RESEARCH PROPOSAL

ON
IMPROVING MAINTENANCE CULTURE AND QUALITY OF PUBLIC PROPERTIES
IN NIGERIA (A CASE STUDY OF NIGERIAN DEFENCE ACADEMY, KADUNA)

BY
ELIZBETH O ITODO
NDAPGS/FET/CLE0/3154

SUPERVISED BY
DR JOHN E SANI

THESIS PROPOSAL SUBMITTED IN PARTIAL FULFILMENT OF THE AWARD OF

MASTERS DEGREE IN DEPARTMENT OF CIVIL ENGINEERING, FACULTY OF
ENGINEERING AND TECHNOLOGY, NIGERIA DEFENCE ACADEMY, KADUNA.

APRIL, 2024
0
 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

A building is more than just a structure as it serves a number of other vital purposes beyond

shelter. A public building is any building belonging to a town or state where the people have

permissible access (Rajeev et al., 2018), and they generally serve the purpose of providing a

service to the public, many of which are free.

Maintenance encompasses all planned or unplanned technical, administrative and managerial

efforts made to retain or restore an item to an acceptable condition (Chan, 2010). Culture on the

other hand is defined as the cultivated ehavior of particular people as expressed in their habits,

attitudes towards each other, their moral and religious beliefs which are mostly learned and

socially transmitted from one generation to another (Kohls, 2011). Tijani et al. (2016) described

maintenance culture as the habit of regularly and consistently keeping buildings, machine,

facilities, equipment, infrastructure, etc. in a good and working condition.

Exhibiting proper management and timely maintenance in buildings prevent deterioration,

ensures safety and also sustain their values and qualities (Kportufe, 2015). Therefore,

maintenance is crucial in upholding building performance to minimize lifecycle costs towards

ensuring a safe environment (Abdullah et al., 2014).

Mbamali, (2013) stated that in Nigeria maintenance culture is an attitude that has been handled

with levity, whether in homes, offices or schools, or public buildings. Furthermore, Roslan et al.

(2014) also mentioned that despite the huge investment in public buildings, the attitude of public

institutions on maintenance culture has negatively affected sustainable maintenance strategy to

preserve the quality of buildings. Thus, this has poorly affected the total value of public

properties and buildings causing a rapid increase in the deterioration of the fabric and finishes

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Twuamai-Ampofo et al. (2017) and Ofori et al. (2015) resulting to reduction in a large portion

of the nation’s wealth (Ugwu et al., 2018).

Consequently, this research will be examining some selected public buildings both NDA Ribadu

Cantoment (old site) and NDA Afaka (Permanent site), to know their current state and

maintenance performed on these buildings both from the management and users’ perspective.

1.2 Statement of the Problem

Looking at the deplorable state of public properties across the country for decades, a large chunk

of the country’s resources have been channeled towards Transportation Infrastructure,

Government administrative Buildings for ministries and Parastatals, Colleges of Education,

Universities, Primary and Secondary Schools. All are geared toward repositioning the

underdeveloped economy. However, one remarkable action according to needed to ensure

sustainability of these varieties of infrastructure has not been given the right and sufficient

attention in terms of how to carry out its maintenance operations. Adenuga and Iyagba, (2005)

submitted that public properties are in very poor and deplorable conditions of structural and

decorative disrepairs. In spite of millions of Naira spent to erect all these buildings, they are left,

as soon as commissioned to face premature but steady and rapid deterioration, decay and

dilapidation (Adenuga, 2012).

Building maintenance is referred to a way to preserve or keep the economic value of building.

John (1984) defines maintenance as “the public property of all technical and associated

administrative actions intended to retain an item in or restore it to a state in which it can perform

its required function”. According to Oladapo (2006) cited in Adenuga (2012) as seen in Samuel,

(2016), Buildings are required to provide a conducive and safe environment for various human

activities. This, essentially, is the question of function. The extent to which the buildings provide

the required environment for the required activity is measure of the functionality of the building.

Buildings once constructed are expected to provide this major function of sheltering for a

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number of years. It is highly desirable to produce buildings that are maintenance free for the

expected life span, however, this is very difficult to achieve owing to the rate at which buildings

deteriorate overtime because of its initial design, public property techniques, the environmental

conditions and the use or intensity of use of the building.

From Oladimeji (1996) further described maintenance of public properties as the combination of

any continuous actions carried out to retain a property in or restore it to an acceptable condition.

Onwuka (1989) stated that maintenance culture is concerned with the planning and control of

public property resources to ensure that necessary repairs and renewal are carried out with

maximum efficiency and economy to enhance the quality of the property. The lackadaisical

attitude of the Nigerian governments in maintenance culture and public property quality has

negatively affected infrastructural development which is critical and essential to a Nation’s

development. Achieving vision 2020 goals would be attainable if existing structures and

facilities are constantly maintained. Poor maintenance culture has drawn the nation a thousand

steps backward and one of the stride actions that could salvage the country from the total mess

of infrastructural decay is maintenance. Poor leadership, corruption, attitudinal problem and lack

of maintenance policy were identified as major causes of the menace. In conclusion, the paper

recommends the inclusion of maintenance culture in national educational curriculum,

maintenance policy formulation and appointment of facility managers among others as

necessary steps towards making the country among the comity of developed nations. However,

this paper aims at examining the maintenance culture and quality of public properties in Nigeria.

Maintenance encompasses all planned or unplanned technical, administrative and managerial

efforts made to retain or restore an item to an acceptable condition (Chan, 2010). Culture on the

other hand is defined as the cultivated behaviour of particular people as expressed in their habits,

attitudes towards each other, their moral and religious beliefs and ethical operations which are

mostly learned and socially transmitted from one generation to another (Kohls, 2011).

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Much has been written on maintenance of public structures/assets/buildings in Nigeria.

