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. Error: Reference
source not found
TABLE 3.2: SHOWING SPACE UTILAZATION AT ARU. Error: Reference source
not found
Table 4.1 presents variation in requested funds and government approved fund for
the development Budget for the period of seven years....Error: Reference source not
found
Table 4.2 presents fund provided for routine maintenance in comparison to the
ceiling price which is eighty million. From 2007-2009.....Error: Reference source not
found
Table 4.3: Staff establishment and strength for the Estate Department............Error:
Reference source not found

v
 LIST OF FIGURES

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

Reference source not found

vi
 LIST OF PLATES

Plate 3.1: A collapsed concrete bench......................Error: Reference source not found

TABLE OF CONTENTS

vii
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................................................................................................vii
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 .................................................................................10

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

2.7 FUNCTIONS OF A 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

FIGURE 1.0: ESTATE DEPARTMENT ORGANISATION STRUCTURE............27

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

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

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

Table 3.1: Outsourced services and their associated firms at ARU...........................40

TABLE 3.2: SHOWING SPACE UTILAZATION AT ARU......................................43
3.7 IMPACT OF FACILITIES MANAGEMENT APPROACH TO FACILITIES AT ARU
.................................................................................................................... 46

3.8 C0NCLUSION...................................................................................... 46

CHAPTER FOUR..........................................................................................................47
OBSERVATIONS, RECOMMENDATIONS AND CONCLUSION.........................47
4.0. INTRODUCTION................................................................................................47
4.1 OBSERVATIONS..................................................................................47

Table 4.1 presents variation in requested funds and government approved fund for
the development Budget for the period of seven years.................................................48
ix
 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....................51
4.2 RECOMMENDATIONS..........................................................................52

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
to forthcoming researchers to work upon for further solutions in utilities and
infrastructures management.

2
 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
employees and their facilities, all of which are being fundamentally changed by external
forces.

3
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).

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.

4
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)
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.

5
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
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.

6
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.

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.

7
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
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.

8
 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.
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

12
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,
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,

13
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.

• 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.
14
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
subcontractors are under contract to the appointed contractor and not the
client.

• Managing Contractor

15
 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.

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

16
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
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
17
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
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.
18
 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.
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,

19
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
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

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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.

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

21
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
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.

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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.

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),
23
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.

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

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 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.

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

25
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. Functions
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
26
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

ESTATE MANAGER

OMS

HEAD HEAD HEAD MAINTENACE HEAD

TRANSPORT ADMINISTRATION COSTRUCTION PHYSICAL
SERVICES UNIT
SUPERVISION AND ENVIRONMENT
QUALITY ASSURANCE SERVICE

EMERGENCY
MAINTENANCE
CREW

FIGURE 1.0: ESTATE DEPARTMENT ORGANISATION STRUCTURE

Source: Estate Management department. (2009)

3.4.1 Aims of the Estate management department at ARU

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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
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

28
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
pavement at the IHSS building is worn out as well as the pavement at the Flee computer
laboratory is deteriorating.

Parking lots and Lawns

29
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
slab replacement and construction of proper drainage system. (Source, ARU Estate
Manager).

Outdoor concrete benches

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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.

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.

31
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
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.

32
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.
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

33
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 600m 3 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
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.

34
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
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

35
• 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
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.

36
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.

• 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.

37
 • 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,
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.

38
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.

• 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
39
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.

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
2 Fumigation Hygiene & Central
Consultancy (PMC).Associations
3 Sanitary bins and disposal services Hygiene & Pest Management Ltd
4 Automobile services. Nduvini Automobiles
5 Security services. Supreme International Ltd.

40
6 Repair of air conditioners
7 Repair and maintenance of telephone
8 Architectural, infrastructural & building
(Source: ARU Estate works
construction Management Department, 2009)
Singila Technical and General suppliers.
Josi General Electronics Co. Ltd
J.E Construction Ltd, United Builders and V& K
Holdings.

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:-

• 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.

41
 • 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
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

42
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).

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 ARU

No 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

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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
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).

44
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

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).

45
 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
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
46
basing on utilities and infrastructures. This study is the one that will pave way in
providing various findings from the study conducted.

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.

47
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.

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 GOVERNMENT % GOVERNMENT
(Tshs) APPROVAL 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.

48
 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
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.

49
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
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.

50
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.

Table 4.3: Staff establishment and strength for the Estate Department
S/ Position Establ Actual Variatio Projected staffing requirement
No ishme strength n 2009/ 2010/ 2011/ 2012/ 2013/

nt 2008 2010 2011 2012 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

51
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,
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.

52
 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.

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.

53
 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.

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.

54
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.

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.

55
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