A Case Study of Anaocha Local Government

University of Nigeria

Research Publications

OKEKE, Ego Kate Author PG/M.Sc/Ph.D/05/39630

Poor Maintenance Culture and Administrative Effectiveness in Public Sector of Anambra State: Title A Case Study of Anaocha Local Government

Social Sciences

Faculty Faculty

Public Administration Department Department

July, 2007 Date Date

Signature Signature

PO013 MAlNrlTNANC13 CULrNJR13AND riDMNLSTIUTIVE EFFECTIVENESS IN 13UBLIC SECTOR OF ANAMl3lU SrTArl'E:A CASE STUDY OF ANAOCI-IA LOCAL GOVERNMENT

Ir)El%lWMENrl'OF I'UBZLIC Ai?MINISrI'l~Ar~ION AND LAICAL GOVERNMENT,

UNlVEliSlTY OF' NIGERIA, NSUKlCA ' UNIVERSITY OF NIGERIA, NSUKKA

POOR MAINTENANCE CULTURE AND ADMINISTRATIVE EFFECTIVENESS IN PUBLIC SECTOR OF ANAMBRA STATE (A CASE STUDY OF ANAOCHA LOCAL GOVERNMENT)

A RESEARCH PROJECT PRESENTED TO THE DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT.

IN FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF MASTER OF SCIENCE (M.Sc.) IN PUBLIC ADMINISTRATION WITH SPEClALIZATION IN FINANCIAL MANAGEMENT.

OKlEKE EGO KATE PGIMSC-PH.D/05/39630

THE SUPERVISOR, PROP. F.C. OKOLI iXW.ARTMENT OF PUBLIC ADMINlSTM TION AND LOCAL GOVERNMENT, UNIVERSITY OF NIGERIA NSUKKA

JULY, 2007

.. \ UNIVERSITY OF NIGERIA, NSUKKA

POOR MAINTENANCE CULTURE AND ADMINISTRATIVE EFFECTIVENESS IN PUBLIC SECTOR OF ANAMBRA STATE (A CASE STUDY OF ANAOCHA LOCAL GOVERNMENT)

A RESEARCH PROJECT PRESENTED TO THE DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT.

IN FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF MASTER OF SCIENCE (M.Sc.) IN PUBLIC ADMINISTRATION WITH SPECIALIZATION IN FINANCIAL MANAGEMENT.

OKEKE EGO KATE PGIMSC-PH.D/05/39630

THE SUPERVISOR, PROF. F.C. OICOLI

' DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT, UNIVERSITY OF NIGEFUA NSUKIU

JULY, 2007 TOPIC

POOR MAINTENANCE CULTURE AND ADMINISTRATIVE. EFFECTIVENESS IN PUBLIC SECTOR OF ANAMBRA STATE ( A CASESTUDY OF ANAOCBA LOCAL GOVERNMENT) This project has been certified to have met the requirements of the Department of Public Ad~ninistrationa~~d Local Government, University of Nigeria, Nsukka in partial hllilltnent of ihe requirements for the award of ' Master of Science in public Ad~ninistralionwilh Specialization in financial

~rofp.Okoli Dr. KC. Onah' Sdpervisor hadof Department This project has been approved for the deparlment of Public Adminislralion and Local Governnicnl, University of Nigeria, Nsukka.

Prof'. F.C.Y~ Dr. R.C. O~ah Supervisor I lead ol'lleparlment

...... I r)emq I~acultyof tlic social science. This project is dedicated to Almighty God for His divine care, Protection, love and favour towards me. To my husband, Engr. Dave .C. Okeke, my children Chisom, Chibuikem and Mmesoma and my parents Late Mr. Augustine C. Ezeonu and Mrs. Cecilia Nonyelum. ACKNOWLEDGEMENT

The commencement and completion of this research projcct would have been impossible if 1101 for the grace and blessings of God towards me. To I-lini therefore be the glory, honour and power, forever and ever. Amcn. I must first of all place on record with i~ii~iiensegratitude, my i~idebtednessto my project supervisor, Prof F. C. Okoli, he is a f'ather to me and ~iientor. I-le is a devoted lecturer who despite his crowded sclicdulcs and programmes made out time to supervise and direct this researcli work thoroughly. I-le is ever ready to correct arid teach me what to do in evcry stagc of this research work. I-le has therefore been a constant source of 111y inspiration, challenge and motivation. I lack words to apprcciate the tremetidous, re~narkablcacademic and moral support granted to me by our able Head of' Dcpartmcnt a niother indced Dr. 1i.C. Onnli. She also exposed me more on qimlitativc research. Also Dr. C.N. Oguonu who has also been very good to me and always explaining things to me each time I need her help. I am really gratefill to thctii all. My sincere gratitude goes to Prof. N.N. Elekwa the iliimediate past lfead of Department who influenced my education career positively in various ways. The Good Lord will bless you. Also Dr. 1.N. Obasi, who thought nic the rudin~cnts of research writing during my undergradi~ate program in this

department. Latc Mr. Ebonyi 07.01- who also made my career a succcss, lie c~ilighte~iedme more on the issue of' public sector. 1 bcnelited fiom his write ups (published and u~ipublislied)May your gentle soul rest in pcrl'ect peace. Amen Dr. C. Ofi~ebealso made an impact in increasing and widcning my scopc in rcsearch writing especially in the area of quantitative interpretation of' the data I collected. My good Lord will enlarge your scope. To all other Iccti~ress Dr. I-3.C. Nwankwo, Dr. F.O. Onah, Dr. Nnadozie, Dr. M.A.O. Obi, etc you have all contrib~~tedin making my academic pussuit a scali~cdgoal. I cannot say etiough thanks to you all. I owe a lot of thanks to my colleagues Dick Elizabeth, Rev. Sr. Ascencio Madukaji, Rev. Sr. Emmanuela, Nwafor .O. Augustine and Nnamani Desmond for all their support especially in exchanging ideas during discussions and for useful information given to me which helped in writing this research. Many thanks goes to the Head of service of the study Area Mr. E. Akogu, the Head f Personnel Management Mrs. N. Moneme, the Chief Administrative officer, Mr. C.C. Obi, Engr. C. Afam-Afugbue (Head of Department, works department), Mr. C. Okeke, the Accountant (Finance Director), all unit heads and staffs of various cadres and levels who contributed immensely towards my collection of vital and reliable information for this

" research work. It will equally amount to ingratitude, if I fail to acknowledge Ijeoma Osuagwu, Eineka Ezeony, Uche F. Ezeonu, Blessing . N. Umeanuka, Chibuikem Okeke, Mmesoma Okeke, Chisom Madueme, Chikwado and Ngozi Ezeonu. Also Ngozi Adike and Chinenye Okeke, members of my family, friends and well wisher for their innumerable assistance towards the successful * completion of this programme. b I am grateful to members of staff of Nnamdi Azikiwe Library of the University of Nigeria, Nshkka, staff of university of Nigeria, Enugu campm Library, my study area respondents who assisted me in no small way in providing relevant materials for the work and responses. For the computer operators who constantly kept typing and correcting my works until it comes to this final stage of submission Ifeoma Onyekwuluje and Uchenna Ocheje. I remain indebted to you all . Once again, 1 thank God br His Mercies, love and care.

