSITY

The history of Ardhi University dates back to 1956 when a “Surveying Training School”

offering land surveying technician certificate courses was established at Mgulani

Salvation Army in Dar es Salaam.

The school was moved to the present location “The Observation Hill” in 1958. In 1972,

the two-year diploma programs in the field of land surveying and land management and

valuation was established. In the same year a three year Diploma course in Urban and

Rural planning was established. In the late 1970’s the Building design and Quantity

surveying programs were introduced.

By the Act No. 35 of 1975 Ardhi Institute was made a parastatal organisation and enabled

to extend the two-year courses to three years. Later in 1975 all the three years diploma

courses were upgraded to Advanced Diploma level. The building Design and Building

Economics courses started in 1976 and 1978 respectively. In 1979 the Centre for Housing

Studies was established as a joint project between the government of Tanzania and The

Netherlands. The Centre has now grown into Institute of Human Settlement Studies. In

earlier 1980’s the Public Health Engineering (now Environmental Engineering) course

was established.

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In 1996 the Ardhi Institute was affiliated with University of Dar es salaam and become a

constituent college of the University of Dar es salaam namely University College of

Lands and Architectural Studies (UCLAS). Two legal instrument namely Government

Notice (GN) number 148 of June 29th 1996 and University of Dar es salaam (UDSM) Act

No. of 1970 are the basis for establishment of UCLAS. UCLAS was in the year 2007

transformed in to Ardhi University (ARU) by Universities Act No. 7 of 2005 and Ardhi

University Charter of 2007.

Among the major transformation is the changes observed in the academic units where by

the former two faculties (FAP and FLEE) each has been transformed into three schools

namely SADE, SCEM, SURP, SRES, SEST, and SGSST.

3.2 LOCATION AND LOCALITY

Ardhi University is located approximately 10km from Dar es Salaam city center, Ardhi

University is bordered with Makongo and Lugalo in the north, Mlalakuwa suburb in the

east, in the west is bordered with University of Dar es salaam and to the west Makongo.

It covers an area of about 10.3km2.

3.3 MISSION, OBJECTIVES AND FUNCTION OF ARU

3.3.1. Mission

The core mission of Ardhi University is training, consultancy and research on land

matters, environmental management and development of human settlement, all aiming in

provision of an excellent academic centre.

3.3.2. Objectives

The objective of ARU is to provide highly competent professionals in management both

in land and property, environmental management and human settlement, and application

of their fields in participating fully and lead the national transformation in all matters

concerning land.

3.3.3. Functions26

The main function of ARU is to provide training, research and consultancy, by

conducting quality and practice-oriented programs also by employing modern technology

and management techniques in the provision of training, research and consultancy.

In order for the University to attain these functions, it is supplied with a number of

facilities that provide conducive environment to the community. In order for these

facilities to continue performing their work to an acceptable standard, they are placed

under the control of the Estate management department.

3.4 ESTATE MANAGEMENT DEPARTMENT AT ARU

ARU Estate management department is responsible for the management of all facilities available at the campus.

3.4.1. Structure of the estates department

The organisation structure within Estate Department is as shown in Figure 1.0 below

HEAD TRANSPORT SERVICES

ESTATE MANAGER

HEAD MAINTENACE

COSTRUCTION

SUPERVISION AND

QUALITY ASSURANCE

EMERGENCY MAINTENANCECREW

HEAD ADMINISTRATION UNIT

OMS

HEAD

PHYSICAL

ENVIRONMENT

SERVICE

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FIGURE 1.0: ESTATE DEPARTMENT ORGANISATION STRUCTURE

Source: Estate Management department. (2009)

3.4.1 Aims of the Estate management department at ARU

The Estate Department (ED) at Ardhi University was established in the late 1970s as a

supporting department responsible for the then Ardhi Institute’s Estate management. The

main aims of the department then and now include the following:-

To facilitate and carrying out maintenance of all University buildings,

infrastructure and equipments.

To link with utility agencies to ensure regular maintenance of community services

such as fumigation in Ardhi university premises.

To facilitate the proper furnishing of University buildings

To ensure that the campus has a good and sustainable environment through proper

landscaping and cleaning.

To facilitate provision of security to the University community, Properties and

premises.

To facilitate the provision of transport services to Ardhi university community.

To oversee building construction activities within the college.

To facilitate proper design, review and implementation of the University land use

plan for proper allocation and use of space. ( source: ARU ED)

In order to assure that, aims of ARU estate department are achieved, Estate

Department looks over the entire Facilities at ARU.

3.5 AVAILABLE FACILITIES AND THEIR CONDITON AT ARU

Ardhi University consists of ample number of utilities and infrastructure which do play

great role of providing suitable environment for the day to day activities within the

campus and to the ARU society who use them in their daily life basis. These facilities

are:-

3.5.1. Infrastructure

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Storm water drainage

ARU comprise of a number of storm drains designed to consume excess rain and ground

water from pavements, parking, pathways and roofs. The Storm drains do vary on mode

of construction. Some are constructed using paving slabs and others are not. Also vary in

size from small drains to large systems. In which the large drains are fed by the small

ones so as to drain the rain water.

Most of the storm drains are situated along pathways, pavements and parking lots.

