TITLE PAGE

THE CHALLENGES OF MANAGING INSTITUTIONAL PROPERTIES.

A CASE STUDY OF FEDERAL POLYTECHNIC IDAH GIRLS HOSTEL.

BY

MUSA M. TITILAYO

FPI/ESM/HND/09/270

BEING A DISSERTATION PRESENTED TO THE DEPARTMENT OF

ESTATE MANAGEMENT,

SCHOOL OF ENVIRONMENTAL STUDIES,

FEDERAL POLYTECHNIC IDAH,

KOGI STATE.

IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE

AWARD OF HIGHER NATIONAL DIPLOMA (HND)

IN ESTATE MANAGEMENT,

SEPTEMBER, 2011.

1

THE CHALLENGES OF MANAGING INSTITUTIONAL PROPERTIES.

A CASE STUDY OF FEDERAL POLYTECHNIC IDAH GIRLS HOSTEL.

2

DEDICATION

This project work is dedicated to Almighty Allah, the giver of life and

wisdom, and for his mercies showered on my life till this day to undertake this

program successfully.

3

CERTIFICATION

This is to certify that this is the original work of Musa M. Titilayo with

registration N0. FPI/HND/ESM/09/270 in the Department of Estate Management,

School of Environmental Studies, Federal Polytechnic Idah, Kogi State.

Conducted under my supervisor.

…………………….. ………………………..

Mr Ogungbenro Mathew Mrs F.F. Falana

Project Supervisor Head of Department

……………………..

Dr. C.O. Aniogolu

External Supervisor

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ACKNOWLEDGEMENT

In the name of Allah, the most gracious, most merciful. My profound

gratitude goes to Almighty Allah for his goodness and his mercies endure onto me.

I am particularly indebted to my Project Supervisor, Mr Ogungbenro

Mathew for his supervisory role and professional guidance for the success of this

project.

I give thanks to Mr Femi Bioku for his effort and advice throughout this

programme.

I most not fail to thank my H.O.D in person of Mrs F.F. Falana and all my

lecturers whose names are numerous to mention, especially from Estate

Management Department, School of Environmental Studies. You have impacted

great knowledge in me and ensure that I become responsible in future.

I could not accomplish this study without the support of my lovely mother

Mrs. K.R. Musa who has been so kind to me, and my Late father Alhaji R.A.

Musa may his soul rest in peace, I am saying you are the best parents in the whole

world. My brothers, brother Dare, Majeed and Mukaila Musa, and my sister with

her hubby Funke and Kunle Aliyu who have played the part of mentor, guidance,

and angel to me, I love you all.

And to you all my friends; Janet, Biodun, Isiaka, Rapheal Akanya, Mary

Ayeni, and others who are too numerous to mention.

I also give thanks to my love Rasheed Balogun for his contribution and

prayers for the success of this programme.

Finally, success is not anything worldly but in the absolute fear of

Almighty. I thank Him once again.

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ABSTRACT

This research work seeks to examine the challenges of managing institutional properties, a case study of Federal Polytechnic Idah Hostel. The sources of this research work includes primary and secondary sources. Questionnaires were used in obtaining data while data were analyzed through descriptive analysis frequency table and chi-square were also used. The findings revealed that management of hostel accommodation in Federal Polytechnic Idah just like other institutional properties is not effective, due to certain problems which are: inadequate funding, poor attitude of students in the handling of the hostel facilities, sub-standard management. Personnel and the General Department in carrying out the said function and other related management problems. In view of the above finding, it was recommended that The Federal Polytechnic Idah should improve the management strategy or policy that is in use at the moment, Preventive Maintenance Approach should also be introduced, adequate awareness alongside prompt responses to faults in the hostel should be put in place by the Management Team. Also, Workers Department who is saddle with the responsibility of managing hostel accommodation should be reconstituted and alternatively Estate Surveyors and Valuers should be incorporated into the Management Team with a view to achieving efficiency in the management of Hostel Accommodation and other institutional properties in The Federal Polytechnic Idah.