Okeke Ego Kate Department of Public Administration And Local Government University of Nigeria, Nsuklta. ABSTRACT The success or failure of any administration in public sector is most often linked to the maintenance culture. Good maintenance culture enhances administrative effectiveness. The level of dilapidated buildings, deterioration and decay of both infrastructures and equipments in most of our local governments calls for urgent and concerted efforts at institutionalization of maintenance culture at this level of government. This research is on poor maintenance culture and administrative effectiveness in., public sector of Anambra state with emphasis on Anaocha Local Government Area. This research paper therefore established the fact that there is relationship between poor maintenance culture and administrative effectiveness. Good maintenance culture is sine-qua-no11 for administrative effectiveness. It: was observed that the oil boom era gave rise to "replacement and abandonment culture" while maintenance culture became a forgone issue. * * Several factors was identified as being responsible for poor maintenance culture. The consequences of poor maintenance have direct b effect on administrative effectiveness. ' These consequences were identified. It gives rise to dilapidated buildings, deteriorating, decay of infrastructures, leaking- roofs, abandonment of equipments like tractors, crane, bulldozer and grounded vehicles. The above was ascertained through questionnaire as primary source of data collection and observation by the researcher. Four hypotheses were postulates and was later tested using Analysis :of Covariance.. From the data collection, the researcher was able to confirm that there is poor maintenance culture in the study area, that poor maintenance culrure hinders administrative effectiveness; that as a result of poor maintenance culture, buildings were dilapidated, roofs leaking, infrastructures were found in poor states while vehicles were grounded. The researcher made some recommendation based on her findings. Some of these are; installation of strong internal control system, Re- orientation of Nigerian Public servants on the implications of poor maintenance culture, real concepts of public sector, provision of constant source of revenue from government to facilitate maintenance action, employment to be strictly on merit etc. These suggestions if adhered to religiously will greatly enhance the functionality of the Local Governments and at the same time enhance administrative effectiveness. TABLE OF CONTENTS Title page 1 Approval page I .. . Dedication 111 Acknowledgements viii Abstract X Table of contents xii CHAPTER ONE: Introduction 1.1 Background of the Study 1.2 Statement of the Problem 1.3 Objectives of the Study 1.4 Significance of the Study 1.5 Scope and Limitations of the study CHAPTER TWO: Literature ~eviewand Research Methodology 2.1 Literature Review 2.1.1 Concept of Maintenance 2.1.2 Concept of MaintenanceeCulture

2.1.3 * Reasons for Poor Maintenance Culture in Public Sector 2.1.4 Consequences of Poor Maintenance Culture in public . 2.1.5 Viable Options for Ensuring Maintenance Service in Public Sector with Reference to the Study Areas Concept of Public Sector Why Public Sector Summary of Literature Reviewed Hypothesis Operationalization of the key Concepts in the Hypothesis Research Methodology Theoretical Framework Research Design ivlcthod of Data Colleci Ion Method of Data Analyk.1~ CHAPTER THREE: The Study Area / General Information 3.1 Historical Background of Anaocha Local Government, Area. 3.2 Population of Local Government 3.3 Administration and Political Structure 3.4 Function of Local Government CI-IAPTER FOUR 4.1 Data Presentation and Analysis 4.2 Findings 4.3 Test of Hypotheses CHAPTER FIVE 5.1 ,Summary 5.2 Conclusion 5.3 Recommendation Bibliography Appendices CHAPTER ONE INTRODUCTION: . There is no organization that can survive for a long time without a maintenance culture and local government as a public sector, is not an exception. The level of dilapidated, linking roofs and deterioration of buildings like administrative blocks, education unit blocks and agricultural unit. blocks calls for urgent attention (Nwankwo, 1998). Also decay of infrastructures and equipments like motor vehicles, Tractors, Bucker loaders, Bulidozers, Grader, Tipper, excavator, crane, overhead tank, tap, tables type-writer, computer system, refrigerator and steel carbonate need concerted effort to improve their state . ~d"maintain"in its widest connotat,ion, means to keep, to pleserve a condition, position or attitude, to keep from declining, to nourish and thereby improve, to repair, to provide with means of subsistence to review and restore (Olumbense, 1992). e b Maintenance simply means to preserve, to take good care of, to service, to keep in li'ealthy conditions, to prevent deterioration, delay "and abstinence, to keep in good condition and usable form, etc, any equipment, structure or material that belong to an organization,. government or private individuals. Maintenance strategy is aimed at maximizing the fixed assets of a

company or organization. It has been observed that maintenance budgets are ~ very vulnerable to changes in the economic climate of the country (Uchebo, 1988). The question that has always agitated the minds of scholars, intellectuals, administrators, observers, practitioners, sympatliizers, and admirers of local . government administration in Nigeria has been; why up till now, no adequate maintenance culture has not been evolved for our local government in the system. This goes to show how inuch impel-tance we attach to niaintenance cdture in this country. The importance of adopting an institutalized maintenance culture is our public sector, and in local government system in particular cannot be over emphasized. This is because "any car owner knows that if he has insufficient capital to invest in a new car, he had better look after the one he has got". This is applicable to the local government system. It is wise to maintain even if adequate fund is available.

. It was emphasis on maintenance culture that has kept developed countries ahead of others (Ogaziechi, 1986). Therefore, there is need to evolve a good maintenance culture which will promote administrative effectiveness in our public sectors with emphasis on the study area. The central focus of this research paper is on poor maintenance culture and administrative effectiveness in public sector with emphasis on Anaocha

Local Government Area of Anambra State, Nigeria. .

1.1 Background to the Study What is today called Nigeria did not just emerge from the blues. It was a

0 carefully calculated and systernatically pursued effort of the British. The first discernible step was taken in 186 1 with the annexation of the colony of Lagos for the purpose of "Mutual" trading relationship (Eboh, 1999: 14). What followed immediately was the establishment of appropriate administrative machinery by the British to oversee the running of the colony. This machinery was in the form of civil service. Between 1885 and 1897, the British made further incursions into the Oil Rivers, Lokoja, Benue and Benin and consolidated their influence when, in 1900, the protectorates of Northern and Southern Nigeria were established. Furthermore, on May is',1906, what was hitherto the Lagos colony was merged with southern protectorate into what became the new, "improved' southern protectorate. Once again, the British patterned, British administered and British dominated civil service was extended to these protectorales. (Eboh, 1999). The British effort was further rewarded with the anlalgamation of the Northern and Southern protectorates in 1914, thus consummating the efforts of the British in establishing the civil service structure in the length and breadth of the Nigerian nation-state. It must be pointed out that the civil service structure under the colonial period was simply an instrument of exploitation, aimed primarily at siphoning the resources of the "primitive" people called Nigerians (who never knew what to do with their abundant resources) The British control and surveillance of the civil service under the colonial period was made possible through two policy instruments, the General Orders (GOs) and the Financial Instructions (Fls). The former contained guidelines and instructions on general administrations of the country, while the latter stipulated guidelines and regulations on financial matters. Any matter not within the contents and directions of the above was either glossed over or referred to the central ,administration in London (Eboh, 1999).. Public sector's in Nigeria, therefore, owes its origin to the country's colonial mentor. From that period till date, public sectors have experienced a lot of changes and reforms. The reforms were aimed at improving the standard of public sectors in all aspefts of endeavour. Reforms, also e are made f6r administrative effectiveness which will invariably enhance maintenance culture.

1.2 Statement of the Problem According to Obasi (1999), Statement of the problem is the most crucial introductory issue in any research. Simply defined, it is the fundamental question that requires an answer. It is the most worrying issue that needs to be properly examined and understood. It is the fulcrum around which the research objectives and hypotheses revolve. During the oil boom period (1 970 -1 980) the economy was very buoyant, resources were in abundance, public sectors attitude became "abandonment and replacemen1 cullure" and no1 "maintenance cullure" Government properties are seen as nobody's own. There have been efforts by government to enhance maintenance culture in public sector in Nigeria. For instance, the state government through the federal governments recently released fund for maintenance of dilapidated and leaking roofs in public sectors (Afam, 2007). Inspile of the efforts being made, local government is still experiencing poor maintenance culture is administrative ineffectiveness. Maintenance culture affects administrative effectiveness. This is because, results of poor maintenance culture, structures are dilapidated, infrastures and equipment are in poor state. Administratively, no organization can perform effectively under poor state of infrastructures, equipment and dilapidated or leaking roofs. This will make workers not to be co~nfortableespecially during rainy reasons, workers will run away from leaking offices, and loiter about. Also for poor state of equipment infrastruclures like computer or type-writer, it will result to work not being typed on demand because there will be congestion of works. This will hinder administrativ,e effectiveness. Why has there been poor maintenance.cu1ture in public sector? Does poor maintenance culture effects administrative .effectiveness? Is poor state, .infrastructures and equipment, as a result of maintenance culture? What are the result of poor maintenance culture in public sector? And what are those equipment, infrastructure, buildings found in poor state?

@ .The above prevailing situation'or circums~ancehas been the problem. The t researcher therefore, wants to come up with defiilite solution or answers to the above situations.