Despite the elegant number of drainage systems provided in ARU, are misused by

dumping into them solid waste such as plastic bottles. Also there is high concentration of

sands and silts; some are not covered by concrete slab which is dangerous to pedestrians

and other users. Insufficient fund for routine maintenance and for construction of other

more drains or for reconstruction of under size storm water channels has been a problem

to Estate department. (Source: ARU ED)

Access roads

ARU consists of a plentiful number of access roads, both tarmac and un tarmac, these

access roads are provided to ease the movement of people and equipments, the access

ways are well maintained, although some are deteriorating, especially the non tarmac

ones. This is a great problem to users.

Pathways and pavements

Ardhi university is built-up with several pavements and pathways although many of them

are not in good conditions due to lapse of time, poor design, intensive usage and weather

conditions that have caused many of them to deteriorate and eventually some of them to

collapse, for example the pathway from the formal library of ARU to the FAP computer

lab is broken at the centre due to the flow of water from the sewer chamber close to it,

also on the front view of the planners plaza to the arch plaza’s pathway is cracked, the

concrete tiles to the environmental engineering laboratory are worn out and some of them

are replaced from their positions. There are also broken pavements, for example the

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pavement at the IHSS building is worn out as well as the pavement at the Flee computer

laboratory is deteriorating.

Parking lots and Lawns

These are grounds constructed (made) to provide good looks and for providing some

special services at ARU. These include three (4) tarmac/paved car parking with a

capacity of accommodating 68 medium size cars and ten (10) unpaved car parkings with

a capacity of accommodating not more than 120 cars, Flower gardens and Grass Lawns.

The paved/tarmaced parking are in good condition, but non-constructed parking are not

in good condition, this becomes a big problem normally during rain season where these

parkings are logged with water, also presence of rills on the parking, the flower garden

and grass lawns are well maintained. (Source: ARU Estate Manager)

Playgrounds

The play grounds at ARU include:-

Football pitch

Basketball pitch

Volleyball pitch

Netball pitch

Despite the contribution of these recreational grounds to the attainment of the core

mission of ARU, their maintenance isn’t in the proper manner as sometimes they don’t

offer favorable condition to play in, especially in rain season. For example, Football,

Volleyball and Netball pitches become covered with tall grasses and the southern part of

the Football pitch retains water due to poor drainage system. Also Concrete slabs

covering the pitch of Basketball are deteriorating to the extent of being replaced.

The most problem associated with the management of play grounds is unavailability of

fund to carry out routine maintenance that includes total landscaping, cracked concrete

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slab replacement and construction of proper drainage system. (Source, ARU Estate

Manager).

Outdoor concrete benches

ARU has only 17 outdoor concrete benches to serve a total number of 1906 students,

where most people do use them for resting and studying. The number of outdoor benches

is unproportional to the existing population. Despite this, some of the concrete benches

have started being in poor condition. Also some have collapsed due to natural causes.

For example, some concrete benches are exposed to more sun and a concrete bench

located in front of high cost residence has collapsed due to the fall of a tree on top of it.

This is illustrated on photo plate No 1 below.

Plate 3.1: A collapsed concrete bench

Sewerage system

At ARU, there are individual septic tanks and French drains sewer systems. The sewer

systems are provided to collect and retain waste water from house of residence and other

buildings. To ensure safe living environment at ARU, some of the waste water are

treated, i.e. through the EE Research Project site.

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Despite the aim of providing sustainable environment, some sewer chambers within the

campus are not in good condition. For example, a sewage chamber near Arch plaza is

broken and there is an overflow of waste water which carries pathogenic that can transmit

disease to the community.

To eradicate such matters the estate department plan in future is to put in place oxidation

ponds behind the estate department, complex and decentralized waste water treatment

plant near the hostel site along Makongo road in Kigongo area, Also it is intending to

construct upflow an aerobic study bed (UASB) for hostel Block C and D.

3.5.2 Buildings

ARU have seventy two buildings each serving different purpose, these buildings are

supplied with basic facilities such as water, electricity and the required fixtures and

fittings. Other buildings are also provided with computers and telephones.

These buildings can be categorized into Academic and administrative properties, service

oriented buildings, students’ hall of residence and staffs resident quarter.

Academic and Administrative buildings

This includes administrative block and office accommodations for staff members in each

school. It also comprise of three storey student library with the capacity of servicing 400

users at a time and 100 users for electronic facilities (computer) and library for the centre

of Human Settlement Studies.

Ardhi University has a total of 38 class rooms. Out of which 30 rooms (78.9%) have the

carrying capacity ranging between 20-49 students each, 4 rooms have carrying capacity

of between 50-79 students and other 4 rooms have a carrying capacity ranging between

80 and 110 students. Also the university has four laboratories: These are, Environmental

32

Engineering Laboratory, Geomatics Mapping Laboratory and the two former FLEE and

FAP computer laboratories.

Service oriented buildings/ properties

Service oriented properties at ARU includes a dispensary, one nursery school

accommodating about 70 children, for staff members children, one staff club(ARISA),

three cafeterias, one postal office, a secretarial bureau(mapping unit) and Estate

department buildings. Some of estate department rooms are used as lecture rooms.

