THE STRATEGIC PLAN OF THE WORKS AND MAINTENANCE DEPARTMENT

The department grew out of the Works and Services Unit of the University of Ibadan, Jos Campus. It was set up at the establishment of the Campus to:

* design and supervise physical development projects of the campus.

* liaise with consultants and specialists to carry out the above

* execute direct labour projects.

* maintain all physical plants of the campus.

With the establishment of the University of Jos in 1975 and in consonance with guidelines of the National Universities Commission, responsibility for the first two activities itemised above, were taken over by the Physical Planning Division of the Vice-Chancellors 0ffice.

0ver the years a number of projects were executed to a degree of satisfaction and necessary services provided but not without embellishments. As a matter of fact on a number of occasions the University Administration found it necessary to set up panels to review the operations of the department. While some action was taken on issues connected with personnel, hardly anything was done on highlighted shortcomings traceable to lack of equipment and materials. This can well be understood because of the cost implications of such action in the face of contending demands for funds for academic programmes - the raison d’etre of the University.

II. THE MISSION STATEMENT OF THE WORKS AND MAINTENANCE DEPARTMENT

The Works and Maintenance Department as a Service Unit is set up to undertake.

* maintenance of building and grounds

* maintenance of water, electrical and telecommunication installations.

* maintenance of vehicles, plants and equipment

* direct labour execution of minor capital projects.

The services of the department are provided with a view to ensuring that a suitable and conducive environment is created for academic pursuits. It is worth noting that deterioration of facilities is a continuous process that starts immediately after construction or installation and delay in attendance to defects only increases the rate of deterioration. Further, experience shows that the maintenance function is most effectively handled by a resident maintenance crew, the type and size of which determines the efficiency of the operation.

The strength of the department lies in:

* the reality that the majority of staff have the necessary training and experience to carry out their duties effectively.

* most direct labour projects carried out by the department within available resources are of sound quality. e.g Bauchi Road Campus gate and fence wall.

The weaknesses and constraints of the department include:

* the preponderance of obsolete and inadequate equipment.

* inadequate record keeping due to frequent movement of clerical staff in the absence of trained clerks of works.

* regular loss of equipment and implements due to insecure premises.

* inadequate transportation facilities to cope with the dispersed nature of work sites in a situation where staff cannot be decentralised effectively due to limitations in their number.

Opportunities for the future include:

* systematic operation will improve performance.

* computerisation of records will facilitate access to vital information and improve efficiency.

* regular staff development programme will ensure the relevance of staff to the changing work environment.

* charging for some of the services rendered will provide funds for the acquisition of vital tools and equipment.

* movement to the department’s permanent site will encourage the provision of adequate and secure structures.

Threats to the efficient performance of the department include:

* inadequate funding particularly for the rehabilitation of fundamentally defective structures.

* design of structures without due regard to future maintenance.

* cumbersome material procurement processes negate the essence of planning.

* paucity of qualified supervisory staff in some vital areas such as the electrical unit.

The Works and Maintenance Department seeks to establish an efficient and systematic approach to works execution and maintenance operations of physical facilities that will promote a conducive environment for living, working and learning in the University. It will also work with the Equipment Maintenance Centre to generate revenue for the University.

V. GOALS AND STRATEGIES:

WKS = Works and Maintenance Strategy

In consonance with the University’s general goals and strategies the department will focus on the goals and strategies that are relevant to it so that the University can consolidate in its areas of strength.

WKS 3.1 Ensure uninterrupted electric power supply through collaboration with NEPA and the provision of a reliable and affordable alternative power source.

WKS 3.2 Explore areas where the solar power option will be most needed and support its installation.

WKS 3.3 Foster the improved maintenance of buildings, grounds and gardens to improve their functionality and the aesthetic appearance of the campuses.

WKS 3.4 Establish and regularly update a comprehensive computerised databank of all physical plants of the University.

WKS 3.5 Support the rehabilitation and rectification of the buildings with fundamental design defects e.g Professorial Houses, to bring them to a state that is amenable to planned maintenance.

WKS 3.6 Foster the rehabilitation of plants and vehicles to permit the execution of preventive maintenance schedules.

WKS 3.7 Support efforts towards the completion of rehabilitation, standardisation and mapping of electricity and water distribution and road networks on the campus, hostels and residential estates.

WKS 3.8 Relocate the department at its permanent site.

WKS 3.9 Link-up with the Physical Planning Division to make inputs in all new designs in the light of past experience so as to minimise future maintenance problems.

WKS 3.10 Continue to perform all its present duties during the transition to private management of student hostels and staff accommodation.

WKS 5.1 Steadily mechanise through the acquisition of machines, e.g the use of excavators for digging trenches and the use of rotary slashers to clear grass.

WKS 5.2 Support the streamlining of material procurement procedure. In particular the role of the Central Stores is to be limited to bulk purchases of materials from manufacturers or their representatives.

WKS 5.3 Improve staff welfare through adherence to provisions for staff welfare under the Industrial Safety Act and pay bonus to workers engaged in projects for which charges are made.

WKS 5.4 Plan the fusion of the Equipment Maintenance Centre and the Works and Maintenance Department in one Central Commercial Directorate.

WKS 5.5 Rehabilitate existing departmental vehicles and compensate staff for using personal vehicles in the discharge of official duties.

Goal 6: Increased provision and use of information technology

WKS 6:1 Support the increase of the internal telephone lines for intra-university use from 150 to 300 and ensure their installation in the campuses of the institution while increasing the number of functional direct lines from 10 to 50.

WKS 6.2 Foster the installation of communication infrastructure necessary to provide full campus wide access to electronic communication and the Internet and make free, full Internet services available for staff and students.

WKS 8.1 Introduce charges for services rendered especially as regards direct labour construction as well as repair of refrigerators and air conditioners for staff of the University.

1998 to 1999:

Establish an efficient and effective Job Registry in the Works and Maintenance Department.

Design the increase of the number of internal telephone lines from 150 to 300 and ensure that all the direct lines are functional and increased from 10 to 30.

Initiate and support collaboration with NEPA to ensure uninterrupted electric power supply to all the campuses.

Examine the power requirement of the academic sections of the university and produce a workable programme of phased introduction of solar power as an alternative source of electric power.

Commence action on the planned fusion of Equipment Maintenance Centre and Works and Maintenance Department.

1999 to 2000:

Foster the increase of the number of functional direct telephone lines from 30 to 50.

Introduce performance audit and awards for Works & Maintenance staff.

Support the implementation of phase 1 of solar power installation in critical areas such as the Library, the Computer Centre and the Main Administrative Building.

Support the commencement of phase 2 of solar power installation by incorporating it in critical units such as laboratories and lecture halls.

2001 to 2002:

Support the completion of phase 2 of solar energy installation.

2002 to 2003:

Support the commencement of phase 3 of solar power installation by ensuring that solar power fittings are incorporated in the design of new buildings as roof coverings and cladding.

Complete the fusion of Equipment Maintenance Centre and Works and Maintenance Departments into a Central Commercial Directorate.

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