1.3 ObjectivesofTheStudy The researcher has certain objectives to achieve at the end of this research work. These objectives are as follows: a. To ascertain if poor maintenance culture effects administrative effectiveness in public sector. b. To ascertain if poor state of infrastructure and equipment in p~~blic sectors are as a result of poor n~aintenanceculture. c. To find out the results of pool- ~naintenanceculture in public sectors. d. To identify the equipment inli-astructure and structures that are in poor state. 1.4 Significance of the Study This research work will serve as a primary source of information as well as a guide, and will more importantly, give a fair knowledge of maintenance culture and. it's consequences (positive and negative) in public sector with emphasize on local government system. There is no doubt that research must have been carried out in the area of maintenance culture but none has been done on poor maintenance, also.on the level of destructive properties in the system. Therefore this research will creat awareness and awaken the entire society for improvenlent on maintenance culture. In addition, it will serve as a reference to scholars and researchers in their various future researches. Furthermore, this research work will make a headway in highlighting to ,the government at all levels, private and other organizations like con~paniesof the usefulness of proper maintenance culture in our society.

1.5 Scope and Limitation of the Study

1.5.1 Scope b This research paper addresses poor maintenance culture in pu.blic sector with emphasizes on Anaocha local government. It, therefore, focuses on maintenance culture in Anaocha local government, trying to find out the nature of the maintenance. It will go further to determine what is the consequences of poor maintenance culture. To elicit information on the said subject matter, data will be collected through primary source and questionnaire will be used as the instrument of data collection. Other secondary sources will also be used for data collection. The respondents will be selected using simp,le random sampling to give every staff in the local government to be studied equal chances of being selected. The researcher will therefore delimit her-self to one hundred respondents to be selected randoml! in all the departments of the local government.

The researcher is to be guided with objectives of the study, SO thc scope of the subject marrer will be in- line with objectives of the study, which ih in-line with statement of the problem. To that extent will the scope of subject matter be limited.

Limitations of.the Study In executing this research, the following serves as constraints. Inability to administer questionnaires to large number of staff in

commensurate to the staff of the organization. This is due to cost and , time constraints. Another limitation is lack of finance, which makes the geographical area of Public Sector covered to be limited. Inability to retrieve all the distributed questionnaires was also a limiting factor. The location of the local government is a little bit far from Awka the State capital where the researcher resides. Also there is no direct vehicle unless one boards transport to Nnewi thereby paying heavily. Inability to meet all the knowledgeable officer schedules for one * maintenance of p:operty or the other. Incomprehensive information due to fear of disclosing some sensitive information especially as it concerns money voted - in maintenance monthly or as the case may be. CHAPTER TWO LITERATURE REVIEW AND RESEARCH METHODOLOGY

2.1 LITERATURE REVIEW:

Literature review, according to Obasi (1999), is a critical activity that focuses in identifying contributions already made on the subject matter under investigation. A review offers on opportunity to identify gaps in existing literature, and through the identification of such limitations, new research problems worth investigating can be discovered.

Literature is going to be reviewed on the issues related to poor maintenance culture ensuring that the literature reviewed tackles the objectives of the study viz.-a -viz. The statement of the problem to make the research focused.

The following sub-headings will be used for literature review:

(a) Concept of maintenance

(b) Concept of maintenance culture

public sector.

(d) Consequences of poor maintenance culture in public sector.

(e) Viable options for ensuring maintenance service at the Local Government

culture.

(1) Concept of public sector,

(g) Why public sector?

(11) Su~nmaryof the reviewed literature. 2.1.1 Concept of Mainterlance

To maintain, according to Senala 01umbense (1992), means to keep on,

to continue in, to a condition, position or attitude, to keep from

declining to nourish and thereby improve, to repair, to provide with means of .

subsistence, to review and restore.

He also said that maintenance simply means to preserve, to take good care . . of to service, to keep in' healthy condition, to prevent deterioration, decay and

abstinence, to keep of good condition and usable form etc, any equipment,

structure of material that belong to an organization, 'government or private

individuals.

2.1.2 Concept of Maintenance Culture

Maintenance culture, according to Nwankwo (1 998), is the training to b t

.. preserve a condition, training to be cantons of maintaining of things to avoid

wastage. He further said that this maintenance culture is training through the

belief of people. It mustmot be acquired through formal education. It is ,

acquired through informal education of people's belief, people living in the

same geographical area, with similar cultures and traits. So maintenance

culture is the ability to improve by physical and mental training of the

maintenance level of properties out of be1,ief of people in similar or !he same

culture. 2.1.3 Reasons for Poor Maintenance Culture in Public Sector

In the view of Nwankwo, (2006), a visit to some of our Local Government will reveal the extent of neglect on maintenance culture in Nigeria. For example, there are many local governments with dilapidated buildings with leaking roofs, grounded vehicles, rusty machines and equipment etc. this is to mention but a few. The importunate aspect of the whole incidence is that most of these buildings and abandoned equipments have not even reached half of their life cycle. Common sense shows that these expressive edifices vehicles and equipments, which are abandoned and allowed, to rust away are only victims of poor maintenance culture. It they were to belong to private organization, their state and condition would have been far better than what they are at present. The sad aspect of the whole story is that this local government does not even have money to procure new dnes, yet they allow the little they have at moment to rot away with reckless abandon. What a poor maintenance culture?

The question the researcher intend to find answer is why such a poor maintenance culture exist in our Public Sector with particular emphasizes to the local government of study. The Following therefore are the reasons:

(a) Effect of oil boom in Nigeria:

According to Nwankwo, B. C (2004), during the oil boom, the problem with Nigeria as one .of our former heads of states was quoted saying that the problem in Nigeria "is not money" but "what to do with money". Nigeria was seen as a country in a hurry and in dire need of development. One national attitude then was "abandonment and replacement culture" and not "Mainle~l:~nce culture". The money was available and people considered it foolish and unwise for energy time and money to be spent to maintain an existing facility when it could be easily replaced. Thus, the origin of institutio~~alizationof

"abandonment" and "replacement" syndrome in our public and private life in

Nigeria.

However, with the down turn in our oil boom and the consequent economic measures which have brought untold hardship to the entire nation, the private sector has shifted emphasis from "abandonment" and "replacement" culture to mai~ltenanceculture. But unfortunately, the public sector organizations and local governments are quite sympathetic and deplorable. ,Abandoned bulldozer, caterpillars, Rollers, cars, lorries and other equipments serve as esthetic decorations in front of most local governments secretariat in the country. A * e corollary to these abandoned equipment is the dilapidated .condition of the secretariat buildings yearning for urgent maintenance attention. The old buildings are not maintained, yet now ones spring up from time to time in our local government. It appears they are yet to realize that the period of oil boom are now over in Nigeria, hdthey should develop an integrated maintena~lce policy and culture for the entire local government system. This is why this rcsearch paper is important and timely, as means of reawakening the cousciousness of the local government authorities on maintenance culture and the entire public sector.

(b) Attitudinal factor and poor conceptualizatioti of piiblic works and property

at-c another reason responsible for poor mainteiiaiice culture in our local governments. (Elendu, 2002). According to Elendu, (2002). They allow

government properties entrusted under their care to waste and deteriorate.

They do not show adequate concern to the protection and maintenance of

these properties. Some of their officials feels that since the properties does

not belong to them, even if they break down and rust away, they have

nothing to lose. For this reason, they show little or no commitment to

maintenance culture.

. (c) Another important factor that has affected maintenance services according to

Nwankwo, (2002) is corruption. Maintenance, as experience has shown is

one of the major,avenue through which local government fund are siphoned.

This is because large sums of money are often budgeted for maintenance

services, but these funds are not actually spent for such services. The * officials concerned for such maintenance services often collect fake receipts

to siphon the available fund. For example if you go through the receipt used

for official vehicle maintenance, it is enough to buy new car yet most of

these vehicles are not in serviceable conditions one then wonders the

rationale for spending such large sums and yet the vehicles are not

fimctional. The truth of the matter according to the writer is that nothing is

actually spent on these vehicles, but claims are made for a non-existence

expenditure. This is a pure case ol corruption. ~herefbre, the local

government officials are contributory ro poor maintenance services in the

local government system. They divw the fi~ndsmeant for maintenance

services lo their own private usc. Thcy accu~nulatehuge sums oF bills for the local government and yet there is no justification for that. This is one of the

reasons why the authorities of the local government have neglected the issue

of maintenance services because they see it as avenues for those entrusted

with the responsibilities to make money. The chief executive of the local

government are aware that most of the claims submitted in respect of

maintenance services are false and this is why they often withheld approval

for such claims. Furthermore, even where maintenance services have taken

place, the bill often submitted for such services are outrageous and highly

inflated. This'kind of development in respect of maintenance services at the

local government level is applicable to almost all public sectors and is a

pointer to the fact that they are still yet to understand and appreciate the

importance of maintenance services. This is why the need to develop a

rnhtenance policy and culture at this level cannot be bver emphasized.