Students’ halls of residence

There are residential buildings for both undergraduates and post graduate students. These

include a single storey buildings used by postgraduate students, Block A and B are three

storey buildings and Block C and D which are double storey building used by

undergraduate students. In total having the capacity of accommodating 500 students.

The halls of residence are under hall manager (Warden), who is responsible to ensure

general cleanness for the halls and report any damage to the estate manager.

Staff residential quarters

ARU has residential quarters to accommodate some of its staff in the campus. All this

Buildings are under the estate manager.

3.5.3 Fixture and fittings

At ARU, there is a total number of 1974 chairs and 317 tables, which are sufficient to

accommodate the available number of students as they don’t occupy them at a time

because the arrangement is according to the University master time table. However, the

main problem associated with chair and tables is that, some students tend to move them

outside from lecture rooms for their routine studies and bad enough they don’t take them

back after use. So, they are left exposed to more sunlight or rainfall during summer and

winter periods respectively that lead to their deterioration and collapse.

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Despite the good number of sanitary appliances provided in ARU buildings some are not

in good conditions. For example 13 toilets of block A&B, 9 toilets in block C&D and 1

toilet in the ground floor of the Planners building are in a very poor condition to serve

people due to the collapse of plumbing system.

3.5.4 Utilities

Water service,

Water service at ARU is supplied from DAWASCO main public drains from Lower

Ruvu. At ARU, water is stored in various tanks, and there after supplied in house of

residents and other university buildings by water pumps. An average mount of water

supplied per month is 5,386 units to serve the entire community.

ARU has constructed a main storage (ground tank) with a capacity of 600m3 situated

close to Makongo settlement and a pump well of 35 m3 situated adjacent to ARU post

office which is used as a temporary storage for water from Lower Ruvu before being

pumped to the available two main storages.

These storage facilities are constructed purposely to get rid of the frequent water

problems facing Dar es Salaam, which is a great problem; they are both in good

condition. Also there are various plastic tanks ranging from 500 to 10,000 liters being

used as temporally storage. Problems associated with the supply of water includes the

frequent dry out of system supply (unreliable) and high turbidity.

The management of the storage is within the scope of the Estate department to ensure

that, they are well maintained and prevented in case of any damage. In doing so, there

have been a full time security which prevent any misuse of the storage facilities. There is

also routine cleanness of these Tanks by using slag pump. The condition of the ground

tank is good despite minor cracks that cause leakage. (Source, ARU Estate Manager).

Electricity

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TANESCO is the sole supplier of electricity at ARU, the feeders providing 11 and 33 kv,

there are also 2 standby generator, perkins generator with a capacity of 110kv serving the

Laboratory, EE laboratory, Mapping unit, GM class and computer lab.

Another Cummins generator serves ARU library, they act as alternative to the

TANESCO’S electricity incase of unreliable frequent power cuts, or any inconvenient

breakdown. The supply is provided throughout the entire campus, although the standby

generators are only connected to those specified areas.

ARU power supply is via major and minor accounts. Students house of residents,

Administration and lecture buildings are supplied with the major power account and any

consumption below the supplied rate results to penalty,

Information and Communication Technology Services (ICT)

ARU has an ICT centre which provides support in academic departments and the students

research related to ICT. The centre comprises of three units namely the GIS unit, the

Training unit and the Computer Workshop unit, services and repairs the University

computers and accessories. At present the workshop also offers maintenance services to

outside clients. The GIS unit has developed a digital database for some parts of the

country, as well as supporting academic departments and the students’ research related to

GIS.

ARU has 240 Desktops computers and 19 projectors out of which four projectors are not

working. The university has two departmental laboratories; one for the environmental

engineering department and another for the geometrics mapping. There are also two

former faculty computer laboratories. In total the university has more than 357.16 m2

laboratory floor space.

ARU gets access to the internet through a shared bandwidth of 1.2 mb/s uplink is 0.2

mb/s and downlink is 1.0 mb/s from the university of Dar es salaam computing centre,

however, the minimum capacity required is 2.0 mb/s. ARU buildings are covered with a

35

fiber optics backbone network, which is connected to the University of Dar es Salaam

Backbone network by way of an optic fiber link. The services are used by ARU

community i.e. Lecturers, Administration and students as a means of gathering and

storing data.

However, the university has a plan to employ another internet service provider known as

SEACOM which is the only company in Tanzania selected to connect Tanzania to the

International Internet Network which is currently the fastest internet network in the

world.

Problems associated with provision of internet services at ARU

Unreliable access to internet services

This is caused by low capacity of bandwidth that makes it slow in accessing internet

services and unreliable electricity supply in case of breakdown, where the available

generator can not supply power to the whole university.

Not the whole university is covered (supplied) by internet services.

Some buildings at ARU are not yet connected to the university local area network

provider so as to be supplied with an internet services. For example, Estate

department, Survey store and Printing zone to mention but a few are not yet

connected to internet services. This makes it so difficult to some staffs and other

members of the university to access internet services.

Abuse and misuse of internet services

Some users of the internet services do abuse and misuse these services by accessing it

for other purposes rather than for an academic benefit. Some do access for viewing

pornography, playing cards and other computer based games. This limits other right

user to access the service in a right way.

Virus attack

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When a computer is connected to the internet network, it is even more much exposed

to various virus attacks such as spasm, Worms and the like. This harms and destroys

files and sometimes programs. The stored ant viruses are so weak to accommodate

this burning problem at the campus.