However, very little is known and documented on the objectives and outcome of maintenance

strategies as a way out of deterioration precisely on the reality of maintenance strategies on the

existing public structure/buildings in the past and present in military controlled environment. To

address the goal of this study, the following research questions were formulated:

1) What are users perceptions of the present condition of public secondary school buildings in

NDA?

2) What are the current state/ level of maintenance of buildings in NDA?

3) What are the factors responsible for the present state of the maintenance of buildings in the

NDA?

4) What are the maintenance policies and strategies that are put in place for the maintenance of

buildings as well as the maintenance experience of school managers in NDA?

1.3 Justification of the Study

The following are the significance of this study:

1) The findings from this study will educate the government and policy makers, stakeholders in

building and the general public on the need for improvement in maintenance culture as a

way of improving the quality of public property.

2) This research will also serve as a resource base to other scholars and researchers interested in

carrying out further research in this field subsequently, if applied will go to an extent to

provide new explanation to the topic

1.4 Aim and Objectives of the Study

This study is aimed at improving maintenance culture and quality of public properties in Nigeria

using Nigerian Defence Academy, Kaduna as a case study. The study will be guided by the

following objectives:

(1) To determine the factors that are effective for maintenance culture in Nigeria.

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(2) To examine the quality of public properties through improved maintenance culture.

(3) To examine the maintenance of Public Properties in Nigerian Defence Academy, Kaduna.

1.5 Scope of the Study

This study on improving maintenance culture will cover the attitude of Nigerian military

authority to the adequate maintenance of public properties under the control of Nigerian Defence

Academy and looking at ways to improve maintenance culture with a view to improve the

quality of such properties..

1.6 The Study Area

The study area is Nigerian Defence Academy which is the foremost military university in

Africa. The institution was founded on February 1964 and it is located within Kaduna State in

northern part of Nigeria. The Nigerian Defence Academy is a military university based in

Kaduna, Nigeria that trains officer cadets for commissioning into one of the three services of the

Nigerian Armed Forces: the Army, the Navy, and the Air Force. The duration of training at the

Nigerian Defence Academy is five years. . The present commandant of the institution is Major

General John Ochai with cadets population of about 3,500 divided into Burma, Mogadishu,

Abyssinia, and Dalet Battalions. It is also a training ground for the Nigerian Army Short Service

Combatant Officers and Direct Short Service Officers as well. The institution has School of

Postgraduate Studies, Undergraduate Admission, Postgraduate Admission, Faculty of

Engineering, Faculty of Science, Faculty of Art and Social Science, Faculty of Military Science,

Faculty of Management Science academic structures. The postgraduate programme includes

engineering field, sciences and some areas in social sciences.

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 Figure 1.0.: Layout of Nigerian Defence Academy, Kaduna

1.7 Definition of Terms

British Standard BS 3811 (1993) “Glossary of Terms in Terotechnology” defined ‘Maintenance’

as the combination of all technical and administrative actions, including supervision actions,

intended to retain an item in, or restore it to, a state in which it can perform a required function‖.

It envisages two processes: retaining‘, (work carried out in anticipation of failure, referred to as

‗preventive maintenance‘) and restoring‘, (work carried out after failure, referred to as

corrective maintenance‘).

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School Building Maintenance: Akasah, Zainal Abidin and Shamsuddin , Sharifah Hamimah

and Abd Rahman , Ismail and Alias, Maizam (2009) defined school building maintenance as a

continuous operation to keep the school buildings, furniture and equipment in the best form for

normal use. The maintenance of the school building is a daily activity of the institution and its

personnel.

Maintenance Strategy: A maintenance strategy refers to the rules for the sequence of planned

maintenance work. It consists of general scheduling information, maintenance tasks and

maintenance plans as required (Akasah, 2009). Further, Mintzberg et al. (1999) present the

criteria for effective strategies to include clear decisive objectives; maintaining the initiative;

concentration; flexibility; coordinated and committed leadership; surprise and security.

Maintenance Policy: BS 3811(1984) defines maintenance policy as a strategy within which

decisions on maintenance are taken. Alternatively, it may be defined as the ground rules for the

allocation of resources (men, materials and money) between the alternative types of maintenance

actions that are available to management.

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 CHAPTER TWO

LITERATURE REVIEW,

2.1 Maintenance

British Standards Institute (1974) considered maintenance as the combination of technical and

administrative actions taken to preserve or protect a structure, system or equipment to function

properly.

On its own part Advanced Learner’s Dictionary (2009) defines maintenance as the action or

process of preserving an object, activity etc. While Kumar & Suresh (2008) postulated that

maintenance is an action taken to prevent a device or component from failing or to repair normal

equipment degradation experienced with the operation of the device to keep it in proper working

order. This paper therefore considers maintenance as a process of preserving an asset or facility

in its state of continuous use and function, above a minimum acceptable level of performance,

over its design span life.

Companies undertake efforts to reduce costs and at the same time improve quality and

productivity. These efforts include an examination of the maintenance requirements. The

production system of any company requires effective maintenance attention necessary for its

continuous functioning (Omotehinshe, et al., 2015a). This will increase equipment life,

availability and retains its proper functioning. Poorly maintained equipment may conversely

lead to more frequent failure of the equipment, low utilization rate and delaying of production

schedule. Equipment that is malfunctioning or misaligned may cause a higher scrap rate or

produce products with a questionable quality. Swanson (2001) considered poorly maintained

equipment as a necessary evil. This is contradicted by Alsyouf (2007) who saw regular facility

maintenance as a source of profit making rather than just unavoidable and unpredictable

expenses.