(d) Lack of funds: Lack of funds according to Uchebo (1988) is another

important reason for poor maintenance culture at the local government level.

Maintenance services are expensive and require careful planning and

finding. It is not something that can be financed hapliazardly. It is required a

comprehensive programme of action. Therefore, for tA'lective and efficient

niainrenance culture to be institutionalized at the local government level,

11ie1.emust be viable oplions lor financing maintenalicc services and there

111uhlhc good orientation. 2.1.4 Co~lsequerlcesof Poor Maintenance Culture in Public Sector

Maintenance strategy, according to Gordon (1988), is aimed at maximizing the iixed assets of an organization; avoid the level of dilapidation, deterioration and decay of both infrastructures and equipments in most public sectors.

Gordon (1988) opined that sectors in Nigeria have really caused a lot of damages to both the existing buildings, infrastructures, equipments and, above all, have effected drastically the effectiveness and efficiency of operation, as well as organizational output in our public sectors. Economically, it has a great set back on economy. Most often, the cost of maintenance bill in government organizations are inflated yet nothing tangible will be seen as done. The quoted maintenance bill would be almost as good as procuring a new item of the same quoted bill.

In the words of Udenta (1 999)'"the consequences of poor maintenance culture in our public sectors are more than can be imagined, seen and felt'. It could lead to beaucratic waste, fraud, mismanagement of all kinds, corruption of all kinds, dilapidated structures ranging from linking roots to collapsing of buildings like what has been happening regularly especially in Lagos which eventually leads to lose of lives.

Udenta (1999) continued, "the 1 don't-care attitude" that pervade the entire public sector terrain has a devastating consequences on Nigeria economy, the attitude of public employees that government work and properties are not their fathers work nor properties and to that extent do they abandon these properties". 2.1.4 Consequences of Poor Maintenance Culture in Public Sector

Maintenance strategy, according to Gordon (1 988), is aimed at maximizing the fixed assets of an organization; avoid the level of dilapidation, deterioration and decay of both infrastructures and equipments in most public sectors.

In the words of Udenta (1999),"the consequences of poor maintenance culture in our public sectors are more than can be imagined, seen and felt'. It could lead to beaucratic waste, fraud, mismanagement of all kinds, corruption of all kinds, dilapidated structures ranging from linking roots to collapsing of buildings like what has been happening regularly especially in Lagos which eventually leads to lose of lives.

Udenta (1 999) continued, "the 1 don't-care attitude" that pervade the entire public sector terrain has a devastating consequences on Nigeria economy, the attitude of public employees that government work and properties are not their fathers work nor properties and to that extent do they abandon these properties". The consequence of this are inultiple which directly effect the Nigerian economy. besides, they have distorted and retrogressed development.

2.1.5 Viable Options for Ensuring Maintenance Service in Public Sectors

with Reference to Local Governments Level.

For maintenance services to be effective and efficient at the local government level, there is need to have viable options for financing such services. In order words there should be steady sources of revenue for financing maintenance service and also strict installed internal control and other checks from outside to ensure that money voted into maintenance are prudently utilized for such purpose.

According to Nwankwo (1998) the following alternatives for financing and ensuring maintenance service at local government level.

(a) Budget financing: There should be provision in the local government annual

estimate for financing maintenance services. A certain percentage of the

annual estimate should be allocated for maintenance services should be used

for that purpose. If maintenance services are financed through the budgetary

process, it would make for accountability, easy control and monitoring. This

would also ensure regular availability of funds for such services. This is

because what ever amount of financial resources that are available

maintenance will also be given priority

(b) Tax increment financing. Local government maintenance services can be

financed through tax increment. This means that the tax paid by the public

can be slightly raised to cover the cost of maintenance services especially where the publics are the direct beneficiaries for instance, the local

government can agree with the state government, for the state to raise the tax

paid by her citizens by certain specific amount. When this is done, the

difference arising in the new tax revenue as a result of the tax increment

would be paid to the local government for her maintenance services. This

will continue until the local government has paid all her debts arising from

maintenance services.

maintenance services through partnership or Joint financing. For example,

those individuals or organizations that make use facilities and equipments

maintained by the local government can reach an agreement with her,

whereby they contribute in the maintenance of the facilities and equipment.

This could be where there is a minor breakdown in the facilities or

equipment. It there is any breakdown or repairs, the user will do it, since he

received the machine is good condition. For example if you hire a local

government bulldozer or cater pillar and while working, it breaks down, you

must repair it before bringing it back to the local government. What the local

government will ensure is that before approval is given for the use of the

machine, it is in good condition. Therefore it must be returned in good

condition. In this way the regular maintenance of facilities and equipment

will be guaranteed.

Also the financing of the maintenance services could be through equity financing, here both the local government and the users of the facilities and equipments each pays fifty percent of the maintenance cost. Thus, the cost of maintenance is equitably distributed between the local government authority and the users and beneficiaries of the facilities and equipment.

(d) Depreciation financing: since most machines equipment and facilities used

by the local government have specific life span, a certain amount should be

set aside annually for their maintenance and replacement. There are some of

the local government projects, buildings, equipment and machine that

generate income. A certain percentage of such income of income should be

set aside for their regular maintenance and possible replacement at the end of

their life span. If such a maintenance and replacement policy is built into the

local government plan and programme of maintenance services, the local

government will evolve a maintenance of her facilities and equipment.

Depreciating finance is very simple to operate but it requires a disciplined

approach.

(e) More attention is paid to checking waste in the public sector: one of the

issues that will dominate government attention in maintenance culture is

how to check waste and avoid dilapidation, and deteriorating in public

sectors. As Gordon (1988) than we have recently, to controlling bureaucratic

waste, deterioration of infrastructures and dilapidation of buildings and

equipments". In Nigeria, mismanagement and poor maintenance culture has

eater deep into the fabrics of Nigeria public sectors and local government is

not an exception. Weak internal control system: Internal control has been defined by M illichamp

(1990) "as the whole system of control, financial and otherwise established by the management in order to carryon the business of the organization or enterprise in an orderly and efficient manner, ensure adherence to management policies, safeguard the assets and secure as far as possible the completeness and accuracy of the records" for a strict assets must be projected.

2.1.6 Concept of Public Sector Simply put, the term public sector according to Eboh (1999) connotes the whole gamut of institutions, departments, organizations and agencies which are owned substantially in part or in whole by any of the tiers of government (or in combination thereof) and exists to serve the interest of the public. What is really the utmost importance is the structure of ownership and whether such organizations are set up for the good of the general public. If any of the tiers of government- fcderal, state or local plays a leading role in the setting up of the organization, and retains the prepondence of the equity, and if such an organization is needed established to improve the well-being and add meaning to the quality of lives of the people, such an organization would easily pass as a public sector organization. Savas (1987:27 1) contends further that we use the word public to describe three different circumstances: government ownership, widespread ownership and widespread access. Government ownership implies that any of the tiers of government (or a combination thereof) is the sole owner, or a least, has the majority of equity, in the organization. This would give the government the much-needed managerial control over the activities of the organization. Widespread ownership implies that since the government is acting as the trustee of the people, what she owes is indeed owned by the generality of the people whom she is representing. Widespread access, on its own, suggests that such a public sector organization must be accessible to the people and must exist to enhance their benefits.