Insufficient Spaces for computers setting

Computer laboratories require enough spaces for fixing and setting computers ready

for use. Most of Computer labs at ARU are too small to accommodate enough

number of computers to meet the current requirement.

For example, University library has a space to accommodate only seventy (70) computers

and both former FLEE and FAP Laboratories have spaces to accommodate only sixty

four (64) computers, that are not enough to accommodate current number of users of the

internet and other computer based services which is One thousand nine hundred and six

(1906) students.

Vandalism

Various moveable parts of computers are normally reported stolen by some users. Mostly

parts reported stolen include Mouse, Power cables and internet cables, hard disk and CD-

ROM. However, the university is currently adopting some measures to overcome the

problem of vandalism, such as bundling all computer cables together, locking computer

Central Processing Unit (CPU) and assigning permanent personnel for taking care of

these computers.

Causes of deterioration and collapse of computers

Computers Life span.

Most computers at ARU are deteriorating and collapsing because they are out of their

operating life span. An average life span of most computers is three to four years. After

this time a computer need to be replaced by the new one.

37

Improper handling of computers

Computers are very delicate and need much care when handling them. Improper handling

of computers is one of the causes that lead to deterioration and sometimes collapse of

computers at ARU. Improper handling includes Careless physical movement of

computers which leads to break down of computer parts.

Insufficient fund

Like any other equipment, computers need to be repaired and maintained so as to make

them continue to offer services properly. Repair and maintenance require both timely and

sufficient funds to keep computers continue operating. At ARU this is a very big problem

as the Budget is not sufficient to carry out repair and maintenance of computers.

Vandalism

This is also another cause of deterioration and collapse of computers experienced at the

university, since many computers accessories seems to be stolen by the university

students in the computer labs as well as the library thus causing many computers to shut

down or break down. Accessories stolen include power cables, mouse, hard disk, CD-

ROM and internet cables. So, these need enough budget to be replaced and incase fund is

not available a delay to repair results into deterioration and collapse as it is quite true that

if an equipment is idle becomes exposed to deterioration or total collapse. (Source: DICT

2009).

Solid wastes disposal

ARU solid wastes are disposed in dust bin provided by the estate department in

collaboration with Joint Environment and Development Management Action (JEMA).

When these bins are full they are taken to an area specialized for the disposition of the

wastes that is allocated near ARISA waiting to be burnt. Despite the availability of these

bins, some students do not use them as they tend to throw solid wastes around the campus

surroundings. So, this makes it hard to care takers to go around and collect them.

Telecommunication service,

38

Telecommunication services at ARU are provided by TTCL and JOSI General Electronic

Co.Ltd. All direct lines in the university are supplied by TTCL and the ARU’s indoor

extensions are controlled by the JOSI General Electronic Co.Ltd, all the services and

maintenance of the receivers are done by JOSI general electric company after every three

months, JOSI is paid two millions in every three months. The TTCL service is through

pre-paid and they are paid three million and four hundred thousands per month.

At ARU, there are forty eight (48) direct lines and six (6) general lines, the general lines

are located at switch board then directed to the respective receivers. All telephone lines

are distributed from the PGS. The total number of extension receivers available is 210,

from which 14 are not working.

Problems encountered on the telecommunication services provision include:-

Shortage of fund

Fund available is insufficient to run some urgent matters concerning telephone

system which include buying receivers and routine maintenance. At ARU there are

few receivers and more should be added but due to shortage of fund this is not

possible or may take a long time to be achieved. For example, currently the library

has only four extensions and one direct line while the real requirement is five direct

lines and five extensions such that each library floor should contain at least one

general line and one receiver. (Source: Switch Board Office)

Improper handling of receivers

This is another problem to telecommunication service provision at ARU. According

to the Switch Board Officer, there has been an increasing reported cases of broken

receivers in some staffs resulting from improper handling of these receivers. So,

repairing or replacing receivers consumes a lot of money.

39

Lack of prompt response on maintenance

Procedure to get money for repairing or replacing a broken receiver takes a long time

as many staffs are involved. For example extension 341 (IHSS) and 229 (Secretary

GM) to mention but a few, were reported not working since February 2009, But still

no maintenance response have been carried out to date. (Source: Switch board office

2009).

Air conditioners

Most of ARU buildings are provided with air conditioners. These include Computer labs,

Administration blocks, Office blocks, Planners plaza and lecture classes so as to provide

conducive and cool environment to the users, basically two types of air conditioners are

mostly used in ARU, these are the split type (A/C comprising of two parts, the outdoor

unit and the indoor unit. The outdoor unit, fitted outside the room and the indoor which

has the cooling fan) which are 126 in total and window type which are 106, making a

total of 232 air conditioners through out the entire university, where 7 have collapsed and

are beyond repair. The most brand used is SANYO. The deterioration of air conditioners

is due to lapse of time both age and use, some have been used since ARU was sill Ardhi

institution.