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LIST OF TABLE

Table 1: Questionnaire Distributed ……………………………. 21

Table 2: Occupancy Ratio …………………………………….. 22

Table 3: Hostel State of Repair …………………………………. 23

Table 4: Condition of Services in the Hostel ……………………. 23

Table 5: Prompt Response of Works Department to Repair complain … 24

Table 6: Area of specialization of respondents ……………………….. 24

Table 7: Visitation of Hostels by Works and Service Department ….. 25

Table 8: Attitude of students towards handling of the Hostel Facilities … 25

Table 9: Maintenance and Management Policy adopted by the Polytechnic . 26

Table 10: Analysis of the General Problems in Managing Hostel …….. 27

Table 11: Analysis of Respondents view on Management of Hostel by the

Polytechnic ………………………………………………………………. 27

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TABLE OF CONTENTS

PAGE

Title page ………………………………………………………………… i

Dedication ………………………………………………………………. ii

Certification ……………………………………………………………… iii

Acknowledgment ………………………………………………………… iv

Abstract ………………………………………………………………….. v

List of Tables ……………………………………………………………… vi

Table of Contents …………………………………………………………. vii

CHAPTER ONE

1.00 Introduction …………………………………………………………. 1

1.01 Background of study …………………………………………………. 1

1.02 Statement of Problems …………………………………………… 2

1.03 Aim and Objectives of Study …………………………………….. 3

1.04 Scope of Study ……………………………………………………… 3

1.05 Research Hypothesis ………………………………………………. 4

1.06 Significance of Study ……………………………………………….. 4

1.07 Limitations of Study ………………………………………………… 4

1.08 Brief Description of Study Area …………………………………….. 5

1.09 Definition of Terms ………………………………………………… 6

CHAPTER TWO

2.00 Literature Review ……………………………………………………. 7

2.01 Concept of Property Management …………………………………… 7

2.1.1 Functions of Management ……………………………………….. 8

2.1.2 Factors affecting Management ………………………………….. 10

2.02 General Features of Institutional/Public Properties ……………… 12

2.03 Examination of Management of Institutional Properties …………. 13

2.04 Challenges Associated with Management of Hostels ……………. 14

2.05 Summary of Literature Review. …………………………………. 16

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PAGE

CHAPTER THREE

3.00 Research Design and Methodology ……………………………….. 17

3.01 Sources of Data …………………………………………………….. 17

3.02 Data Collection Techniques ……………………………………….. 17

3.03 Population and Sample ……………………………………………. 18

3.04 Data Analysis and Presentation Techniques ………………………. 19

3.05 Hypothesis Test Statistic …………………………………………… 19

CHAPTER FOUR

4.00 Data Presentation and Analysis …………………………………….. 21

4.01 Data Presentation …………………………………………………… 21

4.02 Test of Hypothesis Results …………………………………………. 28

4.03 Discussion of Results ……………………………………………… 30

CHAPTER FIVE

5.00 Summary of Findings, Recommendation and Conclusion ………… 32

5.01 Summary of Findings ………………………………………………. 32

5.02 Recommendations …………………………………………………. 33

5.03 Areas of Further Research ………………………………………… 34

5.04 Conclusion ………………………………………………………… 34

References ………………………………………………………….. 35

Appendix

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CHAPTER ONE

1.00 INTRODUCTION

Institutional properties is known to be one of the various landed properties

that is among the basic need of man on earth. This is important because of its

profound impact on religions, educational and socio-cultural status and lifestyle of

an individual or group of people.

The property is term “special” because of its distinctive features, they are

quasi-monopolistic in Nature”. Meanwhile, several factors like accessibility,

topography, climatic condition and the rest, most often affects its value.

Moreso, that the properties are not readily sold in the market.

The management of this properties requires scientific approach and

managerial skills as a panacea to solving the various inherent challenges thereon.

Due to this, I was motivated to embark upon this project, with a view to

proffer a lasting solution to them.

1.01 BACKGROUND OF STUDY

Institutional properties is any development on land for social welfare of

community. For example, education center, health care properties, religious

development and charity home and any other organization whose principal aim is

to participate in public affairs.

Institutional properties vary greatly in policy objectives in that some aim to

provide direct public services, designed to provide a commercial return for the

government and some are designed to provide an indirect social service. These

different aims generate their policy objectives and reflect the types of level of

interest with respect to the property.

Property management on the other hand, simply means the application of

skills in caring for a property and it surroundings and amenities in order to develop

a sound relationship between the landlord and tenants and among tenants

themselves.

10

Property management also involves leasing, managing, marketing, and

overall maintenance of real estate owned by others.

In recent times institutional properties have undergone rapid set back due to

management policies and this has lead to various levels premature obsolescence in

public buildings.

Public institutional property is not designed for making financial returns

only but is centred upon providing living accommodation of a reasonable standard

at a rent that the tenants can afford.

The study focuses on institutional properties of higher learning in Federal

Polytechnic Idah because of the challenges affecting them in order to provide a

critical review of the perceived challenges by identifying such challenges which

are management oriented and proffering solutions to such challenges. In this

regard, the dissertation will critically examine the topic of discussion, come up

with a conclusion, summary and recommendations that will be of immense use

for those who might devote their time to the management of institutional

properties.

1.02 STATEMENT OF PROBLEMS

Hostels form integral portion of the institution, others includes

administrative block, lecture halls, medical centre, staff quarters amongst others.

Like other forms of residential properties spread across the country. The

Management of Federal Polytechnic Idah Hostel entails both the structures and all

forms of infrastructure and amenities provided to make it both conducive and

habitable for the student to enable them function adequately within the academic

environment.

This project centers on how institutional properties are being managed. The

peculiar problems with institutional properties are:

1) Poor management of hostel environment

2) Poor student habit with regard to hygienic/sanitization of the hostel and its

environment

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3) Misuse of hostel facilities by the student

4) No routine check-up or maintenance of the hostel such as repainting and

replacement of damaged or non-functioning facilities etc.

This study is targeted to enumerate at enumerating the challenges of managing

institutional properties.

1.03 AIM AND OBJECTIVES OF STUDY

The aim of this dissertation is to examine the challenges of managing

institutional properties with particular emphasis on Federal Polytechnic Idah

Hostels and with a view of making the hostel liveable for students.

The following objectives are set to meet the aim:

1) To identify the complaint of the student.

2) To identify the challenges inherent in such properties

3) To examine the management strategies adopted for the management challenges

of Federal Polytechnic Idah Hostels.

4) To offer suggestions and make appropriate recommendations on ways of

improving the management of Federal Polytechnic Idah Hostels, so as to achieve a

clear and conducive properties.

1.04 SCOPE OF STUDY

The property portfolio of Federal Polytechnic Idah consists of the

Administrative Block, Lecture Hall, Service Area, Staff Quarters and Students

Hostels among others, which all require effective and efficient management

challenges to achieve the objectives of the institution.

The researcher main area of coverage is “The Challenges of Managing

Institutional Properties”. A case study of The Federal Polytechnic Idah which

focuses on hostel accommodation within the institution.

Meanwhile the polytechnic consists of seven hotel accommodation which

are Inikpi, Omaodoko, Amina for girls. While Ayegba, Bello, Awolowo and

Azikiwe Hostel for Boys.

12

For the purpose of precision, the researcher deem it fit to limit herself to a

sizeable scope of coverage which are Omaodoko and Inikpi Hostel. As such

research is to be carried on the aforementioned hostel which will be generalized to

the rest of the hostel in the institution.

1.05 RESEARCH HYPOTHESIS

The hypothesis for this research is based on the sample evidence and

probability theory to determine whether.

Ho: Management of Hostel Accommodation as public institutional property is not

effective.

Hi: Management of Hostel Accommodation as public institutional property is

effective.

1.06 SIGNIFICANCE OF STUDY

The significance of this study cannot be over emphasized because The

Federal Polytechnic Idah Hostel forms an integral feature of the institution and the

quality and effectiveness of its management will bring about the attainment of the

objectives of the institution.

It is hoped that this study will be of consideration source of knowledge to

school authorities, students and professionals in the construction industry as handy

reference material for property management.

1.07 LIMITATION OF STUDY

The following are the obstacles and constraints encountered;

1) Time Factors:

This is by far was the greatest challenges to overcome, because now you

are working with limited time to prepare, gather, source out information, and even

getting adequate information.

2) Financial Constraints:

This also was another difficult challenges due to inadequate of finance to

find the effectiveness of the research to cover the scope of the study.