2.1.7 WHY PUBLIC SECTOR? The answer is legion but could be condensed into economic social and political (Eboh, 1999) Economic: By far, one good reason for the existence of public sector organization is economic. First the government assumes the "commanding heights" position in the economy in which case it is seen as the be-it-all and the - all it all in the nations scheme of things. 'This implies that often, the government assumes control of some vital industries and establishments in order to avoid the negation of public interest if such industries were left in the hands of private entrepreneurs. Second and as a corollary of the above, that the government, through its ownership and control of public sector organizations, controls monopoly powers. Third, government's ownership and control of the key public sector institutions and organizations is vital in regulating the economy. Government investment in any sector or institution underscores the importance and the role of that sector or institution in the national economy, and also helps in ensuring proper balancing of such establishments and institutions. Social: social cost consideration are no less important in establishing public sector organization government is most often not beclouded by the very narrow profit considerations of a businessman. She goes beyond that to look into the social cost implications. The result is that, most unprofitable by an otherwise shrewd businessman. The motive, almost always is to lessen the burdens and deprivations of citizen and make life more worthwhile for them. For instances most mass transit programmes ply the rural routes of the local government is that set by them, not because they are more profitable, but because they want to ameliorate the transportation difficulties of the communities they are serving. Political: The political justifications for the existence of public sector organizations are no less convincing. Some sectors and institution are so pivotal to the existence of the country that it would be inconceivable in the light of mature reflection to concede them to private hands. Think of such areas as defence, power and steel. They are so vital that no government no matter how drunken with the liquor of market forces and free market forces and fiee market mechanisms ever hands off completely

2.1.8 Summary of Literature Reviewed Having examined critically, previous studies in poor maintenance culture in public sector with emphasis on the local government system, The study has identified ready-made solutions that may be applied to the problem at hand, it will help in obtaining data, recognize constraints to be used to define a given problem context and delimits its scope it will also help to make informed decision about a problem and provide authoritative support for a given point of view. The researcher, therefore has examined the concept of maintenance culture, reasons for poor maintenance culture in public sector, consequence of poor maintenance culture in public sector and viable options for ensuring proper maintenance culture in public sectors with emphasizes on local government system in Anambra state, what is public sector and reasons for having public sectors. The above reviewed literature will help the researcher to identify tested techniques, proven methods of analysis and other problem solving strategies to be modified to provide an elegant solution to the problem at hand.

2.2 HYPOTHESES An hypothesis is simply a tentative statement which is open to confirmation or rejection when exposed to empirical verification. Hypothesis should be related to the statement of problem(s), fundamental questions and objectives. They sliould all be linked in a consistent manner. In carrying out this study the following hypotheses were postulated by the researcher; 1. Poor maintenance culture effects administrative effectiveness in the public sector. 2. Poor states of infrastructure and equipment in public sector are as a result of poor maintenance culture in public sector. 3. 'The results of poor maintenance culture are dilapidated buildings, leaking roofs, abandoned equipments like tractors, crane, Bulldozer and grounded vehicles etc. and Administrative ineffcctiveness. 4. Administrative block and Finance buildings are dilapidated leaking, crane, bulldozer, lippcr, buckct-loader, caterpillar, 505 salooll cars, 504 saloon cars, Mitsubisl~i,con~pi~tcr systcms, fans, steel cabinets, refrigerators and tables arc found in poor stares.

2,3 Operationalization of the Kcy Co~iceptsin the llypotliesis a. Maintcnatlcc in this rcscarcll work nlcalls to take good care of, to

prcserve 01- 10 scrvice thc existing resources I structures/i~~I'~.ast~~ucturcs/cq~~ipnlcllt in A~laocllaLocal govern~nent. This will ellsurc that such properties arc prescrvcd. b. Mainte~lanceculture: In this rcsearch work, it implies the ability lo in~provcby physical and nlcntal trailling of tllc ~naintcnancclcvel of properties out of belief of public servant in Local government systcm. c. Administration el'fccrivelless: 'I'llis is tllc organization and direction of human and material resources in thc study area (Anaocha local government Area) to achieve the desired objectives of the local govcrnnlcnt . d. Public sector, in this research, means the whole institutions dcparrments, organimtion owned by local government system as a third tier govcnlment. In this work it is Anaocha local government. 2.4. Research Methodology Methodology, according to lsaak (1969). In Obasi (1999):refers to the basic principles and assumptions of enquiry. 11 shapes and informs the process of research. It provides the user with a framework for selecting the means to find out, analyse, order and exchange information about an issue. They define what can be known, how that should be represented. The n~ethodology of this work is on case sludy with Anaocha local government Area in Ananibra state. It focuses on poor maintenance culture in the study area. It uses Research Design Survey design. The population The population of Anaocha Local Govcr~inlentArea is five hundred and forty slaff (540) The population of this study, that is, thc target population is made up of lhc staSf of tlic six departments in thc Local Government (sec appendix c) Duc to the 1argc nu~nhcrsinvolvcd, llic nccd to employ sampling txhnicpes cannot be ovcr stressed.

Sample Population: According to Nwogu (l091:340), samples are uscd in studies that involve Ixge populatio~~Saml)li~ig ~liclliotl is ndoptcd to adcyuatcly manipulate the enormous population and rcduce tlic error arising fro^^ the calculalions of large liunlbers and to rcduce exorbitaut cost of producing cluestiounaire to cover the population. In determining the sample size ol the study, the researcher drew ~opulationfrom staSS or Anaocha Local Governnient, there is Sive hundred and Sxty (540). To ensure an el'Cective coverage of l11c entirc population of rive hundred and Sorty (540), tlie researcher adoptcd Yamani (1 964) formular in Obasi (1900). 'This implies that to cnsurc effective covcrage or thc population, the researcher applied thc fonnular; where n = sample size

N = population

e = level of significance or error allowed

I = constant Due to the earlier given reasons bothering on cost and time, the researcher choose 8% as level of significance or error allowed.

- 11 = 127.3 - 127

:. n = 127 which is the sample size or sample population. Sampling Techniyue: The sampling technique used for this study is simple random sampling technique. This technique ensures that every employee of the ' study area is given equal chance of being selected.

2.4.1 Theoretical Framework According to Ndagi (1984:9), a scientific theory could be defined as a unified system of concepts, definitions, prepositions and observations of facts organized in such a way as to describe the inter relationship among variables such as poor maintenance culture, good maintenance culture vis - a - vis administrative effectiveness in public sector. A theoretical framework is a way. of describing, analyzing, interpreting and predicting phenomena. It involves linking the problem under investigation to the assumptions, postulations and principles of a theory. (Obasi, 1999: 43). The theoretical framework to be used in this research work is the propounded by Parkinson. It is known as lheory of organizational practice is wasteful, if it fails to accomplish organizalion objectives. Parkinson theory said that a basic cause of wasteful practices in organization is that individuals may pursue their own personal objectives without at the same time contributing to the objectives of the organization. This tendency to work toward individual objectives without adequate reference to organizational objectives has been termed BUREAU PATHOLOGY. This is more serious when organizations are large complex and un-personal. Local governments are wasteful organizations. They are mostly interested in their personal affairs, trying at all times to enrich their purses and ignore maintenance culture. They are of the belief that since public sector is for government, the properties therein are for government. Everybody now either scrambles for a share of the national cake, while others over-look taking good care of the available resources. This negligence of available resources leads to waste of such materials, equipment, infrastructures, etc. Local government is created primarily to be the government nearest to the rural area and to deliver services to the rural dwellers. When these services are delivered ideally the poverty situation or poverty level will be reduced. It 'has been observed that local governments do not perform this function, not to talk of effective service delivery. And since they have not accomplished organizational objectives, it is then a wasteful organization. The result of poor maintenance culture is therefore wastefulness, This will eventually result to ineffective administration. Another theoretical framework which predicted the phenomenon of poor maintenance culture in public sectors vis -a - viz administrative effectiveness is the Public Choice Theory. The proponents of this theory contended that both the public bureaucracies and representative democracy have in built tendency, on the part of bureaucrats, to abandon in the long run, non-collective goals in pursuit of selfish interests or goals. For example, bureaucrats resort to budget maximization in order to increase their number, improve pron~otionprospects, create discretionary patronage, improve job security, etc cetera (Stroker, 199 1). The Public Choice Theory contends that the existing democratic arrangements are very poor predictors of citizens preferences and demands. The failure of representative democracy and public bureaucracies creates in-built tendencies for local government to be wasteful, ineffective and to over spend. The Local government propensity to over-spend leads to corrupt practices which individuals indulge in to enrich their purse. This theory is true because local governments are is only interested in new budgets and allocations for sharing, even when funds are allocated for maintenance of such things like grounded vehicles. The vehicles will be taken out of the premises and assume to be repaired. Within a space of a week the same vehicle will be found ineffective again. The same system is appreciable to other equipments. Satisfaction of personal goals is ultimate therein. Poor maintenance culture, therefore, affects administrative effectiveness in public sector with emphasis on Anaocha local government.

2.4.2 Research Design This is simply a plan that specifies how data should be collected and analyzed. A research design is, therefore, very important in the research process. There are many types of research designs such as survey research design, archival research design, documentary research design and experimental research. Survey research design, according to De Cola (1979), is gathering of data from a sample of cases or case selected from a usually larger population. This survey research design gathers information or data using questionnaire or interview research instrument. This research paper used questionnaire research instrument. Documentary research design is the examination and analyzing of official documents, statistical records and other relevant documents. For the purpose of this research work, data are gathered from randon~ly selected local governinents (three) as public sector organizations. Also vital documents are examined like gazette, written documents on maintenance culture, literatures on public sectors, civil service operational guidelines, nominal roll working files, financial memoranda, civil service schemes, and other relevant files like maintenance files for various equipments and structures. This research work will go further to discuss the population of the study. The essence of the survey research is to make inference from the sample.