To ensure good maintenance and management of the above facilities, ARU facilities

management has been put under the Estate department to look over the entire facilities

within the campus. In order to achieve best value on facilities. ARU Estate management

contracted some of its activities to other private firms. Through this ARU operates under

the mixed management approach (use both contracted private firms and its own full

employed team);

3.6 FACILITIES MANAGEMENT APPROACH AT ARU

To achieve its functions and ensuring the above facilities work to their best, the estate

department at Ardhi University as initially began 2002 use both contracted personnel and

its full time employed team which is 7 personnel as shown in Table 4.3.

40

The services under the estate department include cleaning services, ICT services,

landscaping, security services, transport services, maintenance and construction

operations.

To improve the quality and cutting down of operational cost some of the above activities

have been contracted to private firms on behalf of ARU. Table 3.1 below shows the

contracted activities and firms contracted to.

Table 3.1: Outsourced services and their associated firms at ARU S/N ACTIVITIES(SERVICES) CONTRACTED FIRMS

1 Routine maintenance & landscaping services. Jaalab International & Property Market

Consultancy (PMC).2 Fumigation Hygiene & Central Associations

3 Sanitary bins and disposal services Hygiene & Pest Management Ltd

4 Automobile services. Nduvini Automobiles

5 Security services. Supreme International Ltd.

6 Repair of air conditioners Singila Technical and General suppliers.

7 Repair and maintenance of telephone Josi General Electronics Co. Ltd

8 Architectural, infrastructural & building

construction works

J.E Construction Ltd, United Builders and V& K

Holdings. (Source: ARU Estate Management Department, 2009)

After outsourcing the above activities as illustrated on table 3.1. The role of the Estates

Department is therefore that of supervision and quality assurance of the services provided

by the outsourced firms. Facilities management services done by the full time employed

team or labour include plumbing activities, minor electrical services (such as installation

of bulbs, sockets), carpentry and general supervision of the facilities management

activities.

3.6.1 Reasons for using this approach,

ARU Estate management department aims at providing an optimal environment in

supporting the main objectives decided to outsource some of its activities to different

firms from 2002 in order to achieve the following:-

41

Better performance as there is increase in volume of maintenance and

rehabilitation works. As the efficiency and high performance of the private firms

improve working performance of ARU’s workers who carry out core mission.

To cut down unnecessary cost like rising salaries, medical treatment, pensions,

paying benefit fringes etc. there was reduction of workers from 80 to 10 who are

now permanently employees, and who are responsible in major role such as

supervision and contract administration. The works of the reduced personnel are

now being performed by the outsourced personnel; these include cleaning

activities and landscaping.

To ensure that there is production of quality service with reasonable cost.

To ensure that activities are delivered in time basically on major rehabilitations.

Apart from those also the increase in number of students enrolled which has lead

to high utilization of resource especially the infrastructures and utilities.

(Source: ARU Estate Management Department, 2009)

All these reasons have turned the ARU estate department from the traditional property

management of only buildings and building services into the facilities management as it

is incorporating other diverse functions of management such as operational support

function, strategic function, project management function, tactical support function and

organisation’s human resources relation function. All these functions, aiming at

minimizing management costs while maintaining the continuity and better services

provision at Ardhi University.

3.6.2 Facilities management operations at ARU.

To ensure great performance on ARU core mission, the facilities management operates

under the following operations:-

Planning

42

This plays a great role in achieving the core mission of ARU. The organisation of

activities concerning facilities management are on the hands of the estate manager, thus

responsible in financial planning concerning major and minor rehabilitation and

maintenance of all facilities including utilities and infrastructures through preparation of

the rehabilitation and maintenance budget. Also deals with the physical planning on the

line of the ARUs master plan carried out through the approval of the estate management

planning committee who are full time employees.

Planning provides technical guidance in a wide range of activities, because planning

involves the determination of how facilities assets benefit the community. In ARU

planning determines how facilities and infrastructure support the core mission.

General Maintenance

The estates department is using its full time employees and the contracted agents to

ensure maintenance is fully employed; this involves the routine maintenance, emergence

maintenance, and long term maintenance.

The outsourced staff work on both major and minor maintenance, the major maintenance

involves the major rehabilitations and also erection of new buildings. For example the

erection of new building near planning building which will consist of lecturer theatre,

new computer laboratory to accommodate almost 100 computers, conference halls and

offices.

The major works and planned rehabilitation works (all architectural, infrastructural and

building construction works) are outsourced to J.E construction Ltd, United Builders and

V&K Holding. In case of minor maintenance the ED uses both the fully employed

personnel; these include the carpenters, plumbers and electricians responsible for

emergence and ad hoc maintenance. Also the outsourced firms are concerned with the

daily routine maintenance of the facilities and landscaping; these activities are contracted

to Jaalab International and Property Market Consultancy (PMC).

43

In order to initiate major maintenance the estate department is responsible in preparation

of the proposal, and then submits it to the estate committee for approval before being

submitted to the university board for further approval.

Space utilisation

This implies the physical land utilization at ARU. ARU has an area of 10.3km of which

2600m2 have been built up. The table below shows a brief analysis of buildings and the

area they occupy.

