AN EVALUATION OF EFFECTIVE STRATEGIES IN MANAGEMENT OF TALBA HOUSING ESTATE MINNA, NIGER STATE

AN EVALUATION OF EFFECTIVE STRATEGIES IN MANAGEMENT OF TALBA HOUSING ESTATE MINNA, NIGER STATE

ABSTRACT

This project work focuses on the evaluation of effective strategies in management of Talba Housing Estate Minna, Niger State. The specific objectives of the study include to  examine the problems encountered in management Talba Housing Estate Minna in Niger state; to analyze the prospects of residential properties management, to examine the challenges confronting the effective management of Talba housing estate Minna and to identify and examine the effective strategies adopted in the management of Talba housing estate. Relevant literatures were also reviewed to aid the study ranging from the concept of management to its functions. The researcher adopts the use of questionnaires and field survey in gathering relevant data required for the study. Data were also analyzed in tables using percentages. The findings of this project work revealed that, the profound and exacerbating managerial challenges in the estate is not just insufficient fund and changes of management but that of bureaucracy and  to top it all, policy and governmental changes as the major challenges that enfeeble the management of public Housing Estate. The strengthening of managerial capacity, provision of adequate fund to carryout regular maintenance without delay and redressing of political practices that undermine efficient management will go a long way in proffering solution to the above identified challenges. 

CHAPTER ONE

1.0     INTRODUCTION 

1.1    BACKGROUND OF THE STUDY

Public estate management is emerging as a managerial science today (Kyle and Baird, 1995). It transcends beyond the role of rent collector (Li, 1997). Managing a residential property involves establishing goals, objectives and policies and implementation of strategies to achieve those goals and objectives. 

Singh (1994, 1996) posited that residential property management is an activity that seeks to control interests in property owner and particular purpose for which the property is held. Wong (1999) considers residential property management as the work carried out to manage and maintain the development including its facilities at the level that will retain or enhance the value of the residential property, create a safe, functional and conducive living environment for occupants, keep or restore every facility in efficient working order and in good state of repair, and project a good appearance or image for the development. Ismail (1996) regards residential property management responsibility as including all the necessary making to ensure the economic and physical vitality of residential property assets. 

The management of public estate assets particularly poses unique form of problems ranging from over inflation of invoices, corruption, nepotism, and awarding of contract works to contractors not knowledgeable about the jobs to be carried out. This array of issues and others, calls for monetization policy of the Federal Government, where all government properties are transferred to the private entities few years ago. 

Many public estate developments and their post-construction management are undertaken with the intent of accomplishing immediate social, economic, financial and aesthetic benefits or returns, but they are executed with minimal concern for sustaining these benefits thereafter (Ihuah and Fortune, 2013; Ihuah and Eaton, 2013). The sustainability of public estate projects after completion is a concern that should not be overlooked in the built environment since housing estates provide shelter to human beings. It is also one amongst the four basic human needs that harmonize the other basic needs through the opportunity of providing comfort, security and safety to people. 

The public housing estates prominence is sustained with appropriate post-construction management and other beneficial sustainability issues are tackled with respect to the built environment, economic growth and enhanced development in a country (Ihuah and Eaton, 2013). Therefore, the imperative to ensure that public estates returns are continually accomplished and enjoyed by all stakeholders should be the objective for any development organisation to achieve. 

The challenges be devilling management of public estates vary with different context and analytical perceptions. The problems of chronic financial crisis, poor maintenance, lack of manpower and strained relationship between public estates residents and the management has been mentioned by (Davidson 1999) as recurring themes of public estate management issues, while Okpala (1977), identified bureaucracy corruption.

This implies that, there is need to look at the management of existing Public Housing Estates in order to restore them back to habitable condition through regular management and maintenance so that the intensity building management becomes higher with its age especially in the face of climatic change and its negative and adverse effects on the building itself, the facilities and the physical environment for sustainable development.

This project work therefore, examines the management of public estate in Niger State with a particular interest in Zuma Housing Estate Suleja with a view to identify the challenges confronting the effective management practice suitable for the Estate and other public Estate in Nigeria.

Public estate management is also the management of government property, equipment, tooling and physical capital assets that are acquired and used to build, repair and maintain the public estate. Property management involves the processes, systems and manpower required to manage the life cycle of all public residential property as defined above including acquisition, control, accountability, responsibility, maintenance, utilization and disposition (Njoku, 2006). 