2.4.3 Method of Data Collection The researcher employed two main sources of data collection for this work. According to (Eboh 1998:63), these two main sources are primary and secondary sources of data. Primary sources of data are the sampling or study units regarding (or from) which information is to be collected on first -hand basis through interview, measurement, observation or questionnaire completion, such data are known as primary data. Secondaiy sources of information are with respect to existing literature, research reports, government documents, institutional publications and statistical reports. Secondary information, therefore, is that information which already exists or that which have been collected, processed or reported by someone else (Eboh,

In this research, the primary sources of data collection are through questionnaire and observation. The secondary sources of information are; Existing literat~lresfrom books, journals, etc. Institutional publications Government publications Cyber-cafk 1 internet Staff Nominal Roll Working files eg, individual maintenance office working files (files on maintenance of vehicle, bulldozers, cranes, structures, stationery, furniture etc) Civil service scheme of work Operational guidelines on local government system and Financial memoranda Some of the above materials were seen from Anaocha depai-tment and works department working files. Some are seen with top management officers, while others can be located from various libraries, like a) Nnamdi Azikiwe university of Nigeria, Nsukka library. b) University of Nigeria, Enugu campus library c) Enugu state University and d) Internet (cyber-cafe)

2.4.3.1 QUESTIONNAIRES One set of questionnaire was designed in this study. The aim of the questionnaire was to elicit responses from the knowledgeable employees at all levels and departments from the lower levels to top management level, including political officers holders in relation to ascertaining the nature of maintenance culture in public sectors of Anambra state using three randomly selected local governments. The questionnaire was designed in line with the postulated hypotheses but inform of research questions. It is therefore divided into two sections, section A was on personal data, while section B was research questions designed in line with postulated research question. Question were designed to enable the researcher gather relevant information as it concerns the subject matter. In designing the questionnaire, two types of questions used are: (a) Multiple Choice: These are questions which require that the respondent make choice from the list of alternative options which are likely answers suggested by the researcher it is a list of answers or options with more than three options for the respondents. The major part of questionnaire which is section B have five options' of strongly agree, agree undecided, disagree and strongly disagree. (b) Trichotomous question: Some of the options in section A of personal data are trichotomous, while some are multiple choice options. Trichotomous question carries options or answers of three options. The respondents need to select any of the three.

2.4.3.2 Observation In order to affirm some of the explanations or answers given by the respondents on the nature of maintenance culture and the why of poor maintenance culture in public sector with reference to local government system in Anambra state, the researcher involved herself as a participant as an observer critically examining the general attitude towards maintenance culture in the selected public sectors and their reasons for'such altitude. The research made some vital observation that she used in writing this research work. The researchers decision to participate as an observer made the information to be more reliable and concrete.

2.4.4 Method of Data Analysis The researcher in the process of data analysis used frequencies and means scores to determine the views of the respondents on the subject matter. The scale and values used as in Likert - scale statements are positively asked were: Strongly Agree = SA = 5 scale

Agree = A = 4 scale Undecided = und = 3 scale

Disagree = 3 scale

Strongly Disagree = 1 The out off point for regarding an item as agree or disagree or disagree was determined as follows:

That is, Individual scale value Frequency Highest Pont

The above will give mean. Therefore 3.0 is the mean criterion. After analysis, any item with 3.0 and above indicates agreement. Any item below the mean criteria of 3.0 shows a disagreement. The data collected from the respondents in the field were tailed organized in tables and their mean found. The data from each item on the questionnaire were analyzed the determine the mean score for each item using the forn~ular (x) cfx = Total sum of score Ex = number of respondents CHAPTER THREE THE STUDY AREA 1 GENERAL INFORMATION

3.0 The Study AreaKenera1 Information

3.1 Historical Background of Anaocha Local Government Area

Anaocha local government area is one of the twenty-one local government areas that make up the present Anambra State. Geographically, it is bounded on the North by Awka South Local Government Area and on the West by Njikoka Local Government Area. It has a landmass of 17162 square Kms with a population of 199,093 according to 1991 census the most recent population census have not been officially released, Anaocha falls within the tropical climate and regulation. (source: Handbook Anaocha Local Government Area 1999).

GENESIS

Historically, Anaocha local government area was part and parcel of Njikoka Administrative area whose existence dated as far back as 1957, and was then known and called Niger country council which later changed its name in 1960 and became known as Njikoka County Council. However, during the local government reforms of 1976, it became known and called Njikoka Local Government Council . It is germane to point out that with the local government reforms of 1976 many groups of people that share the same homogeneous socio- cultural affinity desired and indeed determined to be identified and given local government area of their own. Amongst this group of people were the people of Anaocha local government area.

In 1983, Chief (Dr) Jim Nwobodo, the erstwhile Executive Governor of the then Anambra State, created ~naochaLocal Government Area, comprising the nine coinmunities of Agulu, Agulu-Uzoigbo, Adaziani, Adazi-Enu, Adazi- Nnukwu, Akwaeze, Ichida, Neni and Obeledu. Those coinmunities represent two-clans-AguluIAguiyi Clans. However, in 1984 the creation of this local government was cancelled by Huhari-ldiagbon Administration, May, 3 1989, Anaocha local government area with administrative headquarters at Neni under the then military governor of Anambra State Col. Robert Nnaemeke Akonobi (Anaocha Day celebration Handbook, December, 1999)

Anaocha local government area as presently constituted, consists of three clans with eleven communities viz.

1. Agulu Clan: Agulu and Agulu-Uzoigbo communities 2. Umunri Clan: Eungwu-Ukwu and Nri Communities. 3. Aguinyi clan: Ezennebo communities-Neni 4. Okoto Communities-Adazi-Ani, Adazi-Enu, Adazi-Nnukwu, Lchida and Obeledu. However, with the excise of Enugwu-Ukwu community from Anaocha local goveriment area back to Njikoka local government area, the present Anaocha local government area, maintains the three clan composition with ten cominunities

People and Occupation

Essentially, the people of Anaocha government area are predominantly businessmen and peasant farmers who engage in subsistence farming. The lateritic red soil of its landmass is noted for its poor fertility. This explains why the majority of its people are itinerate traders. There is no part of Nigerian federation where indigenes of Anaocha local government area can not be found pursuing their legitimate business. Many have made great strides in big time motor transportation electronics industrializations, oil business, estate developments and noted managements among others. Many that took to acaclemics/education have distinguished themselves as professors in the different fields of their academic pursuits.

3.2 Population of the Local Government Anaocha has a landmass of 171.62 square kin, with a population of one hundred and fifty seven thousand, six hundred and eighty two (1 57,682) by 1991 census. The projected population of for 2006 is 235,606. The details of population by community and by comnunity and by sex is presented below. Details of community population for 2006 as projected Slno Communities 199 1 Census 1 Total I Projected male

2 1 Agulu 1 23,573 3 Adazi- 5,792 Nnukwu 4 Neni 6,876 5 Obeledu 3,494 Akwaeze 4,983

8 1 Ichida 9 1 Adazi-Enu 1 6,116

I -1 -1 Total 1 76,285

A growth rate of 2.8% is used in projecting for 2006. Source: Handbook on 2007 Local Economic Empowerment and Development strategy (LEEDS) for Anaocha Local Government Area.

3.3 Administrative and Political Structure Political structure: Anaocha Local government Area currently has no elected representatives in the council. This is as a result of non-conduct of Local government elections in Anambra state since the exit of the last elected council chairman in 2002. However, during the last political dispensation in the area, Prince lfenna lkegwuonu was the Executive chairman, assisted by the Deputy Chairman, some supervisors in charge of Education, works, Health, Agriculture, as well as some personal assistants and special Advisers and secretary to the local government. This group formed the Executive arm of government. Due to the Presidential system of government practised at this level then, there was also an elected legislative council made up of cou~~cilorsfrom the nineteen wards with the leader of the council presiding over the affairs, assisted by other principal officers in the making of bye-laws and the management of the legislative business. Administrative structure: The Head of Service is at the head of the administrative structure as obtainable in the unified local government system in Anambra state. The current Head of Service is Mr. C. Umeh. There are six departments in the council headed by Directors. They are: (c) Administration (d) Accounts (e) Health (f) Works (g) Agriculture and Veternary (11) Education and Social Development The Director of the various departments report directly to the Head of Service, while the Head of Service report directly to the appointed Chairman of the Local Government as at present.