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2.2 Maintenance Taxonomy

There are many philosophies of maintenance. However this paper intends to limit itself to those

that concerned facility maintenance, some of which are discussed below, see figure 1 below:

(a) Planned maintenance

The maintenance organized and carried out with fore thought, control and the use of records to a

predetermined plan.

(i) Preventive maintenance:

The maintenance carried out at predetermined intervals or corresponding to research criteria and

intended to reduce the probability of failure or the performance degradation of an item.

Preventive maintenance is an action performed on a time or machine run based schedule that

detect, preclude, or mitigate degradation of a component or system with the aim of sustaining or

extending its useful life though controlling degradation to an acceptable level (Kumar & Suresh,

2008). This approach to maintenance management is predominantly recurring or time-driven

tasks performed to maintain acceptable levels of availability and reliability (Mobley, 2002).

Comprehensive preventive maintenance programs schedule repairs, adjustments machine

rebuilds for all critical equipment while more limited programs only consist of minor

adjustments and lubrication. The scheduling guideline for these programs is the common

denomination due to the fact that, all preventive maintenance management programs assume that

equipment will degrade within a certain period of time (Mobley, 2004). The strategy is cost

effective, energy saving as well as increased component life cycle and reduced equipment or

process failure. The problem with the preventive approach to maintenance is that the operation

mode and plant specific variables have a direct impact on the normal operating life of

equipment. For example does the mean time between failure (MTBF) vary between a pruning

handling water and one handling abrasives. Mobley, 2004 opined.

(ii) Corrective maintenance:

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The maintenance carried out after a failure has occurred and intended to restore an item to a state

in which it can perform its required function. This maintenance strategy is simple and

straightforward, “fix it when it breaks” (Mobley, 2004) i.e. the defective items are fixed either

after failure or during failure (Moubray, 1997). The corrective technique does not take any

maintenance action until failure occurred. This maintenance management philosophy is rarely

used altogether without any preventive tasks, (lubrication and adjustment). Still, in a corrective

environment, the equipment are not rebuilt nor repaired in greater extent until it fails to operate

(Mobley, 2004). This enjoyed low cost investment for maintenance and few staff is required.

(iii) Emergency maintenance:

The maintenance which is necessary to put in hand immediately failure occurred to avoid

serious consequences, (Mobley, 2004). This is sometimes referred to as day-to-day maintenance,

resulting from such incidences as gas leaks and damage.

Schedule maintenance: The preventive maintenance carried out to a predetermined, say, interval

of time, number of operations or mileage.

Condition-based maintenance: The preventive maintenance initiated as a result of knowledge of

the condition of an item from routine or continuous monitoring,

(b) Unplanned maintenance:

The maintenance carried out to no predetermined plan. This is the restoration of sudden

defective facility to its functional state.

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 Figure.2.0: Classification of Maintenance
Source: British Standard Institute, 1974

2.3 Maintenance Culture

Maintenance Culture is defined as the values, ways of thinking, behaviour, perception, practices

and the underlying assumptions of an individual or society as it pertains to maintenance as a

matter of importance (Tijani et al. 2016). It is pivotal to increasing the quality of maintenance by

extending the lifespan of a facility (Abdullah et al., 2014). Furthermore, Olatunji et al. (2016)

viewed maintenance culture as a program that guarantees the quality of the services provided,

preservation of public assets and reduction of unnecessary expenses. For a society to achieve the

status of being developed it must practice good maintenance culture (Olufunke 2011). Abdullah

et al. (2014) reiterated that effective maintenance brings to the fore the attitude to preserve and

protect public facilities. In other words, it focuses on the design and implementation of technical

arrangements in the prevention or correction of premature failure of building components with

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minimal cost and time without compromising system performance and safety parameters

(Chiekezie, 2017). Following the assertion of Tijani et al. (2016), maintenance culture has to be

a priority especially as regards public facilities with the idea of regularly and consistently

keeping the building in good working condition.

According to Usman et al. (2012), reflections of a poor maintenance culture is a peculiar feature

of almost every public building in Nigeria. As a result, buildings age faster than expected with

shorter life span due to poor maintenance culture and lack of measured standard which has

become a major problem to both the public and private sectors. Corruption, bad leadership,

nonchalant attitude towards government property, inadequate provision of resources and lack of

maintenance policy were revealed as the drivers of the evident poor maintenance of buildings

(Tijani et al., 2016; Onwuanyi & Oyetunji, 2019).

Achieving effective maintenance culture according to Alejo (2018) can be achieved by proper

identification of defects, thorough experience of material usage, current remedial measures,

resource management and execution of sustainable policies. In many instances, as stated by Eke

et al. (2017), users carry out maintenance operations unknowingly at particular times in a

building life span. These are done in form of cleaning, washing, painting and decoration.

However, Kportufe (2015) established the fact that any maintenance work carried out on

building; be it minor or major can be categorized into three classes which are servicing,

rectification and replacement. These classes of maintenance encompass daily and regular

cleaning to prevent major problems, repair works carried out at the early stage of the building

life span to correct defects in building elements, and restoration work on the building structure.

2.4 Maintenance of Public Buildings

A building is a structure that envelopes exterior walls and roof, erected on the soil composing of

other related elements designed for a purpose (Cobbinah, 2010). The primary function of

building is to provide conducive and safe environment for people and other human activities

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throughout its expected life span (Eke, et al., 2017). Deterioration in buildings is caused by wear

and tear resulting from continuous usage, aging of the building, design defects and construction

error as well as building exposure to weather effects (Thaheem & Alberto, 2014).