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1.08 BRIEF DESCRIPTION OF STUDY AREA

The Federal Polytechnic Idah is one of the seven polytechnic established by

the Federal Military Government under Decree N0 33 of July 1979. Under the

regime of Obasanjo’s administration, as Idah College of Technology along three

others, as an aggressive attempt by the then Military Administration to provide

solutions to the problem of the Middle Belt level of manpower in the country as

backed by the Decree N0 33, 25th July, 1979. The Decree spelt out the function of

the Polytechnic as follows:

1) To provide fulltime courses of instructions and training in technology,

applied sciences, commerce and management and in such other field of

applied learning relevant to the needs of the development of Nigeria in

cloth of industries and agricultural production and distribution and for the

research in the development and adoption of techniques as the council

may from time to time determine.

2) To arrange conference, seminars and study of groups relative to the field

of learning specified above.

3) To perform such other functions as in the opinion of the council may serve

to promote the objectives of the Polytechnics.

On Monday 28th November, 1980, the institution came to life with eleven

academic staff, nineteen senior administrative staff and six supporting staff

as well as 220 pioneer, a competitive entrance examination as well as

student population of One Hundred and Eighty distributed among two

schools namely;

The School of Engineering Technology and The School of Business all

with HND/ND programme running presently. At the First Convocation 1983,

other departments were established with full ND/HND courses running.

The development of the institution was based on a master plan drawned up

by The Federal Ministry of Education 1977, under historical land areas of about

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1230 hectares spanning part of Uwowo, Ogbogbo and Okenya Village was

acquired.

The polytechnic was connected to NEPA Grid in 1987 now PHCN Plc,

with accomplishment of all workshops and labourers using heavy equipment are

operational. The PHCN grid is not always constant, it is supplement by big

generator plants. The polytechnic provides portable water (borehole-supply). A

modern complex library newly constructed as formal one was burnt by rebelling

students in 2004. an ICT Center for students payment of school fees and course

registration, also, accessing the internet by the student and staff and keeping

records on information of students.

1.09 DEFINITION OF TERMS

i) Challenges: Oxford Advanced Dictionary 6th edition defines challenges as

new or difficult task that test somebody ability and skill.

ii) Facilities: Ojo (1997) defined facilities as those equipments that are for the

comfort, enjoyment and protection of the occupants as well as those that ensure

the economic useful life of the property, such as electricity, power generator etc.

iii) Institution: This is defined by Oxford Advanced Dictionary as an organization

established for social, educational, religions etc purposes e.g as a university.

iv) Management: Thorncroft (1965) defined Management as “The Science of

organization and operation or at the practical level the act of directing and

conducting affairs”.

v) Property: According to Olusegun (2003), he described property as involving

the concepts of right, which can be held separately.

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CHAPTER TWO

2.00 LITERATURE REVIEW

In most properties or cooperative buildings both private and public

accommodation and institutional properties, management plays a key factor during

the lifecycle of such properties. In the main time, this chapter deals with what

various textbooks, journals, magazines, gazette and scholars have said about the

topic in question.

2.01 CONCEPTS OF PROPERTY MANAGEMENT

Property Management is a multi-faceted activity that draws various

disciplines like Economics, Law, Psychology, Accountancy and some other fields

of study. But it is essentially rooted in the field of land economy.

Property management is defined by Thorncroft, M. (1965) as the direction

and supervision of an interest in landed property with the aim of securing optimum

return, this return need not always be financial, but may be in terms of social

benefits, status, prestige, political power or serve other goals or group of goals.

Its practice includes the use of other resources besides land and buildings

and its success, not only the extent to which it achieves its aim, but also by the

economy effort, money and material with which this aims are achieved. It is by

this criterion, the quality of good property management is judged.

According to Udechukwu C.E (2006): Property Management is the act of

directing, supervising and controlling interest on land and landed property in such

a way and manner that will enhance its functionality and promote its life to enable

it yield optimal return. Property Management is the most difficult aspect of the

profession because property presents all sources of complexity. A Property

Manager may also be required to manage a property portfolio, which is likely

more complex than managing a property.

Property Management in its widest sense implies the whole act of selecting

and operating a landed property with regards to maintaining the quality of the land

16

and building fabric and to preserving and improving the income earning capacity

in line with the stakeholder requirements.

Management is a rational process concerned with the achievement of

objectives and may briefly be described as the process of creating an environment

for organized effort to accomplish group of goals.

Management is a continous, lively and fast developing science.

Management is needed to convert the disorganized resources of men, machines,

materials and methods into a useful and effective enterprise.

According to Theo Haimann, “Management is the function of getting things

done through people and directing the efforts of individuals towards a common

objectives.

In Property Management, property is static while management is dynamic

factor to be applied on the static to produce the desired results.

The word Property means something capable of ownership while the word

Management is defined by Oxford Advanced Learner’s Dictionary (6th edition), as

the control and making of decisions in a business or similar organization. Hence,

Property Management in relation to appeal property means the control and

organization of property lifecycle. From raw land through the preparation of bills

of quantities for its development to its maintenance, refurbishment regeneration

and sometime back to the space. An estate surveyor in proactive Property

Management practice to ensure that his client’s interest and investment are

protected to maximise profit. He must maintain a good landlord (his client) and

tenant’s relationship.

2.1.1 FUNCTIONS OF MANAGEMENT

The functions of management remain the same whether people, assets or

procedure are being directed and controlled. They include includes the followings:

i) Forecasting

ii) Planning

iii) Commanding

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iv) Co-ordinating

v) Controlling

i) Forecasting: Management involves making decisions, which affect the future,

but before this can be made, it is necessary to make allowance for the conditions

that may lies ahead. For example, one of the factors for any economic enterprise to

consider is the future nature and level of demand for its product. The main

commodity relevant to estate management is accommodation or shelter in form of

houses, offices, shops, factories, land and buildings of every kind.

Forecasts are made partly by analysis and interpretation of obtainable facts

and partly be guesses, in which there is often an element of subconscious analysis.

In order to be effective, every forecast must be based on a time horizon short,

medium or long.

ii) Planning: Planning involves defining organizational goals and proposing ways

to reach them. Managers plan for three reasons:

- To establish an overall direction for organization’s future.

- To identify and commit the organization’s resources in achieving its goals.

- To decide which activities are necessary to do so.

Planning can be defined as the process of making decisions on what course of

action shall be followed. By this definition, planning involves making

prediction or forecasting about certain course of action. It would be inadvisable

to plan for the future without making reliable forecast. If facts can be used in

making forecast, the planning decisions are likely to be more reliable. The first

step in the planning process is to identify the goals of organization, secondly,

search for opportunities, thirdly, translate the opportunities into selected

courses of action and the fourth, set specific targets. Finally, continue to review

and revise the initial plan in the light of its effectiveness in actual performance.

iii) Commanding: This is concerned with creating a high morale among the

persons engaged in and undertaking by them a sense of purpose for their work.