3.4 Functions of Local Government The important role of local government at the grassroots level and at the national development level can be conceptionalised, in at least, five ways namely: 1. To decongest government of the centre and thereby freeing national leaders from onerons details and unnecessary involvement in local issues. 2. To increase the people's understanding and support for social and economic.development activities. 3.. To make programmes to foster social and economic betterment at the local level more realistic and lasting 4. To train people in the art of self-government 5. To strengthen national unity. The Federal Government virtually accepted all these as the raison d'etre of Local government, when in the Guidelines for the Local Government Reform in 1996, it enunciated the principal aims of the new local governments system. The Local government were then expected to serve as effective instruments for rural transformation. More specifically, the functions of local governments can be categorized into two, namely: (i) Exclusive functions (ii) Concurrent functions Exclusive functions: are those functions which, under constitutional provisions ie part v (27) of local government (Basic constitutional and Transitional Provisions) Decree No. 15 of 19892, are solely to be performed by the Local Government. These functions are as follows: Formulation of economic planning and development schemes for the local government area; Collection of rates and issuance of radio and television licenses. Establishment and maintenance of cemeteries, burial grounds and homes for the destitute or infirm; Licensing of bicycles, trucks (other than mechanically propelled trucks), canones, wheel barrows and carts. Establishment, maintenance and regulation of slaughter houses slaughter slabs, markets motor parks and public conveniences. Construction and maintenance of roads, streets, street lightings, drains, parks, gardens, open prescribed from time to time by the military Government or House of Assembly of a state; Naming of roads and streets and numbering of houses; Provision and maintenance of public conveniences, sewage and refuse disposal; Registration of all births deaths and marriages; Assessment of privately owned houses or tenements for the purpose of leving such rates as may be prescribed by the Military Government or House oFAssembly of a State. Control and regulation of: out-door advertising and boarding. 12. Movement and keeping of pets of all descriptions; 13. Restaurants, bakeries and other places for sales of food to the public. 14. Shops and kiosks; 1 5. Laundries, and 16. Licensing regulation and control of the sales of liquor. Concurrent functions: are those functions which local government cannot perform singly but in conjunction with the state or federal government of Nigeria. They are also those functions which the state or the federal government of Nigeria can perform, meanwhile, on behalf a Local Government until local government is in a position to carry out such functions. Such functions are:- (a) The provision and maintenance of primary, adult and vocational education. (b) The development of agriculture and natural resources, other than the exploitation of minerals; (c) The provision and maintenance of health services; and (d) Such other functions as may be conferred upon a local government by the military government or the House of Assembly of a State. As part of the National Policy on Health, Local governments are expected to assume full responsibility for the management of the prima~yHealth Care delivery of which Oral Rehydration. Therapy (OKT) Extended programme on Iinmunization (EPI) and Family planning are vital components. This is carried out in conjunction with the Federal and state governments with the assistance of various international organizations like World Health Organization (WHO) and United Nations International Children Education Fund (UNICEF) providing inputs towards the prosecution of the programme. The effectiveness of Local Government in service delivery depends largely on the type of structure (political, financial and administrative) which local government operates. CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS The data presentation will be based on one hundred and twenty (120) respondents. This is because out of the one hundred and twenty-seven (127) questionnaires distributed, one hundred and twenty (120) was retrieved. SECTION A : PERSONAL DATA Table 4:l Personal Data Number of Percentage respondents Sex Distribution Male 50 Female 7 0 Total Marital status Married Single Divorced Total Age Brackets 1 8-30 years 3 1 -45 years 46 - 60 years 6 1 years and above Total Qualification First school leaving certificate West African School certificate/ General certificate on Education/Senior secondary school or it's equivalent Ordinary National Diploma Higher National Diploma /Degree Higher Degree/Any other additional qualification. Total Working experience 0- 10 years 1 1- 20 years 2 1 - 30 years 3 1 - years and above Designated official Department Administration Agriculture ---a- c. Accounts/Finance 10 7.3% d. Education/social welfare 10 7.3% e Works 50 41.8% Total 120 100% --Source: Field Survey, 2007 4.2. Data Analysis From the above table, out of the relevant one hundred and twenty questionnaires retrieved, fifty (50) or 41.8 % were male, while seventy (70) or 58.2% were female. Also ninety (90) or 75% were married, thirty (30) were or 25% were single, while none is divorced out of the one hundred and twenty (120) respondents thirty-five (35) or 27.1% fall between the ages of 18 - 30 years, fourty -five (45) or 3 1.4% fall between the ages of 3 1 - 45 years, fifty (50) or 41 3% fall between 61 years above. For educational qualification, none acquired only first school leaving, thirty (30) or 25% had West African School Certificate I General Certificate on Educationlsenior secondary School or it's equivalent, Twenty (20) or 18.6% had Ordinary National Diploma, Forty-Two (42) or 30 % had Higher National Diploma, Twenty (20) or 18.6% had degree, while eight (8) or 06.4% had Higher degree 1 Any other additional qualification. Under working experience twenty (20) or % had working experience between 0

- 10 years, thirty -five (35) or 27.1 % have a working experience between 1 1 - 20 years, fifty (50), or 41.8% have a working experience between 21 and 30 years, while fifteen (1 5) or 12.5% had a working experience between 3 1 years and above. Out of the one hundred and twenty (120) respondents. Fourty (40) or 33.3 % work in Administration department ten (10) or 7.3% each work in Agriculture, Education and social welfare and Accounts/finance department while the fifty (50) or 4 1.8% works in works department. SECTION B Data Presentation On Research Question 1 Does poor maintenance culture affect administrative effectiveness in your office'? Table 4.2: Responses on whether poor maintenance culture affects administrative effectiveness in study area. ITEM I Total remark There is maintenance 1 120 culture in public I agreed dsector culture in public I agreed sector is poor Good 120 maintenance I Agree culture is needed d for effective administration Maintenance culture have disagre nothing to do ed with administrative I tliueffectiveness maintenance culture effects Agree administrative d effectiveness in I 1public sector Source 2007 field survey 4.2.1 Data Analysis From table 4.2 above, on research question 1 the data presented shows that out of one hundred and twenty (120) respondents, fifty (50) strongly agreed that there is maintenance culture in public sector, forty (40) also agreed on the same view, none fall under undecided, thirty (30) disagreed that there is maintenance culture, while none strongly disagreed. Using likert scale value, the total value for the Keponses is four hundred and seventy (470) and the mean or average was 3.9 indicating that there is maintenance culture in public sector. Likert scale as illustrated under method of data analysis shows that any value Ikon1 3.0 upwards indicate agreement. Out of one hundred and twenty (120) sixty (60) strongly agreed that maintenance culture in public sector is poor, forty (40) also agreed with the same opinion, nobody fall under undecided, twenty (20) disagreed with the opinion. The total score is five hundred (500) and the mean is 4.1 indicating that maintenance culture in public sector is poor. With illustration of Likert scale value on data analysis, any value from 3.0 upwards indicates agreement. Also out of one hundred and twenty (120) respondents, all strongly agreed that good maintenance culture is needed for effective administration. A mean score of 5.0 is obtained indicating agreement using Likert scale. From above table 4.2 also nobody strongly agreed, agreed nor fall under undecided that maintenance culture have nothing to do with administrative effectiveness, thirty (30) disagreed with the statement while ninety (90) strongly disagreed with the opinion. Likert Scale value of 1.41 was obtained indicating disagreement. Out of one hundred and twenty (120) respondents eighty (80) strongly agreed that poor maintenance culture elfects administrative effectiveness, forty (40) agreed on the same opinion while none fall under undecided, disagree nor strongly disagree. A total value of 560 with mean value of 4.6 indicating agreement using Likert scale. Research question 2. Does Poor State of infrastructure relates to poor maintenance culture in public sector? Table 4.3 Responses on poor state of infrastructure as it relates to poor maintenance culture in public sector UND Total infrastructures in 440 your organization in 10 120 poor state -- -- 30 440 3.6 agreed Poor state of infrastructures in your organization is because of heir age 20 (have stayed longer 60 320 than necessary) Poor state of infrastructures is as a 500 Agreed result of poor -120 maintenance I 500 State of infrastructure in any I disagreed