Maintenance to retain the original state of a building may be more important than its actual

construction as its physical appearance forms the basis upon which society perceives its quality

(Kportufe, 2015; Roslan, et al., 2014). Protecting and maintaining buildings require the

combination of proactive and reactive maintenance (Eke et al., 2017). Maintenance could be

either planned or unplanned. A planned maintenance is an organized arrangement or

predetermined repair work done to control a defect whereas an unplanned maintenance is the

repair work carried out to restore a sudden defective facility back to its original state (Tijani et

al., 2016). Maintenance of public buildings is geared towards the design and implementation of

technical processes that supports the prevention and correction of untimely failure with minimal

cost and time without compromising the quality and safety of the building as well as to retain the

building in an acceptable condition and appealing environment (Abdullah et al., 2014; Ayoola,

2016; Chiekezie, 2017).

It was reported in Eke et al. (2017), that building maintenance which is a key aspect of building

management has been much neglected in Nigeria particularly for public buildings. Public

Buildings in Nigeria are not properly maintained due to a poor maintenance culture (Abdullah et

al., 2014). In recent times, it has been observed that public buildings are subjected to

monumental neglect whereas privately owned buildings on the other hand are properly

maintained. This lack of maintenance attitude towards public buildings has caused

infrastructural decay in public spaces (Tijani et al., 2016). Many public buildings have suffered

from neglect which has resulted to devastating condition (Eke et al., 2017; Alejo, 2018). The

dearth of maintenance of public buildings in Nigeria as captured by numerous researchers is

caused by numerous factors such as inadequate finance; building design; statutory requirements

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and building regulations; availability of building materials and parts; components of building

fixtures; safety consideration; maintenance policy as well as type of the institution (Sefa et al.,

2014).

Sakirat et al, (2022), in their study examined the current states and maintenance culture in some

selected public buildings in Ibadan. Case study research approach was adopted using

researchers' observation and structured interviews as a tool for data collection and making use of

descriptive and content analysis. Routine cleaning exercise was identified as the only regular

maintenance carried out on these facilities and in some cases, servicing and repairs were done as

need be. The study conclusively revealed that maintenance culture in public buildings is

observed to be poor on a general note and thus recommends that government should respond

quickly to maintenance request to keep the building in good working condition and extends its

lifespan.

2.5 Influence of Maintenance on Public Buildings

Maintenance is very important in enhancing the physical appearance of buildings. Apart from

decay, deterioration and degradation of the building itself, inadequate maintenance can reduce

performance, affect health and threaten the safety of occupants and those in the vicinity

(Twuamai-Ampofo et al., 2017). Deduction made from past research Abdullah et al. (2014),

Roslan et al. (2014) and Kportufe (2015) show that maintenance affords innumerable benefits as

it prevents the process of decay and degradation in building; maintains structural stability and

safety and invariably optimise its performance.

Adequate responsive maintenance practice has been discovered to help inform plans for

renovation, refurbishment, retrofitting or new buildings. It also determines the causes of defects

and helps prevents its re-occurrence to ensure continued compliance with statutory requirements

(Eke et al., 2017; Alejo, 2018).

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A thorough adherence to a well-defined and developed maintenance strategy will take care of

facility breakdown or malfunction thereby allowing facility managers to concentrate on

capitalisation (Omotehinshe et al., 2015a; Akinyemi, Gambo, Ankeli, & Dabara, 2016). In the

absence of this, measurable time will be required to develop and define a maintenance strategy,

communicate it, and last focusing on the tactical choice, for how to achieve it. Tactics are the

actual activation needed to implement the strategy, which concerns the management of

processes, people, and physical asset infrastructure (Camphell & Reyes-Picknell, 2006). The

management’s objectives must be realized in accordance with safety, environmental regulations

and also in a cost effective way. The integration of machines, men, methods and means into a

well-designed strategy requires indispensable managerial capacity (Waeyenberghad & Pintelon,

2002). Below are some of the accruable benefits if maintenance culture is embraced in our

society:

• Keeping assets in topmost working condition in order to minimize downtime and disruption to

services

• Keeping facilities in a state of good repair for the owner’s health and safety

• Keeping assets from deteriorating in appearance and aesthetics

• Keeping facilities so as to optimally achieve their full potential service life

• Leveraging efficiencies that can be reflected on the owner’s statement of financial position

• Satisfying a legislated duty that is owed to owners, occupants and guests on the property

• Preventing unnecessary damage to assets or facilitation that may result in their performance

failure

2.6 Literature Gaps

From the several works that have been studied, it was realized that maintenance culture on

public facilities had been treated with little or none done on military controlled facilities. Also,

improving on the existing maintenance culture in Nigeria especially as it affects the military

15
controlled public assets need to be seriously looked into which necessitated the chosen of

Nigerian Defence Academy as a case study for this work.

CHAPTER THREE

METHODOLOGY
3.1 Introduction

This chapter presents and discusses the methods used in carrying out the research in order to

obtain the desired results, taking into cognizance the research problem, aim and objectives. It

further describes the methodological approach and procedures, including the required data, data

collection and presentation techniques, data instruments, presentation, processing and analysis

The procedures (methods) adopted for the study are presented under the following subheadings:

research design, population of the study, sample and sampling technique, instrument for data

collection, validation of the instrument, reliability of the instrument, method of data collection

and method of data analysis

3.2 Research Design

This study is part of a larger research work conducted for the award of Postgraduate Diploma

degree in Civil Engineering. The study area is located in Kaduna, the education hub in northern

Nigeria, and an important administrative and institutional hub with different categories of

military training institutions hosting Nigerian Defence Academy which can be understudied to

achieve the objectives of the study.

Case study research was adopted and the instruments of data collection include the use of

questionnaire and direct field observation of the selected buildings within the Nigerian Defence

Academy to assess the current physical condition of the buildings

3.3 Research Settings

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This study was carried out in Nigerian Defence Academy, (old site and permanent site) Kaduna

in Kaduna State, Nigeria.

3.4 Population and Sample

A study population is a group of elements or individuals as the case may be, who share similar

characteristics. These similar features can include location, gender, age, sex or specific interest.