According to Ebie (2012), duties involved in public property management generally will include a minimum of these basic primary tasks

1. The full and proper screening or testing of an tenants/applicant’s credit, criminal history, rental history and ability to pay.
2. Lease contracting or accepting rent using legal documents approved for the area in which the property is located.
3. Mitigation and remediation regarding any maintenance issues, generally within a budget, with prior or conveyed consent via a Limited Power of Attorney legally agreed to by the property owner.

There are many facets to this public property (estate) management, including managing the accounts and finances of the real estate/residential properties, and participating in or initiating litigation with tenants, contractors and insurance agencies. Litigation is at times considered a separate function, set aside for trained attorneys. Although a person will be responsible for this in his/her job description, there may be an attorney working under a property manager. Special attention is given to landlord/tenant law and most commonly evictions, non-payment, harassment, reduction of pre-arranged services, and public nuisance are legal subjects that gain the most amount of attention from residential property managers. 

1.2     STATEMENT OF RESEARCH PROBLEM

According to Bello (2008), residential property is more than a mere shelter; it includes all facilities within and around it, embracing a bundle of services which entails both product and process. Management of public estate embraces in all ramifications the maintenance and development process, be it economic, social, physical). In fact, management of these properties has been subject of focus by researcher in recent times based on the cumbersome nature of the process. The problem of poor management of public estate is a global phenomenon and the severity of the problem differs from one nation to another and ranges from lacks adequate funding since it is tagged a government property, lack of routine inspection and unskilled management staff due to instability in management from the Government, changes in government, delay in carrying out maintenance work on the estate due to bureaucracy corruption and questionable character of staffs, Strained relationship between public estates residents and the management. e.t.c. However, the researcher seeks to evaluate the effective strategies in management of Talba Housing Estate Mina, Niger state. 

1.3     AIM AND OBJECTIVES

1.3.1    Aim

The aim of the study is to evaluate the effective strategies in management of Talba housing estate Minna, Niger State.

1.3.2     Objectives

To achieve the above aim the following objectives will be pursued;

1. To  examine the problems encountered in management Talba Housing Estate Minna in Niger state;
2. To analyze the prospects of residential properties management,
3. To examine the challenges confronting the effective management of Talba housing estate Minna
4. To identify and examine the effective strategies adopted in the management of Talba housing estate.

1.4     RESEARCH QUESTIONS

The following questions are very pertinent to the achievement of the objectives of  this study.

1. What are the problems encountered in management Talba Housing Estate Minna in Niger state?
2. What are the prospects of residential properties management?
3. What are the challenges confronting the effective management of Talba housing estate Minna?
4. What are the effective strategies adopted in the management of Talba housing estate?

1.5    SCOPE OF THE STUDY

The study addresses the evaluation of effect strategies in management of public estate and it is restricted to Talba housing estate Minna, Niger State. This is because the general management is done by the government’s agents. The project work evaluates the management of public estate in Niger State. 

1.6    SIGNIFICANCE OF THE RESEARCH 

Public Estate requires maintenance in order to enhance their values and life span. After the development of public estate, the problem of management set in with few years of completion, other problems began if adequate and appropriate strategies are not employed. 

This research will enlightens both government and the general public on the need to engage the services of professionals (Estate Surveyors and Valuers) in the management of public estate, so that the aim of developing such Estate will not be defeated.

The outcome of this study will educate the general public on the problems and prospects of managing residential properties in Nigeria emphasizing on its proper management and some other management challenges which will form a guide for estate managers in decision making.

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.

1.7    DEFINITION OF TERMS 

MANAGEMENT: Allison (1967) defined management as the selection of goals and the planning, procurement, organization and control of the resources for their achievement.

MAINTENANCE: Lawal M. (2010) defined maintenance as the whole range of operation necessary to preserve a building with its finishes and fittings so that it continues to provide the same facilities and services which it did at its initial stage of development. 

HOUSING: Housing extends beyond the concept of shelter. In the word of Abraham (1980) in his book “Housing in the Modern Market” it is not only shelter but part of the fabric of the neighborhoods life and the whole social milieu. It touches on many facts of industrialization, economic activities and development. 

PUBLIC ESTATE: Are land and building owned and directly managed by public authorities and those rights of control which public authorities exercise over the estate of the private owners. 