TABLE 3.2: SHOWING SPACE UTILAZATION AT ARUNo BUILDINGS SPACE OCCUPIED IN M2

1. Administrative Building 1717.0

2. Students accommodations 5637.7

3 Departmental classrooms/ 5,023.0

4. Staff accommodations 4,520.0

5. Library 1,664.0

6. Printing & photocopy unit 152.0

7. ARU dispensary 260.0

8. Estate Department 480.0

9. Student cafeterias 301.1

10. Staff canteen(ARISA) 489.9

11. Laboratories 357.16

12. Planner’s building 1690.0

TOTAL BUILDINGS USABLE SPACE 22291.86

(Source: ARU Estate Department, 2009)

Ardhi University is successfully utilizing the spaces available effectively, in which the

total buildings usable space is approximately 22291.86 m2 as shown in table no. 3.2. It

has a quality library and administration office building. It has also a thirty eight class

rooms, so as to support attainment of the core mission.

ARU have also utilized its space by allocation of four (4) playing grounds. However, they

are not in good condition. Apart from those it has 13 parking lots, which three are both

44

paved/ tarmaced and ten (10) are unpaved parkings, however they are not in good

condition and also insufficient.

ARU has four computer laboratories for practical computer studies covering floor space

of 357.16 M2. However the university does not have a well situated conference hall where

the stakeholders can sit together and discuss matters concerning the attainment of goals.

It only depends on IHSS hall which is very small compared to number of users /ARU

members ie.1906 students.

Due to the nature of courses provided at ARU, the class rooms are considered very small

during studio sessions when students need adequate space for drawing. During studio

session a student occupies double space (twice as in lecture session).

In trying to make sure there is optimal use of available classrooms, the University uses

the master timetabling. However, the size of classrooms does not allow combined classes

and create a serious problem during the studio sessions.

Servicing and security operations

ARU estate management department has managed to provide a full time equipped

security by contracting the security activities to Supreme International Ltd. The firm

ensures that there is a safe environment for ARU community and the facilities against any

invaders so as to achieve its core mission. The security is considered among the greatest

priority in the management operations.

In servicing, there has been provision of parkings both paved and unpaved, the parkings

provided to serve the entire community of ARU, so as to assure safe and best

environment in supporting the core mission.

Budgeting and monitoring the use of facilities

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The estate management in ARU initializes the budgeting of the available water and

power supply. This is through ensuring that, the supplies are well utilized in an equitable

manner, through this the estate department is responsible in budgeting, monitoring and

auditing the entire supply of water and electricity in ARU.

Through monitoring the consumption of these supplies the estate department has been

taking great measures, such as restricting students from cooking within the house of

residence. It also uses energy servers like tube lights in most of the buildings.

All these, is to avoid the misuse of facilities in ARU, especially the utilities (i.e.

electricity and water service) and infrastructures. Despite these measures still there is

high misuse of these services. (Source: Estate Management department 2009).

3.7 IMPACT OF FACILITIES MANAGEMENT APPROACH TO FACILITIES AT ARU

To achieve any organisation’s core mission, the available facilities management practice

has a great positive or negative impact in attaining the intended mission. Having the best

approach in use, the better the facilities are to be managed and the efficiently the

approach the best the management it will be and the opposite stand for the otherwise. The

mixed facilities management approach as used at ARU has its own impact on core and

non-core missions.

3.7.1 Impact on core mission

Through the use of mixed management practice in ARU, The Estate Department has tried

to provide equitable, elegant and conducive environment to the ARU community, in

order to provide safe and secured environment in attaining its core mission. The general

maintenance of facilities especially utilities and infrastructures are being operated with

46

both the estate department employed personnel and contracted personnel aiming at

providing quality work in supporting the main mission of ARU.

3.7.2 Impact on non-core mission

The ARU management approach ensures each non-core mission also performs in its best

way. It does this by providing of safe environment to users of these facilities and on other

non-core activities such as health facilities which is fully maintained to provide safe

environment and comfortability in delivering its function to the community. Estate

department at ARU is doing its best to provide safe environment to users of these

facilities as this can be seen in most aspects of facilities management especially through

the use of both outsource and in-house practices.

3.8 C0NCLUSION

Chapter three has been about the case study area which is Ardhi University, where by

various aspects such as Estate management Department at ARU, Available facilities,

Facilities Management approach at ARU, Facilities Management Operations, impacts of

Facilities management at ARU have been discussed in relation to Facilities Management

basing on utilities and infrastructures. This study is the one that will pave way in

providing various findings from the study conducted.

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CHAPTER FOUR

OBSERVATIONS, RECOMMENDATIONS AND CONCLUSION

4.0. INTRODUCTION

This chapter aims at giving major observations, making recommendation on different

aspects based on our findings. The research has observed some problems in relation to

Facilities Management based on Utilities and Infrastructures at ARU. Problems and

recommendation therefore are aimed at improving the Facilities Management in higher

learning institutions in order to achieve their primarily objectives.

4.1 OBSERVATIONS

4. 1.1 Financial constraints

Lack of enough financial support from the Government has been observed as the source

of delaying or absence of maintenance of facilities at ARU, resulting to deterioration and

total collapse of utilities and infrastructure. Financial constraint also leads to inadequacy

number of employees or incompetent contractors or those with low standards.

Finance is also an obstacle for constructing other facilities to support the available

facilities, for example it has been observed that among thirteen parkings, only four are

paved and tarmac. It has been observed that in each year fund required by the University

for Maintenance and rehabilitation is not provided in accordance with the requested

amount.

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Table 4.1 presents variation in requested funds and government approved fund for

the development Budget for the period of seven years.