The emphasis on study population is that it constitute of individuals or elements that are

homogeneous in description (Prince Udoyen: 2019). In this study the study population is the

staffs in the selected buildings of the Nigerian Defence Academy. Sampling will be carried out

with a total of 100 questionnaires to be administered.

3.5 Sources of Data

The study obtained both primary and secondary data. Quantitative data were collected from the

users of the building through structured questionnaire. The secondary data was derived from

multiple sources such as published and unpublished materials in books, journals, encyclopedias,

magazines, research works, conference or seminar and working papers, including, school

records, maps and layout drawings of the housing estates and relevant publications.

3.6 Data Collection

This study employed survey design and data collection method was through the use of

questionnaires and observation of the Nigerian Defence Academy, Kaduna. Sampling was

carried out with a total of 100 questionnaires administered. The questionnaire is structured type

and provides answers to the research questions and hypotheses therein,

This instrument is divided and limited into three sections; Section A, Section B, Section C and

Section D. Section A deals with the bio-data of the respondents while Section B, Section C and

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Section D contains research statement postulated in line with the research objectives in chapter

one. Options or alternatives are provided for each respondent to pick or tick one of the options

using Likert five point scale which is a rating scale used to measure survey participants'

opinions, attitudes, motivations, and more. It uses a range of answer options ranging from one

extreme attitude to another, sometimes including a moderate or neutral option.

3.7 Sample Size Determination

‘Sample size’ is a market research term used for defining the number of individuals included in

conducting research. Researchers choose their sample based on demographics, such as

age, gender questions, or physical location. It can be vague or specific.

Sample size determination is the process of choosing the right number of observations or people

from a larger group to use in a sample. The goal of figuring out the sample size is to ensure that

the sample is big enough to give statistically valid results and accurate estimates of population

parameters but small enough to be manageable and cost-effective.

Cochran’s formula is perhaps the most well-known equation for calculating sample size, and

widely used when the population is large or unknown (Esamor, 2024).

2
z × ^p (1− ^p )
Ƞ=
ε2
Where;

z = z score

ε = margin of error (confidence interval)

N = population size

p̂ = standard of deviation

Z-scores for the most common confidence intervals are:

 80% = 1.28

 85% = 1.44

 90% = 1.65

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  95% = 1.96

 99% = 2.58

If another different confidence interval was to be used, the z-score table will be used to find the

correct value for your calculation. Assume a population proportion of 0.5, and unlimited

population size.

Levy and Lemeshow (2013) argued that if the population is relatively small, the sample size

should comprise a reasonably large % of the population. Based on this, the sample size for this

study is 100 out of the staff members identified in the academy were randomly selected. This is

in line with the recommendation by Nwana (1981) cited in Bassi and Camble (2011) who

advocated 40% sample size for any study.

Out of the 100 questionnaires distributed, 75 questionnaires were retrieved representing about

75% of the total population which is considered sufficient for the study based on the assertion of

Moser and Kalton, (1999) that the result of a survey could be considered as biased and little

significant if the return rate was lower than 20-30%.

3.8 Research Factors

Three parameters were considered in this study. The parameters covered the research aim and

objectives. The key parameters considered deal with the structural condition of the school

buildings; the availability of infrastructural facilities in the school buildings; and the defects in

the buildings.

3.9 Method of Data Analysis

Data to be gathered will be analyzed using simple statistical tools such as mean item score,

percentage and frequency and the results to be presented in tables, charts and pictures. This is

done in relation to the stated objectives of the study.

Objective 1: To determine the factors that are effective for maintenance culture in Nigeria.

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Nature of Data: The data for this objective are quantitative in nature and describe the general

characteristics of the NDA as an academy in terms of location, age, staff qualifications, sex, etc.

(See Appendix 1 section A of the questionnaire).

Data Analysis: The quantitative data obtained was subjected to both descriptive statistical

analyses. The quantitative data were analyzed with the help of Statistical Packages for Social

Science (SPSS) Version 21.0. This involved the calculation of frequencies and %s and the

presentation of the result using tables and charts.

Objective 2: To examine the quality of public properties through improved maintenance culture.

Nature of Data: The physical characteristics of the buildings were assessed in order to achieve

this objective. The data for this objective are qualitative in nature. The condition of building

components, building services, finishes, building maintenance and external conditions were all

assessed using Likert type scale rating. In addition, the researcher also carried out observations

on the buildings.

Data Analysis: The quantitative data were an, while the qualitative data were analyzed using

content analysis was used for data analysis.

Objective 3: To examine the maintenance of Public Properties in Nigerian Defence Academy,

Kaduna

Nature of Data: The data for this objective are basically quantitative in nature. The data

collected for this objective included, length of stay of the maintenance managers in the schools,

the type of maintenance and factors that can lead to poor maintenance (Appendix 1 Section B of

the Questionnaire).

Data Analysis: Data were analyzed using descriptive statistical tools, and the results

presentation in charts and tables.

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3.10 Reliability

The researcher initially used peers to check for consistence of results. The researcher also

approached senior researchers in the field. The research supervisor played a pivotal role in

ensuring that consistency of the instrument used was enhanced.

3.11 Validity

Validity here refers to the degree of measurement to which an adopted research instrument or

method represents in a reasonable and logical manner the reality of the study (Prince Udoyen:

2019). Questionnaire items were developed from the reviewed literature. The researcher

designed a questionnaire with items that were clear and used the language that was understood

by all the participants. The questionnaires were given to the supervisor to check for errors and

vagueness.

3.12 Ethical Consideration

The study was approved by my project supervisor. Permission was sought from the relevant

authorities to carry out the study including physical assessment of buildings and other

infrastructures. Date to visit the place of study for questionnaire distribution was put in place in

advance as well.