ESTATE: Udechukwu (2006) defined estate as “A legal entity denoting the character and quality of right that an individual or individuals possessed on a property. 

HOUSING ESTATE: In the word of Essien G.A (2012) in his Lecture Note “An Approach to Property Development II (Vol. 3)”. “Is an area of land on which many houses are built either by private enterprise or by a public authority”.

DEVELOPMENT: Is the process of generating latent values in land or creating benefits there from by incurring on it costs in the form of labour, capital or management skill (Umeh, 1983).

PUBLIC DEVELOPER: Nathaniel (1979) cited that public developer deal directly  with government involvement in the provision of housing, public properties (Estate) are therefore owned, controlled and managed by Federal, State, Local Government and other public bodies which are set up and functioned under state and their aims is usually based on political, social and economic ground. 

OBSOLESCENCE: Obsolescence is refers to as the wear and tear of the fabric of a building. It is a loss in the usefulness of a building and is a deficiency in design layout and equipment (Lawal M. 2010). 

SLUM: Adetoro S.A and Mbazor D.N (2007) defined it as “An area of advanced blight condition usually requiring cleaning or re-building as the most effective corrective action. It can also be said to be a poor dirty crowded area in an urban area. 

BLIGHT: Babatunde J. (1996) described blight as “Premature obsolescence and physical deterioration or other factors that has become undesirable for or impossible for normal development. Blight ranged from simple to complex.

AN EVALUATION OF THE STRATEGIES OF MANAGING PUBLIC RESIDENTIAL ESTATE IN NIGER STATE

AN EVALUATION OF THE STRATEGIES OF MANAGING PUBLIC RESIDENTIAL ESTATE IN NIGER STATE

ABSTRACT

This project work focuses on the evaluation of the strategies and problems of managing public residential estate in Niger state with Zuma Housing Estate as a case study. The objective of the study is to evaluate the strategies adopted in the management of public residential estate and the problems militating against its proper management. Relevant literatures were also reviewed to aid the study ranging from the concept of management to its functions. The researcher adopts the use of questionnaires and field survey in gathering relevant data required for the study. Data were also analyzed in tables using percentages. The findings of this project work revealed that, the profound and exacerbating managerial challenges in the estate is not just insufficient fund and changes of management but that of bureaucracy and  to top it all, policy and governmental changes as the major challenges that enfeeble the management of public Housing Estate. The strengthening of managerial capacity, provision of adequate fund to carryout regular maintenance without delay and redressing of political practices that undermine efficient management will go a long way in proffering solution to the above identified challenges. 

CHAPTER ONE

1.0     INTRODUCTION 

1.1    BACKGROUND OF THE STUDY

Public estate management is emerging as a managerial science today (Kyle and Baird, 1995). It transcends beyond the role of rent collector (Li, 1997). Managing a residential property involves establishing goals, objectives and policies and implementation of strategies to achieve those goals and objectives. 

Singh (1994, 1996) posited that residential property management is an activity that seeks to control interests in property owner and particular purpose for which the property is held. Wong (1999) considers residential property management as the work carried out to manage and maintain the development including its facilities at the level that will retain or enhance the value of the residential property, create a safe, functional and conducive living environment for occupants, keep or restore every facility in efficient working order and in good state of repair, and project a good appearance or image for the development. Ismail (1996) regards residential property management responsibility as including all the necessary making to ensure the economic and physical vitality of residential property assets. 

The management of public estate assets particularly poses unique form of problems ranging from over inflation of invoices, corruption, nepotism, and awarding of contract works to contractors not knowledgeable about the jobs to be carried out. This array of issues and others, calls for monetization policy of the Federal Government, where all government properties are transferred to the private entities few years ago. 

Many public estate developments and their post-construction management are undertaken with the intent of accomplishing immediate social, economic, financial and aesthetic benefits or returns, but they are executed with minimal concern for sustaining these benefits thereafter (Ihuah and Fortune, 2013; Ihuah and Eaton, 2013). The sustainability of public estate projects after completion is a concern that should not be overlooked in the built environment since housing estates provide shelter to human beings. It is also one amongst the four basic human needs that harmonize the other basic needs through the opportunity of providing comfort, security and safety to people. 