YEAR REQUESTED FUND

(Tshs)

GOVERNMENT

APPROVAL

% GOVERNMENT

To Requested fund

2001/2002 162,000,000 50,000,000 30.9

2002/2003 1,153,534,000 170,000,000 14.7

2003/2004 501,400,000 100,000,000 19.9

2004/2005 1,251,708,000 150,000,000 12.0

2005/2006 4,887,869,896 150,000,000 3.1

2006/2007 1,491,302,000 575,998,000 38.6

2008/2009 648,575,509/60 133,000,000 20.5

(Source: ARU facts and figures 2006/07- Estate Department, 2009)

From the table, it is clear that the government approval has always been less than forty

percent of the requested fund for ARU development activities.

The government has been providing a ceiling price for routine maintenance which is

very little in comparison to the need. This leads to deterioration and finally collapse of

facilities due to the fact that, there is fund shortage for immediate response on breakdown

of facilities.

Table 4.2 presents fund provided for routine maintenance in comparison to the

ceiling price which is eighty million. From 2007-2009

YEAR CEILING PRICE ALLOCATED FUND % CEILING PRICE

To Allocated Fund

2007/2008 80,000,000 19,990,463 24.9

2008/2009 80,000,000 34,563,456 43.2

(Source: ARU Estate Department, 2009)

4.1.2. Disruptive and vandalism on utilities and infrastructure

It has been observed that, there has been a tendency of some users of the utilities and

infrastructure to abuse and misuse them intentionally or unintentionally. For example in

Ardhi university many chairs and tables are being left outside by students where they

49

become exposed to constant rain fall and sun shine that lead to their deterioration and

eventually loosing value.

Also facilities like computers are collapsing due to viruses attack as there is no powerful

ant viruses to secure the regular on and off insertion of removable devices made by users,

students have also been stealing some of the computer accessories such as mouse and

CD-ROM, and thus many computers in Ardhi University have not been working because

of that.

Some of the roads around the university have not been maintained for more than six

years, thus many of them are disintegrating while those not tarmac are even in worse

condition. It has also been observed that, many electric and internet plugs are not working

due to improper use by the students.

4. 1.3. Nature of users and lack of self awareness

Usually, people in a community have different behaviors and this is because people have

different backgrounds, For example, Ardhi university have different students coming

from different communities with different back grounds. Some students do destroy

facilities intentionally while knowing how costly it is.

There is also lack self awareness of the stakeholders. Some of the individuals do not

know exactly their responsibilities in facilities management and if they are very important

in achieving the university mission. The situation shows that, the majority do not know

exactly such importance. Thus it is obvious at ARU to find a facility such as electricity

and water are being misused, e.g. some one may use electricity or water but may not

switch them off after using them simply because he or she doesn’t think of its

contribution to attainment of core mission of the university

4. 1.4 Lack of collective action between stakeholders.

Stake holders or users of the facilities in ARU have no collective actions among

themselves, For example it has been found that there is vandalism especially in the

internet services where by some accessories have being reported stolen by some of the

50

stakeholders while other stake holders take no actions, for example internet cables,

mouse, hard disc and other accessories.

Some stake holders have also been misusing and abusing infrastructures and other

facilities while others have been withering, example scratching of walls by pencils

especially in Ardhi architecture plaza

4.1.5 Inadequacy of Facilities at ARU.

Availability of facilities should go hand in hand with the number of users although this is

not the case in Ardhi University. Facilities in Ardhi University have been few in number

in relation to the number of users.

For example, the accommodation capacity of ARU hall of residences is 500 students

(26.6%) while the total number of students needing accommodation is 1906 students.

73.4% of students are leaving off campus, and thus there is a need to build more

accommodation facilities. Also computers in all the labs that the students have access are

very few. 134 computers can not accommodate 1906 students, thus many students have

been failing to do their computerized academic works in peace.

4.1.6 Shortage of maintenance personnel.

Basing on the research carried out it has been observed that, ARU Estate department has

a shortage of man power. For example, despite the university being complex, there is

only three artisans at the moment (carpentry, plumbing electrical and motor vehicle

mechanic) in the entire university. Table 4.3 shows staff available and projected staff

required for the estate department from 2008-2014.

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Table 4.3: Staff establishment and strength for the Estate DepartmentS/

No

Position Establ

ishme

nt

Actual

strength

2008

Variatio

n

Projected staffing requirement

2009/

2010

2010/

2011

2011/

2012

2012/

2013

2013/

2014

1 Estate Manager 1 1 - 1 1 1 1 1

2 Principle Estate officer - - - 1 1 1 1 1

3 Senior Estate Officer 1 0 1 1 1 2 2 2

4 Estates Officer 2 0 2 2 3 3 3 3

5 Foreman 1 0 1 1 1 2 2 2

6 Principle Artisan - - - - 1 1 1 1

7 Senior Artisan* 4 3 1 4 4 6 6 6

8 Artisan* 4 0 4 4 6 8 8 8

9 Transport Officer 1 1 - 1 1 1 1 1

10 Principle Security Guard 1 1 - 1 1 1 1 1

11 Security Guard I 1 1 - 1 1 1 1 1

* (Carpentry, Plumbing, Electrical, Mechanic & Masonry)

(Source: ARU Estate Management Department 2009)

As shown on Table 4.3, the variation between the required and present full time

employees in 2008/09 at ARU Estate Department is nine. Thus the employees at the

moment are not enough to attend the whole university at once.