3.13 Limitations of Study

Financial constraint- The efficiency of the researcher in sourcing for the relevant materials,

literature or information and in the process of data collection (internet, questionnaire and

interview) may be impeded by insufficient fund due to economic hardship in the country.

Time constraint- The researcher will simultaneously engage in this study with other academic

work. This consequently will cut down on the time devoted for the research work.

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 CHAPTER FOUR

DATA PRESENTATION, RESULT AND DATA ANALYSIS

4.1 Introduction

This Chapter is on data presentation and analysis of information gathered through the

questionnaire distributed to the building users and maintenance managers within the academy. In

addition, researcher‘s physical observations on the present state of buildings and few other

infrastructures within the academy at both old site and permanent site.

4.2 Data Presentation and Analysis

Result of analysis of the questionnaire administered to the users of buildings and infrastructures

in the academy. Out of 100 questionnaire that was administered, 97 which were instantly filled

were retrieved and analysed. This represent 97% of the total respondent and is considered valid

for analysis.

4.2.1 Status of Respondents in the Academy

The teaching is made up of two groups ‘namely academic and non-academic staff. Both groups

are very important because while the academic staff may have a better insight into the academic

and military training, the non-academic staff have a better insight into how the the operation of

the academic staff will go smoothly without hindrance. Table 4.3 presents the status of the

respondents as 90.6% of respondents were academic staff.

22
Table 4.1: Status of respondents

Status of the respondent Frequency Valid Percent (%)

Academic 30 30.9

Non academic 67 69.1

Total 97 100.0

Approximately, 70% of the respondents were non-academic from whom additional information

concerning the physical characteristics of the buildings and other infrastructures in the academy

were sourced.

Academic Status

Academic Non-Academic

Figure 4.1: Pie chart representing the academic status of respondents

4.2.2 Years of Respondents in Service

The present condition of a building is the sum total of the efforts by users or owners to maintain

it over the years. Staff perception on maintenance of a school building can only be tenable after

working for a reasonable period of time. It is for this reason that the length of stay of

respondents was investigated in this study. Result of the analysis of the data on this is presented

in Table 4.2.

Table 4.2: Length of stay in the academy

Length of Stay Frequency (f) Valid Percent (%)

23
 1- 4yrs 4 4.1

5-8yrs 15 15.5

9-12yrs 15 15.5

12- 16yrs 38 39.2

17 and above 25 25.8

Total 97 100

It is evident from the result (Table 4.2) that a majority of the respondents have worked in the

academy for a minimum of at least 5years.

Length of stay in the Academy

40

35

30

25

20

15

10

0
1 - 4 Years 5 - 8 Years 9 - 12 -Years 12 - 16 Years 17 & Above

Figure 4.2: Bar char representing the length of stay of respondents in the academy

4.2.3 Respondents’ Academic Qualifications

The academic qualifications of respondents in NDA were as presented in Table 4.3. A closer

look at Table 4.3 shows that 10.3% of respondents had a minimum of each of S.S.C.E and OND

respectively. This category of individuals represent the cleaners and grass cutters in the

academy. Approximately 33% and 31% of the respondents had BSc. And MSc. This represents
24
the category of those who are either in the military training, laboratories or administrative

officers in the academy. 5.2% of the respondents had N.C.E and Professional certificate

respectively. This represents some of the clerical and Ad-Hoc staff in the academy. While 5.2%

of the respondents also hold PHD. This category represent the lecturers responsible for the

academic training in the academy.

Table 4.3: Academic Qualification of the respondents

Highest Academic Qualification Frequency (f) Percentage Validity (%)

S.S.C.E 10 10.3

OND 10 10.3

N.C.E 5 5.2

BSc. 32 ≈ 33

MSc. 30 ≈ 31

PHD 5 5.2

Professional Certificate 5 5.2

Total 97 100

25
 Qualification

S.S.C.E OND NCE BSc

MSc PHD Professional Certificate

Figure 4.3: Pie chart representing the various qualifications of the respondents

4.2.4 The Characteristics of the Respondents (Building Users)

A total of 100 members of staff in NDA were involved in the questionnaire survey. As contained

in Table 4.2.4, 46.4% and 53.6% of the respondents were females and males respectively. This

is similar to the results of Ekundayo et.al. (2012).

Table 4.4: Sex of Respondents

Sex of the respondent Frequency Valid Percent (%)

Male 45 46.4

Female 52 53.6

Total 97 100.0

This result was not unexpected since there was a prevailing dominance of female in the area of

cleaning and maintenance, and adding up to few female users of the building offices in the

academy than females.

26
 Gender

Male Female

Figure 4.4: Pie chart showing the gender distribution of the respondents

4.2.5 Age of the building

Buildings wear out with age no matter the attention given to them since building elements, e.g.

roofing sheets, wooden doors and window frames; have varying life spans. Others such as

windows, doors and plumbing fittings become worn out due mainly to the quality of materials

and intensity of usage.

Table 4.5: Age of the building

Age (Years) Frequency (f) Valid Percent (%)

Below 20 17 17.5

21 – 30 70 72.2

31 – 40 10 10.3

41 – 50 - 0%

27
 Above 51 - 0%

Total 97 100

Indication from the table shows that majority of the buildings have been built more than 20years

ago while just 17.5% have stayed less than 20years in the academy.