The public housing estates prominence is sustained with appropriate post-construction management and other beneficial sustainability issues are tackled with respect to the built environment, economic growth and enhanced development in a country (Ihuah and Eaton, 2013). Therefore, the imperative to ensure that public estates returns are continually accomplished and enjoyed by all stakeholders should be the objective for any development organisation to achieve. 

The challenges be devilling management of public estates vary with different context and analytical perceptions. The problems of chronic financial crisis, poor maintenance, lack of manpower and strained relationship between public estates residents and the management has been mentioned by (Davidson 1999) as recurring themes of public estate management issues, while Okpala (1977), identified bureaucracy corruption.

This implies that, there is need to look at the management of existing Public Housing Estates in order to restore them back to habitable condition through regular management and maintenance so that the intensity building management becomes higher with its age especially in the face of climatic change and its negative and adverse effects on the building itself, the facilities and the physical environment for sustainable development.

This project work therefore, examines the management of public estate in Niger State with a particular interest in Zuma Housing Estate Suleja with a view to identify the challenges confronting the effective management practice suitable for the Estate and other public Estate in Nigeria.

Public estate management is also the management of government property, equipment, tooling and physical capital assets that are acquired and used to build, repair and maintain the public estate. Property management involves the processes, systems and manpower required to manage the life cycle of all public residential property as defined above including acquisition, control, accountability, responsibility, maintenance, utilization and disposition (Njoku, 2006). 

According to Ebie (2012), duties involved in public property management generally will include a minimum of these basic primary tasks

1. The full and proper screening or testing of an tenants/applicant’s credit, criminal history, rental history and ability to pay.
2. Lease contracting or accepting rent using legal documents approved for the area in which the property is located.
3. Mitigation and remediation regarding any maintenance issues, generally within a budget, with prior or conveyed consent via a Limited Power of Attorney legally agreed to by the property owner.

There are many facets to this public property (estate) management, including managing the accounts and finances of the real estate/residential properties, and participating in or initiating litigation with tenants, contractors and insurance agencies. Litigation is at times considered a separate function, set aside for trained attorneys. Although a person will be responsible for this in his/her job description, there may be an attorney working under a property manager. Special attention is given to landlord/tenant law and most commonly evictions, non-payment, harassment, reduction of pre-arranged services, and public nuisance are legal subjects that gain the most amount of attention from residential property managers. 

1.2     STATEMENT OF RESEARCH PROBLEM

According to Bello (2008), residential property is more than a mere shelter; it includes all facilities within and around it, embracing a bundle of services which entails both product and process. Management of public estate embraces in all ramifications the maintenance and development process, be it economic, social, physical). In fact, management of these properties has been subject of focus by researcher in recent times based on the cumbersome nature of the process. The problem of poor management of public estate is a global phenomenon and the severity of the problem differs from one nation to another and ranges from lacks adequate funding since it is tagged a government property, lack of routine inspection and unskilled management staff due to instability in management from the Government, changes in government, delay in carrying out maintenance work on the estate due to bureaucracy corruption and questionable character of staffs, Strained relationship between public estates residents and the management. e.t.c. However, the researcher seeks to evaluate the management of public estate in Niger state. 

1.3     AIM AND OBJECTIVES

1.3.1    Aim

The aim of the study is to evaluate the management of public estate in Niger State with Zuma Housing Estate Suleja as the case study. 

1.3.2     Objectives

To achieve the above aim the following objectives will be pursued;

1. To examine the problems of public estate management in Niger state.
2. To analyze the prospects of residential properties management in Niger state.
3. To examine the challenges confronting the effective management of public estate.
4. To identify and examine the strategies adopted in the management of public estate.

1.4     RESEARCH QUESTIONS

The following questions are very pertinent to the achievement of the objectives of  this study.

1. What are the strategies adopted by the Authority concerned for the management of the public estate in the past?
2. How effective are these strategies?
3. What has been the level of maintenance in the Estate? 
4. What are the problems of public estate management in Niger state? 

1.5    SCOPE OF THE STUDY

The study addresses evaluate the management of public estate and it is restricted to Zuma housing estate in Suleja. This is because the general management is done by the government’s agents. The project work evaluates the management of public estate in Niger State. 

1.6    SIGNIFICANCE OF THE RESEARCH 

Public Estate requires maintenance in order to enhance their values and life span. After the development of public estate, the problem of management set in with few years of completion, other problems began if adequate and appropriate strategies are not employed. 