Morale is fostered by taking command and giving prompt and clear decisions

18

where they are required; by fairness in the treatment of staff of tenants as the

case may be.

iv) Co-ordinating: Co-ordinating means creating a structure of relationship

that will enable employees to carry out management plans and meet its goals.

Co-ordinating can also be unification of effort by which activities of all

sides of a business aim at achieving common objectives and follows common

policies. Work performed by different individuals in the firm should obviously

be co-ordinated if company objectives are to be met. If each organizational

member were to define his own performance output without giving

consideration to its relationship to work performed by other individuals in the

firm, a high degree of organization chaos could result. For example, a Plant

Manager in a manufacturing firm must co-ordinate the work of engineering

production and quality control so that the items meets required specification.

Essentially, managerial co-ordination is affected by providing information

to subordinates and other organizational members. This has to be followed by

influencing individuals concerned to accept the content of their massages.

v) Controlling: Control is a process by which a person or organization

consciously monitors performance and takes corrective actions. Controlling is

that activities which measures performance and guide actions towards some

predetermined targets. Other words which can be substituted for controlling in

management are regulating, checking and monitoring.

These essence of control falls into three parts:

a) Setting up standards as the result of declared policies.

b) Making regular periodic comparison with these standards and

c) Taking corrective actions where required.

2.1.2 FACTORS AFFECTING MANAGEMENT

The following are the factors responsible for the management of

institutional properties.

i) Material used

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ii) Uses of property

iii) Ages of the property

Uses of the Property: This is one of the factors affecting the management of any

property. Each property is being designed for certain function. What we discover

today is that some properties are not being used for purpose which they are

originally being designed for and these often results into problem.

For instance, some institution are provide for shelter but the occupants has

turn this to a place of market and this has a direct bearing in the management.

Life Cycle of a Building: This is the physical nature of the property which by

nature of things is built up and then decline through wear and tear until it is

necessary to tear away the old buildings and replace them with new ones.

There are five principal stages of buildings:

1) Pre-Development Stage: This is a virgin site for which there is a building

potential. It is usually on the fringe of an urban settlement, it has a floating

development value which only needs an investment decision to bring it back to a

development process.

This stage may also apply to a site that has been developed previously but

whose former buildings are totally obsolete and have been cleared away.

2) Newly Developed Stage: Except in the case of a newly erected building for

which there is no demand, this stage is usually the one where maximum use is

derived from the estate. Note that all marks of and indices of obsolescence are

necessarily excluded as imperfections in planning and construction as well as the

time lag between the conception and completion of the scheme.

3) Middle Age: This is usually the longest stage in the life of a building. It

commences as soon as the advantages of being new have disappeared and closes

when the signs of obsolescence are noticed. The process of parching, repairing,

adding and improving, preserve the building for a considerable time.

20

4) Old Age: The building reaches old age when its future life becomes

predictable, whereas a building in the middle age is often treated as perpetual for

valuation purposes.

5) Total Obsolescence: Finally, the stage of complete obsolescence is reached

when the old buildings and layout have little or no value as they stand. If all goes

well, clearance and redevelopment follows quickly but some factors can prevent

this.

Firstly, the site might have in sufficient value to justify demolition of the

old structure and its replacement by something new.

Secondly, the pattern of redevelopment may require changes in the size and

shape of the site that cannot be secured at once.

Thirdly, it can happen that although the building is physically worn out, it

continues to command use and income. It retains therefore, a value (sometimes a

high one) and is not strictly obsolete, from the economic point of view.

(Udechukwu C.E 2006).

2.02 GENERAL FEATURES OF INSTITUTIONAL/PUBLIC PROPERTIES

The features of institutional properties are:

1) Institutional/public properties cover a wide range of real estate investments

which are held not only for the generation of revenue or economic of

financial gain but also for social, political and cultural benefits.

2) They have a strong quasi-monopolistic element and often includes certain

income producing real estate with unique elements and characteristics not

typically found in income producing properties.

3) They are usually designed and used to perform special services or functions

4) They are rarely sold or exchanged in the market and tend to enjoy a near

absolute monopoly. They are specialized due to the difficulty of obtaining

conclusive evidence of comparable transaction in their respect.

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5) Institutional properties vary in terms of size, physical features,

management organization, policy objectives and degree of public control

and accountability.

2.03 EXAMINATION OF MANAGEMENT OF INSTITUTIONAL

PROPERTIES

Institutional properties is a development on land for social welfare of the

community. Institutional properties can be owned and controlled by individual,

private organizations, government authorities and government agencies.

Institutional properties vary greatly in policy objectives in that some aim to

provide direct public service, designed to provide a commercial return for the

government, and designed to provide an indirect social service. The principle

relating to their management will vary depending on the underlying objectives of

the particular property. From objectives or goals, pertinent policies are formulated.

Objects associated with varying institutional properties have been identified;

i) To provide direct public service: They include the provision of Police Station,

Prisons, Schools and Public Library. The policies to be associated with these

properties will be given direct public services.

On the other hand, the objectives of a private estate in most cases is to

achieve maximum financial benefit and this will influence the management policy

of the estate. The Estate Manager always orients his management policies towards

achieving optimum objectives for the owner. For example, the schools, Coal

Corporation, their management is generally toward optimum benefit consistent

with its objectives.

ii) Institutional Properties designed to provide an indirect social services: In

this case, where the government provides indirect social services, the occupiers or

owners will not bear the total cost of the services, so there is an element of

subsidy.

22

In a few cases, the rents charged on these properties are nominal and the

management policy will give some subsidy and recover only part of the cost of the

investment.

iii) Properties designed to provide a commercial return for the government:

Whereas estate designed to provide social services help a limited group of the

community, commercially managed properties serves the public as a whole, by

earning an income, which goes to meet the cost of public expenditure. For

example, the Federal Palace Hotel. The strategy here is to maximize financial

profitability or may include provision of accommodation of tourist depending on

the objective of the public authority concerned. Thorncroft M. (1965).

2.04 CHALLENGES ASSOCIATED WITH MANAGEMENT OF HOSTELS

“In general principles of Property Management, there are problems that are

normally encountered in the management of hostels. At this juncture, it is worth

while to briefly discuss these general problems before going to the field (study

area) to collect data for analysis on the subject matter. Some of the challenges are

highlighted below:

- Dispute

- Lack of funds

- Bureaucratic problem

- Electricity supply

- Refuse disposal problems

- Keeping of inadequate records

i) Dispute

The issue of dispute between the students occupying the hostels of

The Federal Polytechnic Idah always occur and creates a big problem for

management.