Chart Title
80

70

60

50

40

30

20

10

0
Below 20 21 - 30 31 - 40 41 - 50 Above 51

Age Column1 Column2

Figure 4.5: Bar chart showing the age distribution of buildings in the acadmy

4.3 Result of Physical Observation

Deductions made from the observed physical condition of the buildings, roads, hostel, lawn

within the academy are as shown:

A: Lawn in front of HQ at Afaka (NDA Permanent Site) B: Faculty Building in Afaka (NDA Permanent Site)

28
 E: Lawn in front of HQ at Afaka (NDA Permanent Site) F: Road leading to HQ at Afaka (NDA Permanent Site)

G: Tailoring Drill Shed & Canteen at

H: Hostel at Afaka (NDA Permanent Site)
Ribadu Cantoment (NDA Old Site)
Figure 4.5: Picture from physical observation
Majority of the building infrastructures in the academy physically shows that they are in good

maintenance state and except some at the NDA Old Site as shown which have their walls dirty

and likewise the roads shown sign of no maintenance like those within the permanent site of the

academy.

4.4 Responses to Questions

Question: What are the factors that is effective for maintenance culture in Nigeria?
Table 4.6: Factors that is effective for maintenance culture in Nigeria
29
 Variables SA A U D SD Mean Valid

Percent

(%)

Awareness and Education 70 23 - 4 - 4.64

Leadership by example 84 13 - - 4.87

Investment in infrastructure 74 15 3 5 - 4.63

Community engagement 62 26 6 12 - 4.70

Policy and legislation 57 35 2 3 - 4.51

Capacity building 26 52 13 5 - 3.99

Funding and budgeting 11 59 11 15 - 3.65

Technology and innovation 14 45 12 22 3 3.43

Collaboration and partnership 44 18 5 12 17 3.59

Cultural shift 15 32 9 40 1 3.21

From Table 4.6, the factors considered for effective maintenance culture in Nigeria indicates that

the respondents mildly agree to the fact that the capacity building, funding, technology,

collaboration and partnership with professional bodies and cultural shit are things to be seriously

improved upon in Nigeria. This is evident in the mean responses as shown in Table 4.6. but on

the overall average which is 4.1, there seem to be a general agreement that the variables under

this question are the factors that can bring effectiveness to maintenance culture in Nigeria.

Question: What are the qualities of public properties improved through maintenance
culture?
Table 4.7: Responses of the respondents to the qualities of public properties improved
through maintenance culture

Variables (Meaning) SA A U D SD Mean (F) Valid

Percent

(%)

30
 Safety 46 40 5 1 - 4.20 42

Reliability 47 50 - - - 4.48

Cleanliness 65 32 - - - 4.67

Durability 47 50 - - - 4.50

Efficiency 40 49 3 5 - 4.28

Sustainability 31 43 5 8 - 3.69

Accessibility 14 44 4 15 20 3.17

Community pride 67 30 - - - 4.69

Environmental protection 39 56 - - - 4.32

Economic growth 27 70 - - - 4.28

From Table 4.7, it can be seen that for each of the variables under the question, the average
sentiment score is not less than 4 except for Sustainability and Accessibility. This shows that the
respondents to this section of the questionnaire seem to have positive agreement and attitudes
towards each of the variables except for the fact that each of these buildings cannot be easily
accessed by disable persons and there is doubt if these maintenance can be continuously
sustained especially considering the picture G in Figure 4.5 i.e. the road leading to the academy
mosque in Ribadu Contoment and the dirty wall observed from the tailor shed along with the
canteen beside it. But with an overall average of 4.23, the respondents are in tandem with the
fact that the qualities of public properties can be improved through maintenance culture. This is
evident in the pictures as shown in picture A, B, C, D, E, F & H as the infrastructures appears
new, strong and durable day in day out.

4.3.3 Examination of how maintenance of public properties in Nigerian Defence

Academy,
Kaduna is carved out.
Table 4.8: Responses of the respondents to maintenance of public properties in Nigerian
Defence Academy, Kaduna is carved out.
Variables (Meaning) SA A U D SD Frequenc Valid

y (F) Percent

31
 (%)

Directorate maintenance 56 40 - 1 - 4.56

Scheduled maintenance 35 47 - 15 - 4.05

Repair and renovation 45 47 - 5 - 4.36

Cleaning and Sanitation 70 25 - 2 - 4.68

Landscaping and gardening 70 25 - 2 - 4.68

Waste management 34 47 - 16 - 4.02

Quality control 70 25 - 2 - 4.68

Collaboration with external 35 60 - 2 - 4.32

agencies

From Table 4.8, it can be seen that for each of the variables under the question, the average
sentiment score is not less than 4. This shows that the respondents to this section of the
questionnaire seem to have positive agreement and attitudes towards each of the variables and
with an overall average of 4.2, the maintenance of properties within the academy is something
worthy to imbibe if not improved upon. This is evident in the pictures as shown in Figure 4.5
picture A, B, C, D, E, F & H except picture G where the walls look so dirty and the road leading
to the Academy Mosque in Ribadu Cantoment is not in good maintenance shape.

CHAPTER FIVE

CONCLUSION, SUMMARY AND RECOMMENDATIONS

5.1 Conclusion

32
This study examined the causes and implications of poor maintenance on national development

in Nigeria. Maintenance culture is a bedrock of infrastructural and facility development which

should not be taken with levity if the attainment of Nigeria of our vision is to be achieved. Poor

leadership, lack of maintenance policy, attitudinal problem and corruption are identified among

others as the major causes of poor maintenance. Different maintenance strategies that could be

adopted to retain and continuously keep facilities in a safe and good working condition were

examined.

In addition, most of the facilities examined at the academy were in functional conditions. The

facilities are mostly in optimal conditions due to the frequent maintenance type carried out them

all especially the general cleaning being done by the cleaners and gardeners, In addition, the

frequency of maintenance of the facilities studied shows that routine maintenance is done on

daily basis on almost all the facilities however servicing and repairs are done when necessary.