This research will enlightens both government and the general public on the need to engage the services of professionals (Estate Surveyors and Valuers) in the management of public estate, so that the aim of developing such Estate will not be defeated.

The outcome of this study will educate the general public on the problems and prospects of managing residential properties in Nigeria emphasizing on its proper management and some other management challenges which will form a guide for estate managers in decision making.

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.

1.7    DEFINITION OF TERMS 

MANAGEMENT: Allison (1967) defined management as the selection of goals and the planning, procurement, organization and control of the resources for their achievement.

MAINTENANCE: Lawal M. (2010) defined maintenance as the whole range of operation necessary to preserve a building with its finishes and fittings so that it continues to provide the same facilities and services which it did at its initial stage of development. 

HOUSING: Housing extends beyond the concept of shelter. In the word of Abraham (1980) in his book “Housing in the Modern Market” it is not only shelter but part of the fabric of the neighborhoods life and the whole social milieu. It touches on many facts of industrialization, economic activities and development. 

PUBLIC ESTATE: Are land and building owned and directly managed by public authorities and those rights of control which public authorities exercise over the estate of the private owners. 

ESTATE: Udechukwu (2006) defined estate as “A legal entity denoting the character and quality of right that an individual or individuals possessed on a property. 

HOUSING ESTATE: In the word of Essien G.A (2012) in his Lecture Note “An Approach to Property Development II (Vol. 3)”. “Is an area of land on which many houses are built either by private enterprise or by a public authority”.

DEVELOPMENT: Is the process of generating latent values in land or creating benefits there from by incurring on it costs in the form of labour, capital or management skill (Umeh, 1983).

PUBLIC DEVELOPER: Nathaniel (1979) cited that public developer deal directly  with government involvement in the provision of housing, public properties (Estate) are therefore owned, controlled and managed by Federal, State, Local Government and other public bodies which are set up and functioned under state and their aims is usually based on political, social and economic ground. 

OBSOLESCENCE: Obsolescence is refers to as the wear and tear of the fabric of a building. It is a loss in the usefulness of a building and is a deficiency in design layout and equipment (Lawal M. 2010). 

SLUM: Adetoro S.A and Mbazor D.N (2007) defined it as “An area of advanced blight condition usually requiring cleaning or re-building as the most effective corrective action. It can also be said to be a poor dirty crowded area in an urban area. 

BLIGHT: Babatunde J. (1996) described blight as “Premature obsolescence and physical deterioration or other factors that has become undesirable for or impossible for normal development. Blight ranged from simple to complex.

1.7     STUDY AREA

Suleja is a city in Niger State of Nigeria it was established in the early 19th country by Mohammed Makau, the last Hausa Emir of Zaria and his followers who were fleeing the Fulani Jihadists engage in the conquest of the northern Nigeria Zaria or Zauzau, was one of the Hausa city/state of Northern Nigeria which were being conquered by the Fulani Jihadists under their charismatic leader Usman Bin Fodio.

LOCATION

Apart from it closeness to the Nigerian Federal Capital, it is also recognize as a centre of excellence for the traditional west African pottery namely the work famous Ladi Kwali pottery centre, established by Muheal Cartew in 1950. The leading exponent of this school of pottery was Dr. Ladikwali, who received world wide acclaim fro her work the original of which are display worldwide.

The name wooded savanna area of about 1,150 square miles (2980 square km) originally included form small koro chiefdoms that paid tribute to the house kingdom of Zazzau after warriors of the Fulani Jihadists (holy war) captured Zaira (Zazzaus capital, 137 miles [220km] north-northeast) about 1804, Mohammed Makau, Sarkin (“king of’) zazzau, led many of the Hausa nobility to the koro town of zuba (6 miles (10km) south). Abuja (Jatau), his brother and successor as Sarkin Zazzau, founded Abuja town in 1828, began construction of its wall a year after and proclaimed himself the first Emir of Abuja.

POPULATION

Suleja is a city in Niger state of Nigeria, with the 2006 census, the local government area has a population of 216,578 dust north of Abuja is capital of Suleja Emirates. It is sometimes confuse with the nearly city of Abuja, due to its proximity and the fact that it was originally, called Abuja before the Nigeria government adopted the name from then his Royal Highness Suleiman Barau for it new Federal Capital 1976.

INFRASTRUCTURAL BASE

Infrastructures are crucial to success on any locality infrastructural development/provision is an impetus to read estate development Nubi (2001). It is the necessary engine needed fro the effective operation of an area.