4.1.7 Delay on flow of information

There are some utilities and infrastructure at ARU that are collapsed and no information

have been communicated or take long time to reach the estate department, this situation

leads to delay of maintenance of the same. For example, A block B residence room no.79

has a leaking roof for 2 years and 3 ceiling fans in student Cafeteria are not working for 2

years but an Estate Manager provided that, no information on such defects have been

communicated to him till 13th, April this year.

He also claimed that, information on defects is obtained during the inspection period after

the end of the semester. It is not easy for the Estate Manager or any other responsible

person from the estate management department to discover every defect of the facilities,

52

so users (stake holders) are also responsible to deriver information as soon as they

discover any failure/break down of any facility. Delay of information leads to further

deterioration and collapse of facilities.

4.2 RECOMMENDATIONS

4.2.1 The Government should provide on time and an enough financial support for

facilities maintenance

The Government should provide on time sufficient fund for facilities maintenance as

proposed by ARU estate department. For example, in the year 2008-2009 the proposed

budged for reconfiguration and rehabilitation works was 648,575,509/60Tsh. But the

allocated amount was 133,000,000Tsh (20.5% of requested fund).

Therefore, the government has to give the requested amount on time other wise the

university will continue to experience deterioration or even collapse of facilities. The

government should consider this because facilities do play a great role in ensuring that,

ARU core missions (training, consultancy & research) are attained through provision of

conducive environment and means of training.

4.2.2 The University Management should provide more facilities

Our study has found that some facilities at ARU are insufficient to accommodate not only

the expected number of users that, the university is planning to have in the year 2015,

which is ten thousand students, but also to the available users.

There is unspeakable unproportional between the available facilities and their

corresponding users, for example, the former FLEE computer lab has a capacity of

accommodating a maximum of 24 students per session, But there are some courses

consisting more than 45 students, making a double number of students per session. This

is due to the space available which can accommodate only 24 computers, thus a need for

more space.

53

4.2.3 The University should employ more man power in the estate department.

It has been found that lack of enough manpower is amongst problems facing the Estate

department. The department has only one plumber and two electrical technicians, also there

are neither carpenters nor masonry technician, this leads to the shortage of man power

when required hence leads to further deterioration and collapse of facilities. So, the

University management should employ more and qualified man power.

4.2.4 The Estate department should be provided with timely and accurate information

The estate department which is responsible for carrying out all activities related to the

facilities management at ARU, should be provided with timely and correct/accurate

information concerned with any deformation, collapse, failure, distortion and other related

defects of any facilities when encountered by any stake holder(s) so that they as soon as

possible react accordingly to the problem in order to prevent further defects that may have

been developed in the course of maintenance delay.

4.2.5 The ARU Community should provide enough support to the ARU security

Guards to prevent vandalism

It’s the duty of all facilities users and other stake holders to provide joint efforts in

maximizing the security with in the campus so as to prevent students from stealing the

computer accessories. All campus computer laboratories should be provided with sensor

cameras so as to see people coming in and out of the labs.

Also, number of security guards should be increased such that there should be a female

security guard to inspect female students and a male security guard to inspect male students

when coming out of the computer labs. Students with laptops should be provided with their

own room having wireless internets to prevent them from stealing computer accessories

such as mouse and CD-ROM.

54

4.2.6 There should be awareness of the importance of facilities to all ARU community

The university should ensure that each and every one within the campus knows what role

the facilities play in attaining ARU core mission. For example it will be difficult for the ED

to manage the available facilities well while users don’t know their importance. This has

been evident by the misuse of facilities especially chairs and tables. They are left outside,

thus affected by weather agents (i.e. rainfall and sunshine). In order to prevent this, there

should be strict measures, imposed to anyone found misusing a facility such as imposition

of penalties.

4.3 CONCLUSION

This research has looked into various aspects of facilities management at large and walked

around management of facilities at ARU in particular. If truth be told, there are some

realistic efforts of managing facilities at ARU. The duty of managing all available facilities

at ARU is vested under the Control of an Estate department that works in collaboration

with other facilities management stakeholders with the prime mission of creating conducive

environment for attainment of The University’s core mission.

Most facilities supplied in ARU like in any other Higher learning and non learning

institutions are maintenance oriented items as it is mostly desirable but hardly feasible to

produce facilities that are maintenance free. All facilities deteriorate at a greater or lesser

rate and/or sometimes collapse depending on materials, methods of construction,

environmental conditions, use and other factors as stipulated in our course of study.

Even if there may be a higher or best level of facilities management performance at ARU,

still there should have been a need for an Estate management department to perform

various aspects of maintenance such as general repair, rectification, replacement,

renovation or conversions and alteration in order to bring back these facilities to an

acceptable standard which include to sustain the utility and value of facilities, acceptable to

one who uses them and that meet statutory requirements.

55

Performing all these aspects of facilities maintenance require both timely and huge budget

as they consume a lot of fund. At ARU, this is the most problem and in fact a big challenge

to the Estate Management Department over any other challenge currently persisting and

hence our hypothesis proven valid.

56

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