5.2 Summary

This study further reveals that there is formal organizational structure showing the distribution

of responsibility in all buildings with a proper organizational chart showing the distribution and

scheduling of responsibilities of power for proper functioning of the NDA and personnel of the

academy. More so, maintenance work is also categorised according to their order of importance

or severity and as such, maintenance work should is done based on need “need driven” and not

based on budget “budget driven”. The main factors affecting quality management of building

construction firms include; inadequacy of site personnel, adequate knowledge of project, poor

material quality and poor quality of professionals and workmanship.

On personal levels, we must imbibe maintenance culture in order to enjoy the best of our assets
with a view to enjoying the best of life. How well we use and enjoy our facilities such as
buildings, machines, cars, households equipment, furniture or public physical assets or our
bodies depend, largely, on how well we imbibe the culture of maintenance (Ajibola, 2009).

5.2 Recommendations

33
 Adequate funds should be provided for effective maintenance practices to be achieved

regularly. The policy maker also should be interested in maintenance, which must not be

neglected.

 The need for economic analysis and workable financial plans should be prepared prior to the

award of contracts.

 The maintenance department is advised to carry out routine inspections of existing buildings

and not to wait until structure are completely dilapidated.

 The NDA authority and Government should ensure all site personal are adequately qualified

to delivery on the tasks assigned to them, materials used on site should be properly certified

before usage and all stakeholders on a project should possess adequate information and full

knowledge of such project before work commences.

 The Government and NDA authority needs to invest more in the education and training of

employees on quality management systems and the need to adhere to suitable quality

management practices, also firm need to ensure all employees in charge of supervision on

site are adequately qualified for such positions, firms should also embark on frequent quality

appraisal of their activities and comply to laid down industry standards.

 Also recommended is that there should be formulations of maintenance policy, inclusion of

maintenance culture in our educational curriculum.

 Each state should, as a matter of duty, formulate maintenance policies that would guide its

operational activities to enhance effectiveness and efficiency

 A functional and workable anti-corruption system should be designed and installed in both

private and public organisations with a view to preventing corrupt practices

 People should be sensitized and encouraged to embrace maintenance culture for the

betterment of our dear nation.

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37
 APPENDIX I
QUESTIONNAIRE

Dear Sir/ Madam,

This questionnaire is structured to obtain responses from the staff and users of buildings in
Nigerian Defence Academy. The series of questions in this questionnaire are designed to elicit
information on maintenance of infrastructures such as buildings within the academy control.

Please, answer the questions that follow by ticking the appropriate option (if provided) or
writing unrestrictedly for open-ended questions. Please answer all questions freely but
objectively. The information is for academic purpose only and will be treated with the strictest
confidentiality.

PLEASE NOTE: "Structural defect" means any defect in a structural element of a building
that is attributable to defective design, defective or faulty workmanship or defective materials
(or any combination of these).
Thank you for your anticipated co-operation.

Yours Faithfully
Elizabeth O. Itodo
NDAPGS/FET/CLE0/3154

38
 Section A : BIODATA

(Please tick [√] Maintenance of Building)

1. Name of department/faculty and its location ……………………........................................

2. What is your status in the School? Academic Staff [ ] Non–Academic Staff [ ]

3. How long have you being in the School?

1-4yrs [ ] 5-8yrs [ ] 9-12yrs [ ] 12- 16yrs [ ] 17 and above [ ]

4. What is your academic qualification? SSCE [ ] OND [ ] NCE [ ]

BSC/ HND [ ] MSc [ ] Ph.D [ ] Professional Certificate [ ]

5. What is your Sex? Male [ ] Female [ ]

6. How old is your building?

Below 20 years [ ] 21-30 [ ] 31-40 [ ] 41-50 [ ] Above 51 [ ]

Section B:

Factors that is effective for maintenance culture in Nigeria.

SA [Strongly Agreed] D [Agreed] U [Undecided] SD [Strongly Disagreed] D [Disagreed]

Variables SA A U D SD

Awareness and Education

Leadership by example

Investment in infrastructure

Community engagement

Policy and legislation

Capacity building

Funding and budgeting

Technology and innovation

Collaboration and partnership

Cultural shift

39
 Section C:

What are the qualities of public properties through improved maintenance culture?

SA [Strongly Agreed] D [Agreed] U [Undecided] SD [Strongly Disagreed] D [Disagreed]

Variables (Meaning) SA A U D SD

Safety

Reliability

Cleanliness

Durability

Efficiency

Sustainability

Accessibility

Community pride

Environmental protection

Economic growth

SECTION D

Examination of how maintenance of public properties in Nigerian Defence Academy,

Kaduna is carved out.

SA [Strongly Agreed] D [Agreed] U [Undecided] SD [Strongly Disagreed] D [Disagreed]

Variables (Meaning) SA A U D SD
Directorate maintenance
Scheduled maintenance
Repaire and renovation
Cleaning and Sanitation
Landscaping and gardening
Waste management
Quality control
Collaboration with external agencies

40
 APPENDIX II
SITE INSPECTION CHECKLIST
1. Drainage
2. In-Situ reinforced concrete
3. Precast reinforced concrete
4. Block walling
5. Carpentry and joinery
 Timber free from defects.
6. Wall and roof cladding
7. Metal work
8. Roofing
9. Discharge pipework and sanitary fittings
10. Water Supply
11. Ventilation: Indoor Quality Air andlighting
12. Electrical installation
13. Floor finishes
14. Plastering and wall tiling
15. Suspended ceilings
16. Proprietary partitions
17. Glazing
18. Painting and decorating.
19. Ironmongery
 locks,
 Doors, windows, open easily, not in need of adjustment.
20. Cleaning down
 Floors scrubbed, free from point splashes.
 Painted surfaces clean, free from faults.
 Glass cleaned, undamaged.
 Sanitary fittings clean, undamaged.
 Lighting fittings clean, undamaged.
 Switch plates, ironmongery, door/window furniture clean.
 Rooms, areas generally immaculate.

41