In Sulej a, infrastructure includes, transportation infrastructure like roads, Trunk A, B and C road, communication infrastructure, like telephone mast, etc electricity, water supply, savage, schools, hospitals, financial institution e.t.c.

ECONOMIC ACTIVITIES Discovery of agent sculptures of are NOK culture, both at Suleja town in the Makobolo river bed, have helped prove the influence of NOK on the Yoruba art of Ife. Today Suleja is well known as an export of Gbari pottery, cotton weaving, with local grown indigo and mart making are traditional activities but farming remain the chief occupation. Local reduces primarily in agricultural products in addition to pottery, a government secondary school and hospital are located in the town. The Dorben Polytechnic has a compus in Suleja.

THE CHALLENGES OF MANAGING PUBLIC SECTOR HOUSING ESTATES

THE CHALLENGES OF MANAGING PUBLIC SECTOR HOUSING ESTATES

ABSTRACT

This project work focuses on the challenges of managing  public housing estate with Gwarinpa Housing Estate as a case study. The objectives of the study are to examine the management and maintenance strategies put in place by the management and as well identified the causes and effect of physical obsolescence. Relevant literatures were also reviewed to aid the study ranging from the concept of management to its functions. Reviewed like Thorn Croft (1978). Lawal M.(2000). Jide Babatunde (1996) etc. To prove to this point, the researcher also deemed it fit to adopt questionnaires and field survey in gathering relevant data required for the study. Data were also analyzed in tables using percentages. The findings of this project work revealed that, the profound and exacerbating managerial challenges in the estate is not just insufficient fund and changes of management but that of bureaucracy and  to top it all, policy and governmental changes as the major challenges that enfeeble the management of public Housing Estate. The strengthening of managerial capacity, provision of adequate fund to carryout regular maintenance without delay and redressing of political practices that undermine efficient management will go a long way in proffering solution to the above identified challenges.

 

CHAPTER ONE

1.0            BACKGROUND TO THE STUDY

Shelter is one of the basic necessities of life. It has been tagged second most important need to man after food, It plays an important role in man’s survival and continued existence just like food .It is also considered to be a matter of public as well as private concerned. Provision of adequate housing, affordable, high standard and quality housing that meet the social, economic and political aspiration of the citizenry remains the primary focus of all government all over the world.  This is because the fulfillment of this desirable social objective is a key component of sustainable development (Ibem and Amole, 2010) and a measure of the well-being of the people, social ability and work efficient of any organization providing such.  According to Leong (2009), housing is a factor impacting on the health, safety, socio-economic and political life of the occupants. In a nutshell, it impacts all aspect of human endeavor. Thus, the state of housing estate and it is environment is an indicator of the level of development, condition and state of the citizenry.

Despite the pivotal role of housing in the socio-economic development of a nation and the life of the people, unfortunately, for over 52 years of independent, Nigeria is yet to attain an efficient and effective public housing management.  Majority of the public housing Estates in Nigeria are in a deplorable condition and state of disrepair, due to long period of neglected maintenance. According to Olatubara and Fatoye  (2006), Public Housing Estates, when comparing with the existing Private Housing Estates, are known to be lacking the basic management and maintenance culture of the infrastructural facilities/services that are meant to enhance the liveability of such Estate. A poor quality living accommodation according to Brennan (2000), will impact negatively on the physical and mental health of the residents of the Housing Estate. Management and maintenance are primarily undertaken in order to keep or restore every part of the buildings, its contents and its environment in an acceptable condition. This includes but not limited to the carrying out of   repairs of works and the replacement/maintenance of facilities in buildings and its environment that are in deplorable condition.

The challenges bedevilling public sector housing Estates vary with different context and analytical perceptions. The problems of chronic financial crisis, poor maintenance, lack of manpower and strained relationship between public estates residents and the management has been mentioned by (Davidson 1999) as recurring themes of public estate management issues, While Okpala (1977), identified bureaucracy corruption.

This implies that, there is need to look at the management of existing Public Housing Estates in order to restore them back to habitable condition through regular management and maintenance so that the intensity building management becomes higher with its age especially in the face of climatic change and its negative and adverse effects on the building itself, the facilities and the physical environment for sustainable development.