However, management does not only involve managing the hostels,

but also the management of student in the hostels. Human Management is one

of the most difficult work of management.

23

ii) Lack of Funds: As peculiar with any management establishment, finance is

a major constraint that hinders the effective management of the hostels. There

is no adequate finance for meeting management obligations by the Federal

Government in order to manage the hostel of Federal Polytechnic Idah.

iii) Bureaucratic Problem: Although The Federal Polytechnic Idah has a

maintenance unit within the school who are rested with the responsibility with

the management of the hostels. They are established and put in place by the

Director of works and services. The maintenance unit must seek approval from

the Director of Works and Services in order to carryout any management work

and there might be delay on such approval, thereby making management duties

to be delayed.

iv) Electricity Supply: It was revealed that electricity supply is not stable

and this could be traced to non-availability of power supply and standby

generator resulting in erratic power supply.

v) Refuse Disposal Problems: It was revealed that refuse disposal is one

of the major problems encountered by the students of the hostel because

refuse are not disposed on time. Where refuse are disposed on time, it

breeds rodent and pest which can spread diseases and increase health

hazard from the hostels.

vi) Keeping of Inadequate Records: This is also one of the problems

militating against the effective management of the hostels. Schedule of

inventory of fitting and fixtures are not properly documented and this

has caused a lot of problems for the students who are about taking

possession.

24

2.05 SUMMARY OF LITERATURE REVIEW

This chapter basically discussed the following topics, concept of property

management, functions of management, factors affecting management, General

features of institutional/public properties, challenges associated with management

of hostels. These challenges are:

1) Dispute

2) Lack of funds

3) Bureaucracy

4) Electricity supply

5) Refuse disposal problems

6) Keeping of inadequate records etc.

25

CHAPTER THREE

3.00 RESEARCH DESIGN AND METHODOLOGY

It is important in the course of carrying out a research of this nature to

adopt a particular method. The research methodology describes the procedure

followed in realizing the goals and objectives of this project. This involves

adequate description of the research design, the data collection instrument, and

method of data collection.

Thus, this chapter focuses on the major procedure followed in the method

and the mode of data collection.

3.01 SOURCES OF DATA

For the purpose of this research work, data from both primary and

secondary sources were utilized.

A) Primary Source:

The primary data include sources where data is primarily obtained from

fields survey and questionnaire administration, personal interview and sampling

techniques that are raw and yet to be analyzed.

B) Secondary Sources:

Secondary source are those that were obtained from various files and

schedule, textbooks, internet and related project work, professionals journals, etc.

secondary data are mostly introduced to raw data as they always provide the

necessary theories, thesis and hypothesis to support the fact of the data.

3.02 DATA COLLECTION TECHNIQUES

The data collected for this work were gathered through certain

methodology techniques, which includes; personal interview, visual observation,

questionnaire, textbooks and the mobile library.

a) Personal Interview:

It becomes indispensable that oral discussion with concerned persons be

carried out. It helped in eliciting for relevant information. Hence, series of

discussion were held and result obtained from such interviews were particularly of

26

immense assistance to the research. Thus, some students in the hostel were

interview.

b) Visual Observation:

This is concerned with the visit into the students hostel in question as truly

identify the challenges encountered in the management of institutional property.

c) Questionnaire:

It is concerned with administration of questionnaire that the respondents

are able and willing to communicate the desired information written in the

questionnaire.

d) Textbooks:

References were made to textbooks published by reputable authors in the

built of environment and other hand.

e) Mobile Library:

This involves internet/electronic library, through which relevant data

concerning the research were gathered. Relevant websites were accessed in the

course of this, through visitation of various information and communication

technology centers.

3.0.3 POPULATION AND SAMPLE SIZE

The sample for this study was made up of Omadoko and Inikpi Hostels

which were selected from the seven hostels in The Federal Polytechnic Idah.

Omadoko has total of 44 rooms with 246 bed spaces while Inikpi Hostel

has 44 rooms also with the total number of 320 bed spaces making the grand total

of 88 number of rooms and 566 numbers of bed spaces respectively.

50 respondents were selected from Omadoko, Inikpi and Works

Department which is maintenance team that is saddled with the maintenance of

properties in The Federal Polytechnic Idah.

27

3.04 DATA ANALYSIS AND PRESENTATION TECHNIQUES

The entire data which have been gathered through field survey, interviews,

oral discussions, personal observation, questionnaires, review of literature have

been analyzed and presented using table.

3.05 HYPOTHESIS TEST STATISTIC

The researcher started with such statement as:

Ho: Null hypothesis

Hi: Alternative hypothesis

These hypothesis after being framed in analytical framework, the null

hypothesis will be tested in chapter four of this research work.

The hypothesis are then framed into statistical language after which

statistical procedure utilized in resting the hypothesis with the use of chi-square

(X2) as a parameter test. The result from it will then be documented.

The formular for computing chi-square (X2) test statistics is as follows:

X2 = (Fo – Fe)2

Fe

Where, Fo = an observed frequency in a particular category

Fe = An observed frequencies in a particular category

28

The distribution can be shown below.

Chi- square distribution for (n-1) degree of freedom

= (r – I) (c – I) from contingency table.

Where, r = Numbers of numerate rows

C = Number of numerates columns

Level of significance and critical X 2 value

Level of significance, = 0.05

29

0.95

X2 X2 Scale

Probability

Accept Ho

Reject Ho

0.05

CHAPTER FOUR

4.00 PRESENTATION AND ANALYSIS OF DATA

The primary objective of this chapter is to examine in details the data

collected, test of the descriptive analysis and present the result together with the

aid of table to be able to deduce reasonable findings, conclusions and

recommendations.

4.01 DATA PRESENTATION AND ANALYSIS

This chapter contains two sets of questionnaires. The first is for the student

in female hostels, while the second set is for the Works and Service Department.

20 copies were administered to students in Inikpi Hostel while 14 copies were

retrieved. 20 copies were administered to students in Omadoko Hostel while 15

copies were retrieved. Also 10 copies were administered to Works and Service

Department while 7 copies were returned without any error or defection in

answers.