This project work therefore, examines the strategies adopted in the past 19 years for the management and maintenance of stock of building facilities and the environment in Gwarinpa Housing Estate with a view to identify the challenges confronting the effective adoption of the strategies and suggest a good management practice suitable for the Estate and public Sector Housing Estate in Nigeria in general.

1.2 STATEMENT OF RESEARCH PROBLEM

Achieving an optimum returns and also to ensure that the public sector housing is always in good and habitable condition to meet the satisfaction of the owner(s)/occupants is nothing but a mere dream due to the following problems itemized below;.

       I.            The estate lacks adequate funding since it is tagged a government property.

    II.            Lack of routine inspection and unskilled management staff due to instability in management from the Government.

 III.            Changes in government policy and power thereby making the managing agent face changes also.

IV.            Delay in carrying out maintenance work on the estate due to bureaucracy corruption and questionable character of staffs.

   V.            Strained relationship between public estates residents and the management. e.t.c.

1.3 RESEARCH QUESTIONS

The following are very pertinent to the study.

I.  What are the strategies adopted by the Authority concerned for the management of the Housing Estate in the past?

ii. How effective are these strategies?

1.4AIM AND OBJECTIVES

The aim of the study is to examine the challenges of managing public sector Housing Estate in Nigeria with Gwarinpa Housing Estate as the case study

To achieve the above aim the following objectives will be pursued;

i. To identify and examine the strategies adopted by the FHA in the overall management of the Housing Estate.

ii. To examine the challenges confronting the effective adoption of the strategies.

iii. To proffer   solution to the problems identified.

 

1.5      SIGNIFICANCE OF THE RESEARCH

The significance of this project work is to critically examine the challenges of managing public sector Housing Estate in Nigeria.

Building requires maintenance in order to enhance their values and life span. After the development of Housing Estate, the problem of management set in. with few years of completion, other problems began if adequate and appropriate strategies are not employed.

Furthermore, people enjoy building houses without considering the management aspect of development and as a result, there has been an increase in the deterioration of building and hence less in value. Also as a result of maintenance negligence, the Housing estate tends to lose its aesthetic nature.

This research will enlightens both government and the general public on the need to engage the services of professionals (Estate Surveyors and Valuers ) in the management of public Housing Estate, so that the aim of developing such Estate will not be defeated.

1.6      SCOPE OF THE STUDY

The study addresses the management of Gwarinpa Housing Estate and it is restricted to Residential properties developed by the Public Authority. This is because the general management is done by the Federal Housing Authority and it also faced more challenges than the privately owned properties.

The project work covers the challenges facing the management and maintenance of the Housing Estate and will be limited to, 3^rd, 2^th and 5^th avenue of the Estate due to its vast nature.

1.7      DEFINITION OF TERMS

i.                    Management

ii.                  Maintenance

iii.                Housing

iv.               Estate

v.                 Housing Estate

vi.               Development

vii.             Public Estate

viii.           Public developer

ix.                Obsolescence

x.                  Slum

xi.                Blight.

I.             MANAGEMENT: Allison (1967) defined management as the selection of goals and the planning, procurement, organization and control of the resources for their achievement.

II.           MAINTENANCE: Lawal M. (2010) defined maintenance as the whole range of operation necessary to preserve a building with its finishes and fittings so that it continues to provide the same facilities and services which it did at its initial stage of development.

III.        HOUSING: Housing extends beyond the concept of shelter. In the word of Abraham (1980) in his book “Housing in the Modern Market” it is not only shelter but part of the fabric of the neighborhoods life and the whole social milieu. It touches on many facts of industrialization, economic activities and development.

IV.        PUBLIC ESTATE: Are land and building owned and directly managed by public authorities and those rights of control which public authorities exercise over the estate of the private owners.

V.          ESTATE: Udechukwu (2006) defined estate as “A legal entity denoting the character and quality of right that an individual or individuals possessed on a property.

VI.        HOUSING ESTATE: In the word of Essien G.A (2012) in his Lecture Note “An Approach to Property Development II (Vol. 3)”. “Is an area of land on which many houses are built either by private enterprise or by a public authority”.

VII.     DEVELOPMENT: Is the process of generating latent values in land or creating benefits there from by incurring on it costs in the form of labour, capital or management skill (Umeh, 1983).