4.1.1 QUESTIONNAIRE DISTRIBUTION

As shown on the table one below, 20 questionnaires were administered to

students in Inikpi Hostel while 14 were retrieved representing 38.9%, 20

questionnaires were administered to students in Omadoko Hostel while 15 were

retrieved representing 41.7%, also 10 questionnaires were administered to Works

and Service Department while 7 were retrieved representing 19.4%.

Table 1: Questionnaire Distribution

Attribute Questionnaire

Administered

Questionnaire

Retrieved

Percentage (%)

Retrieved

Inikpi 20 14 38.9

Omadoko 20 15 41.7

Works Dept 10 7 19.4

Total 50 36 100

Source: Survey Questionnaire, 2011.

30

ANALYSIS OF QUESTIONNAIRE RETRIEVED FROM STUDENTS

Effort were made in drawing up the questionnaire in order to gather the

required information about the hostels, the questions were made in a more simple

form, so as to avoid ambiguity in the mind of the student.

4.1.2 OCCUPANCY RATIO

The table below shows the number of student in each room in the hostel.

Four respondents representing 13.8% state that rate of occupancy in a hostel range

from 1 – 4 persons, 7 respondents representing 24.1% said 5 – 7 persons while 18

respondents representing 62.1% said 8 persons and above which have the highest

frequency, which indicate that available facilities will not be enough for student in

the hostel.

Table 2: Occupancy Ratio

Attribute Respondent Frequency Percentage (%) Retrieved

1 – 4 persons 4 13.8

5 – 7 persons 7 24.1

8 persons & above 18 62.1

Total 29 100

Source: Survey Questionnaire, 2011.

4.1.3 HOSTEL STATE OF REPAIR

From the table below, it shows that the hostel is in a poor state of repairs. It

reveals that 2 respondent representing 6.9% said that the state of repair in the

hostel is excellent, 6 representing 20.7% said good, 16 respondent representing

55.2% said poor while 5 respondents representing 17.2% says the state of repair is

bad.

31

Table 3: Hostel State of Repair

Attribute Respondent Frequency Percentage (%) Retrieved

Excellent 2 6.9

Good 6 20.7

Poor 16 55.2

Bad 5 17.2

Total 29 100

Source: Survey Questionnaire, 2011.

4.1.4 CONDITION OF SERVICES IN THE HOSTEL

The table below shows the responses to the condition of services in the

hostel, the findings shows that the condition of services in the hostel are in fair

condition while some are in bad condition or provision. This is due to inadequate

supply and lack of maintenance of those facilities/services.

Table 4: Condition of Services in the Hostel

Attribute Very good Good Fair Bad Very Bad Total

Water supply - 10 15 4 - 29

Electricity - 6 13 10 - 29

Toilet and Bathroom - - 6 20 3 29

Gardening - - 5 18 6 29

Security 1 4 11 13 - 29

Disposal of refuse 3 5 13 5 3 29

Source: Survey Questionnaire, 2011.

4.1.5: Prompt Response of Works Department to Repair Complain

32

Table 5: Prompt Response of Works Department to Repair Complain

Attribute Respondent Frequency Percentage (%) Retrieved

Very promptly 3 10.3

Promptly 12 41.4

Fair 14 48.3

Poor - -

Total 29 100

Source: Survey Questionnaire, 2011.

The above table shows how Works and Service Department respond to the

complains of students in the hostel when problem occurred. This reveals 3

respondents representing 10.3% said very promptly, followed by 12 respondents

representing 41.4% said promptly, then 14 respondents representing 48.3% said

the respond of Works Department is fair.

4.2.0 ANALYSIS OF QUESTIONNAIRE THAT ARE RETRIEVED FROM

WORKS AND SERVICE DEPARTMENT

The data collected are those retrieved through questionnaire and direct interview conducted to enable the maintenance department to expatiate on their responses and other matters relevant to this study but not included in this questionnaire.4.2.1 Area of Specialization of Respondent

Table 6: Area of Specialization of Respondent

Attribute Respondent Frequency Percentage (%) Retrieved

Building 2 28.6

Engineering 3 42.9

Business related profession - -

Architect 2 28.6

Total 7 100

Source: Survey Questionnaire, 2011.

The above table shows the area of specialization of the respondents. This

reveals that 2 respondents representing 28.6% are Builders, 3 respondents

33

representing 42.9% are Engineers, while 2 respondents representing 28.6 are

Architects.

4.2.2 Visitation of the Hostels by Works and Service Department

Table 7: Visitation of the Hostels by Works and Service Department

Attribute Respondent Frequency Percentage (%) Retrieved

Daily 1 14.3

Weekly 1 14.3

Monthly - -

As the need arises 5 71.4

Total 7 100

Source: Survey Questionnaire, 2011.

The above table shows that the visitation of the hostels by the maintenance

team is not encouraging. It reveals that 1 respondent representing 14.3% said daily

and weekly respectively while 5 respondents representing 71.4% maintenance

team visit the hostel as the need arises.

4.2.3 Attitude of Students Towards Handling of the Hostel Facilities

Table 8: Attitude Of Students Towards Handling Of The Hostel Facilities.

Attribute Respondent Frequency Percentage (%) Retrieved

Satisfactory - -

Good 1 14.3

Fairly good 2 28.6

Bad 4 57.1

Total 7 100

Source: Survey Questionnaire, 2011.

The above table shows that 1 respondents representing 14.3% said the

students attitude towards handling of hostel facilities is good. 2 respondents

34

representing 28.6% said it is fairly good, while 4 respondents representing 57.1%

said attitude of students towards the handling of hostel facilities is bad.

4.2.4 Maintenance and management policy adopted by the polytechnic

Table 9: Maintenance and management policy adopted by the polytechnic.

Attribute Respondent Frequency Percentage (%) Retrieved

In-house 3 42.9

Out-sourcing 1 14.3

Out-tasking 3 42.9

Total 7 100

Source: Survey Questionnaire, 2011.

The above table shows that 3 respondents representing 42.9% said that, the

polytechnic adopted in-house policy in maintenance and management of hostel in

Federal Polytechnic Idah, 1 respondents representing 14.3% said, the polytechnic

out-sourced to a managing organization outside the polytechnic while managing

organization outside the polytechnic while 6 representing 42.9% said the

polytechnic adopted 6 representing 42.9% said the polytechnic adopted out-

tasking policy.