VIII.    PUBLIC DEVELOPER: Nathaniel (1979) cited that public developer deal directly  with government involvement in the provision of housing, public properties (Estate) are therefore owned, controlled and managed by Federal, State, Local Government and other public bodies which are set up and functioned under state and their aims is usually based on political, social and economic ground.

IX.        OBSOLESCENCE: Obsolescence is refers to as the wear and tear of the fabric of a building. It is a loss in the usefulness of a building and is a deficiency in design layout and equipment (Lawal M. 2010).

X.           SLUM: Adetoro S.A and Mbazor D.N (2007) defined it as “An area of advanced blight condition usually requiring cleaning or re-building as the most effective corrective action. It can also be said to be a poor dirty crowded area in an urban area.

XI.        BLIGHT: Babatunde J. (1996) described blight as “Premature obsolescence and physical deterioration or other factors that has become undesirable for or impossible for normal development. Blight ranged from simple to complex.

1.9 STUDY AREA

GWARINPA HOUSING ESTATE

Abuja the Federal City of Nigeria is one of the development under taken by the government. The territory is located just north of the confluence of the River Niger and Benue. It is bordered by the state of Niger to the west and north, Kaduna to the northeast, Nasarawa to the east and south, and Kogi to the southwest.  It lying between latitude 8.25 and 9.20 north of the equator and longitude 6.45 and 7.39 east of Green which meridian, Abuja is geographically in the centre of the country. The FCT has a landmass of approximately7, 315km2, of which the actual city occupies 275.3km².  It is situated within the savannah region with moderate climatic conditions.

On December 12, 1991, a historical event took place; the seat of government was moved to Abuja, replacing Lagos, which is still the country’s most populous city. At the 2006 census, the city of Abuja had a population of 776,298, making it one of the top ten most populous cities in Nigeria. However, Abuja has witnessed a huge influx of people in to the city which has led to the emergence of satellite towns and smaller settlements to which the planned city is sprawling towards; the unofficial metropolitan area of Abuja is well over three million. According to demographic, the population of Abuja’s area as of 2012 is 2,245,000, making it the fourth largest urban area in Nigeria.    

 GWARINPA HOUSING ESTATE is located within and named after Gwarinpa district of Abuja. The Estate is located at the north-eastern part of FCT and within the municipality area. It is bounded by Wunmpa and Bunkuru district to the north, Dape and Kafe to the west, and bounded by Karimu and Mbora district to south.

Gwarinpa is in Phase III of development plan of Abuja. It became popular when the Gwarinpa Housing Estate in the district said to be the largest Estate in West Africa was built.

The Housing Estate is the largest single estate in Nigeria and one of the largest in Africa. The Estate was built by the administration of late General Sani Abacha in 1994, Via the Federal Capital Development Authority (FCDA) of which the overall development and management contract was handed over to the Federal Housing Estate (FHA). And it is the largest of its kind in Africa. It provides residence for both minority and majority.

Gwarinpa is mainly a residential area though recently, some business especially service oriented business like eateries and banks are springing up rapidly. Most of this business is located on the three major roads which are 1^st Avenue, 2^nd and 3^rd Avenue.

Within Gwarinpa Estate there are some small estates. These include Federal Ministry of works and Housing Estate, War College Estate, Federal Housing Authority Estate (FHA), Citect Villas, Abuja Modern City which is with a population of 1,800 and a housing stock of 3,700. Also, Places near Gwarinpa are Kado, Kubwa, Jahi, Utako, Durumi etc.

The real properties are mainly residential and are managed and maintained by the Federal Housing Authority (FHA) Estate Service Department which is sub-divided into three units as follows: The Town planning unit, the Land Survey unit and Estate Management Unit. The Maintenance of houses, roads, drains, collection of ground rent, all falls within the Estate unit’s jurisdiction.

THE FEDERAL HOUSING AUTHORITY (FHA) was established under Decree No 40 of 1973 (Now Cap 136 of the Federal Republic of Nigeria, 1990). Initially as a public enterprise and given the mandate to prepare and submit proposal periodically to the government for National Housing Programme and to execute such programme as may be approved by government. First, FHA was partially commercialized in 1992 under a triplet performance agreement, which gave the authority operation, authority as a corporate / business concern not under the control of the government. Under the Subsisting National Housing Policy and (2006) FHA was again partially commercialized and given similar role as the 1991 era to develop estates on commercial basis, provides low-income houses and engages in the provision of site and services for all income groups in all the state of the Federation.

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