4.2.5 GENERAL PROBLEMS IN MANAGING HOSTEL

In The research carried out, it was revealed that there are lots of problems

affecting the management of hostel, among these problems are lack of funds,

management problems, student related problems and others.

35

Table 10: Analysis of the General Problems in Managing Hostel

Attribute Respondent Frequency Percentage (%) Retrieved

Lack of fund 4 57.1

Management problems - -

Students related problems 3 42.9

Total 7 100

Source: Survey Questionnaire, 2011.

The above table emphatically revealed the general problems associated with

the management of hostel in The Federal Polytechnic Idah, 4 representing 57.1%

respondents attributed to it lack of funds, while 3 respondent representing 42.9%

said it was due to students related problems.

4.2.6 ANALYSIS OF RESPONDENTS VIEW ON MANAGEMENT OF

HOSTEL BY THE POLYTECHNIC.

Table 11: Analysis of Respondents View on Management of Hostel by the Polytechnic.

Attribute Respondent Frequency Percentage (%) Retrieved

Very effective 4 13.8

Fairly effective 12 41.4

Not effective 8 27.6

Others 5 17.2

Total 7 100

Source: Survey Questionnaire, 2011.

The above table shows the level of management of hostels by the

polytechnic (The Federal Polytechnic Idah). 4 respondents representing 13.8%

view that management of hostel by The Federal Polytechnic Idah is very effective,

12 representing 41.4% view that it is fairly effective, 8 representing 27.6% view

that management of hostel by the polytechnic is not effective while 5 respondents

representing 17.2% falls under others.

4.02 TEST OF HYPOTHESIS

36

As earlier stated, a total of 36 questionnaires were properly filled and

returned. 29 copies were filled and returned by students in girls hostel while 7

copies were filled and returned by Works and Service Department. And question

N0 10 of the study questionnaire was frame to test the hypothesis of this work.

The below is the statement of hypothesis;

TEST OF HYPOTHESIS

Ho: Management of Hostel Accommodation as a public institutional property is

not effective.

Hi: Management of hostel accommodation as a public institutional property is

effective.

Very effective

Effective

Not effective

Others

The result from the respondents were tabulated as shown in contingency table

below.

Response

Frequency

Very effective Fairly effective Not effective Others

Observed Frequency 4 12 8 5

Expected frequency 7.25 7.25 7.25 7.25

Conclusion could be drawn based on 0.05 level of significance using Chi-

square (X2) to test that the data provides strong evidence that the management of

hostel accommodation as a public institutional property is not effective.

STATEMENT OF HYPOTHESIS

Ho: Management of hostel accommodation as a public institutional property is not

effective.

Hi: Management of hostel accommodation as a public institutional property is

effective.

37

LEVEL OF SIGNIFICANCE AND CRITICAL (X2) VALUE

Level of significance, 0.05

N = 29

Degree of freedom = (r – 1) (c -1) from contingency table

Where, r = number of numerators rows

C = Number of numerators columns

d.f = (2 -1) (4 – 1)

= (1) (3)

= 3

With 0.05 level of significance and degree of freedom = 3, the critical Chi-

square (X2) value can be read from statistical table to be 7.815.

Acceptance of rejection region of Null Hypothesis, 0.05 level of

significance and degree of freedom = 3 from X2 distribution.

38

7.815 X2 Chi-square Scale critical value

Pro

babi

lity

Do not reject

Reject Ho

0.95 0.05

Decision Rule:

Accept Ho: If the test statistic satisfies the equation

X2 7.815 otherwise reject Ho if X2 7.815.

Computation of Statistic

Response

Frequency

Observed

Frequency

Expected

Frequency

(Fo – Fe) (Fo-Fe)2 (Fo – Fe) 2

Fe

Very effective 4 7.25 -3.25 10.5625 1.46

Fairly effective 12 7.25 4.75 22.5625 3.11

Not effective 8 7.25 0.75 0.5625 0.08

Others 5 7.25 -2.25 5.0625 0.70

Total 29 5.35

X2 = (Fo – Fe)2

Fe

X2 = 5.31

Decision:

The null hypothesis (Ho) is accepted since the computed test statistic shows

a value of 5.3. This figure satisfies the equation for acceptance of Ho which X2 <

7.815.

Inference:

Management of hostel accommodation as a public institutional property is

not effective.

4.03 DISCUSSION OF RESULT

From the test of hypothesis result, it was revealed that management of

hostel accommodation as a public institutional property is not effective due to

some challenges, at though this challenges can be out-wayed if certain policies and

rules are adopted or enacted.

It implies that from the result of study questionnaires, the respondents were

able to indicate that The Federal Polytechnic Idah hostel is not effectively

managed due to some factors which are student and management related problems,

39

poor attitude of students in the handling of hostel properties and facilities, poor

management policies and habit in the provision of adequate or first-class hostel

facilities alongside carrying out of repairs/maintenance by the management due to

inadequate funding.

In conclusion, to attain efficiency in the management of hostel

accommodation as an institutional property, adequate fund is needed to be

allocated for the said purpose, out-right out-sourcing of the hostel to better

organization who has the professional manpower to handle such function or to

employ the service of an Estate Surveyor and Valuer who is an expert in that

regard. The management also need to provide adequate facilities in the various

hostels, gardening which will add aesthetic/beauty to the whole surrounding and

finally, students should be checked through vigorous rules and regulations.

40

CHAPTER FIVE

5.0.0 SUMMARY OF FINDINGS, RECOMMENDATION AND

CONCLUSION

This chapter summarized the result of finding so as to proffer appropriate

recommendations. Further areas of research were equally stressed, after which a

suitable conclusion is drawn up.

5.0.1 SUMMARY OF FINDINGS

From analysis of findings through various examination from Chapter Two

and Four respectively, the following findings have been reached;

i) Hostel Accommodation as an institutional property is inadequately

managed.

ii) Management of Hostel accommodation in the public institution is suffering

from inadequate funding.

iii) That student in general mishandle/abuse hostel facilities or properties.

iv) Students do not promptly complain to the management as regarding default

in the hostel property and problem in the vicinity/environment.

v) That most of the complain forwarded to the management by the students

were not properly handled.

vi) Facilities such as water supply, electricity, waste disposal bin, were not

adequately provided which will provide more comfortability to the

student with a view to supporting their primary aim in the school.

41

5.0.2 RECOMMENDATIONS

Effective management of institutional properties i.e hostels are very

important because some likely challenges that may arise in the course of managing

the property will reduce. However, the following are recommendations of the

researcher;

1) Based on the findings of the study, it is recommended that the strategy

adopted in the management of hostels should be improved upon. This can

be achieved when the institution (ownership), especially The Federal

Polytechnic Idah outsource the properties to professional property manager.

2) There should be adequate awareness on management problems of the

hostels and finance and time dedicated should be made available when

needed in order to enhance property management.

3) Preventive maintenance should be approached in the hostels where regular

inspection is carried out in order to keep it in good condition worthy of

market value.

4) Considering the foregoing recommendation, the Works Department should

be reconstituted to serve as supervisory units for the recommended

property management.

5) Alternatively, Estate Surveyors and Valuers should be saddle with the

management of hostel accommodation in Federal Polytechnic Idah because

of their professional touched in the field.

42

5.0.3 AREAS OF FURTHER RESEARCH

The researcher’s work is “the challenges of managing institutional property,

a case study of The Federal Polytechnic Idah Girls Hostel. Other works with

similar topic can make further research into the following areas like; The facilities

in the hostels and the general maintenance of infrastructures in the school hostels

etc.

5.0.4 CONCLUSION

The findings reveals that management of hostel as an institutional property

in The Federal Polytechnic Idah is challenging but efficiency could be attain if

adequate policies is been put in place by the management which includes out-

sourcing of the hostel, adequate provision of fund and other recommendations

forwarded or bench-marking from other institutions who have achieved

remarkable success in the management of hostel facilities.

It is hoped that if the recommendations made in this research work is

adhered to, management of hostel in The Federal Polytechnic Idah will attain

remarkable success and proficiency which will also enhance more comfortability

of the students living in the hostel along side positive improvement on the level of

academic excellence to be attained.

43

REFERENCES

Nwankwo, P.C. (1995): Property Management. Lagos: Pelin Limited.

Olajide, S.E. and Esan O. O. (1996): Introduction to Estate Management and

Valuation. Lagos: Femlight Production.

Olusegun, K.G. (2002), Property Valuation, Principles and Practice. Lagos.

Climax Publishers.

Osunlana, A.A. (2009): Challenges of Managing Public Property.

Lagos: Unpublished work.

Thorncroft, M. (1965): Principles of Estate Management. London: Estate Gazette

Udechukwu, C.E. (2006): Introduction to Estate Management. Lagos: Treem

Nigeria Limited.

44

APPENDIX

Department of Estate Management,

School of Environmental Studies,

Federal Polytechnic Idah,

P.M.B 1037,

Idah,

Kogi State.

----------------------------

----------------------------

SURVEY QUESTIONNAIRE FOR PROJECT DISSERTATION

I am a final year Higher National Diploma (HND) student in the

Department of Estate Management, The Federal Polytechnic Idah, Kogi State.

I am on fact findings mission with a view to having reliable information

regarding “The Challenges of Managing Institutional Properties”. A case study of

The Federal Polytechnic Idah Hostel.

You are therefore requested to assist the researcher in answering the

questions contained in the questionnaire.

I assure you that the information acquired shall be purely used for academic

purpose, as it shall be given the optimum confidentiality and anonymity it

deserves.

I appreciate your prompt response at the earliest convenience.

Thanks.

Yours faithfully,

Musa M. Titilayo

FPI/HND/ESM/09/270

45

QUESTIONNAIRE ADMINISTERED TO THE WORKS DEPARTMENT

FEDERAL POLYTECHNIC IDAH, KOGI STATE.

Kindly indicate your responses by filling appropriately the blank space “tick

where necessary and comment where applicable” Thank you.

1) What is your status?

a) Senior staff

b) Junior staff

2) What is your area of specialization?

a) Building

b) Engineering

c) Business related profession

d) Architect

3) Have you ever carryout repairs on the hostel?

a) Yes

b) No

4) Which of the following facilities are in acute supply in the hostel?

a) Electricity

b) Water

c) Waste disposal

d) Others specify …………………………………………………….

5) What is the general state of the following facilities?

a) Water

b) Electricity

c) Waste disposal

d) Toilet and bathroom

e) Security

46

Satisfactory Good Average Poor Very poor

6) What is the general attitude of the students towards handling of the hostel

facilities?

a) Satisfactory

b) Good

c) Fairly good

d) Bad

7) How do you carryout inspection of the hostels?

a) Daily

b) Weekly

c) Monthly

d) As the need arises

8) Which policy do the Polytechnic adopt in carrying out maintenance and management

of its hostels?

a) In –house

b) Out-sourcing

c) Out-tasking

9) What are the general problems in managing hostels?

a) Lack of fund

b) Management problems

c) Students related problems

d) Others specify ……….....................................................................

10) Please comment on the way forward towards effective management of Hostels.

……………………………………………………………………………..

……………………………………………………………………………..

……………………………………………………………………………..

……………………………………………………………………………..

……………………………………………………………………………..

47

QUESTIONNAIRE ADMINISTERED TO THE STUDENTS IN FEMALE

HOSTELS FEDERAL POLYTECHNIC IDAH, KOGI STATE.

Instructions:

Kindly indicate your response by filling appropriately the table space “tick where

necessary and comment where applicable”. Thank you.

1) Which of the hostels do you occupied?

a) Inikpi

b) Omadoko

c) Amina

2) What level are you?

a) HND

b) ND

3) How many are you in a room?

a) 1 – 4 persons

b) 5 – 7 persons

c) 8 persons and above

4) How comfortable are you in your room?

a) Very comfortable

b) Fairly comfortable

c) Not comfortable

5) What is the condition of services provided in the hostels?

a) Water supply

b) Electricity

c) Toilet and Bathroom

d) Gardening

e) Security

f) Disposal of refuse

48

Satisfactory Good Average Poor Very poor

6) What is the condition of the following building components in the hostels?

a) Roof

b) Ceilings

c) Doors and Windows

e) Walls

f) Floors

7) Is the hostel appropriately managed?

a) Yes

b) No

8) How do they respond to your complain?

a) Very promptly

b) Promptly

c) Fair

d) Poor

9) How do they inspect the property?

a) Daily

b) Weekly

c) Monthly

d) As the need arises

10) How do you view the management of hostel by the polytechnic?

a) Very effective

b) Fairly effective

c) Not effective

d) Others specify …………………………………………………

11) Please comment on other problems you have encountered while in the hostel

……………………………………………………………………………………

12) Comment on the way forward this effective management of hostel accommodation in

the polytechnic

…………………………………………………………………………………….

49