37 infrastructure in any public sector portrays the degree of maintenance culture in that organization Poor mainlenance culture relates to poor state of infrastructure in -490 upublic sector 120 Agreed Source: 2007, Field Survey 4.3.1 Data Analysis: From table 4.3 above, out of one hundred and twenty (120) respondents, fifty (50) strongly agreed that infrastructures in their organization are in poor state, thirty (30) agreed also on the same opinion, ten (10) fall under undecided, another ten (10) disagreed that infrastructure in their organization are in poor state while twenty (20) strongly disagreed with that opinion. A total of four hundred and forty (440) with a mean value of 3.6 was obtained indicating agreement using Like11 scale value. Also out of one hundred and twenty (120) respondents, twenty (20) itrongly agreed that poor state of infrastructure in organization are because of their age (long stay) ten (10) agreed on the opinion, twenty (20) fall under undecided another twenty (20) disagreed, while fourty (40) strongly disagreed with the opinio~~.A total of, Out of one hundred and twenty (120) respondent sixty (60) strongly agreed that poor state of infrastructures were as a result of poor maintenance culture, foul-ty (40) agreed with the same opinion, nobody fall under undecided, ten (10) disagreed, while another ten (1 0) strongly disagreed. Also, out of one hundred and twenty (120) respondents, eighty (SO) strongly agreed that state of infrastructure in any public sector portrays the degrees of maintenance culture in any organization while fourty (40) also agreed with same opinion, none neither fall under undecided, disagree nor strongly disagreed. A total score of 560 with 4.6 meal1 was obtained indicating agreement using Likert scale value. From the above table 4.3 above, iifty (50) strongly agreed that poor maintenance culture relates to poor state of infrastructure in public sector fourty (40) agreed with the same opinion, twenty (20) fall under undecided, ten (10) disagreed while none of the respondents strongly disagreed. A total value of 490 was obtained with a mean value of 4.0 with Likert scale value, 4.0 indicates agreement. Research Question 3 What are the results of poor maintenance culture in public sector'? Table 4.4 Reponses on results of poor maintenance culture in public sector - ITEM UND D Total Poor maintenance culture can result to - - leaking roof - 1 agreed 580 Poor maintenance culture can give rise agreed to grounding of - - vehicles of all kinds. - - 120=

Poor maintenance results t~ dilapidating - - 580 Agreed - - of buildings. -120= I Poor maintenance culture can give rise - 20 --480 agreed to loite ring by - 4 0 120= workers, insufficicnt cquipmcnt an inl'rastructure, etc Poor maintenance culture can be a - 10 hindrance to - 20 -560 Agreed administrative 120= function.

Generally, poor maintenance culture - 10 can result to - 20 administrative in 4.4.1 Data Analysis: From table 4.4 above data presented show at that out of one hundred and twenty (120), 100 respondents strongly agreed that poor maintenance culture can result to leaking roof while twenty (20) agreed also with the viewlopinion, nobody neither disagreed nor strongly disagreed a total mean value of 4.8 was obtained indicating agreement. Also out of one hundred and twenty (120) respondents, all of the respondent (120) strongly agreed that poor maintenance culture can give rise to grounding of vehicles of all kinds. Nobody was for agreement, undecided, disagreement and strongly disagreed. A mean value of 5.0 was obtained indicating agreement using Likert scale. For the item, poor maintenance results to dilapidating of buildings, one hundred ' (100) out of the one hundred and twenty respondents (120) strongly agreed on the opinion, twenty (20) agreed on the opinion while none neither fall under undecided, disagreed nor strongly disagreed. A total score of 580 was obtained with a mean value of 4.8 indicating agreement. Using Likert scale (5points) any value from 3.0 upwards indicates agreement. Out of one hundred and twenty (120) respondents, 80 (eighty) strongly agreed that poor maintenance culture can give rise to loitering by workers done to leaking roof, insufficient equipment and infrastructure, 20 (twenty) also agreed on the opinion, nobody was for strongly disagreed. A total value of 480 was obtained with a mean value of 4.0 indicating agreement Also out of one hundred and twenty (120), respondents, eighty (80) strongly agreed that poor maintenance culture can be a hindrance to administrative functions, thirty (30) also agreed with the same opinion, nobody was for undecided, ten (10) was for disagree while nobody strongly disagreed. A total score of 540 was obtained with a mean value oi'4.5 indicating agreement. Under the item, generally, poor maintenance culture can result to administrative ineffectiveness, out of the one hundred and twenty (120) respondents, eighty (80) strongly agreed on the opinion, thirty (30) was for disagreement, nobody fall under undecided, ten (10) disagreed while nobody strongly disagreed. A total value of 540 was obtained with a mcan value of 4.5 indicating agreement. Using Likert scale of five (5) points as indicated in method of analysis any score from 3.0 upwards indicates agreement. Research Question: 4 what are those equipment, infrastructures Building that are found in their poor states in your organization. Table 4.5: Responses on equipment infrastructures buildings etc found in their poor states in the study local government. ITEM Total remark Administrative and finance buildings are dilapidated agreed 580 Crane, Bulldozer, tractor tipper agreed bucket-loader and caterpillars are 5 80 grounded and parked behind administrative building Seven Grounded 505 and nine 504 Agreed salon cars serve as esthetic decorations 600 in front of your local government Three abandoned Mitsubishi buses agreed for mass transit are 600 P~n oor state Three computer systems with incomplete Agreed components like central processing 540 unit ClW) and two faulty computers systems found in poor state have been abandoned -- -- Ten damaged steal Agreed cabinets. 540 --

4 1 Fifteen faulty Agreed refrigerators -- Twenty -eight Agreed damaged tables, and thirty chairs lying wasted Six damaged standing fans. Agreed

Twenty faulty ceiling fans agreed 1 Source: 2007 field survey. 4.5.1 Data Analysis From table 4.S above, out of one hundred and twenty (120) respondents. One hundred (100) strongly agreed that Administrative and finance buildings are dilapidated, twenty (20) agreed on the some opinion, while nobody was for undecided, none for disagree and none for strongly disagree. A total scone value of 580 was obtained with mean value of 4.8 indicating agreement. Also out of one hundred and twenty (1 20) respondents, one hundred (1 00) strongly agreed that crane, Bulldozer, Tractor, Tipper, bucket loader and caterpillar are grounded and parked behind Administrative buildings, while twenty (20) agreed with the same opinion. A total of 580 was obtained with a mean value of 4.5 indicating agreement. Out of hundred and twenty (1 20) respondents, a1 the respondents strongly agreed that seven grounded 505 and mine 504 salon cars serve as aesthetic decoration's in front of the local government. None was for agreement undecided, disagreement nor strongly disagree. A total of 600 was obtained with a mean value' of 5.0 indicating agreement. From the field survey in table 4.5 above out of one hundred and twenty (120) responded all the respondents strongly agreed that three abandoned Mitsubishi buses for mass transit are in poor state, None agreed, undecided disagree and strongly disagree. Also, out of one hundred and twenty (120) respondents, 80 (eighty) strongly agreed that three computer systems with incomplete components like central processing unit (CPLI) and two faulty computer systems Sound in poor state have been abandoned, twenty (20) also agreed on the same view while the remaining twenty (20) fall under undecided. A total scone of 540 was obtained with a mean score of 4.5 indicating agreement. Out of one hundred and twenty (120) respondents, eighty (80) respondents strongly agreed that there are ten damaged steel cabinets in the organization twenty (20) also agreed on the same opinion while the remaining twenty (20) full under undedicated. A total score of 540 was obtained with a mean value of 4.5 indicating agreement.

I11 the same manner, as in above, out of one hundred and twenty respondents, 120) eighty (80) strongly agreed that there are fifteen abandoned faulty refrigerators in the organization, twenty (20) also agreed on the same issue, another twenty fall under undecided. Nobody was for neither disagreement nor strongly disagreed. A total score of 540 was obtained with mean value of 4.5 showing agreement. Out of one hundred and twenty (120) respondents, seventy (70) strongly agreed that twenty-eight damaged tables and thirty chairs were lying wasted in the organization, thirty (30) strongly agreed on the pinion while twenty (20) could not decided on any of the options. A total of 530 was obtained with a mean value of 4.4 indicating agreement. Also out of one hundred and twenty respondents sixty (60) strongly agreed that six damaged standing fans are found in the organization, fourth agreed with that opinion, twenty (20) could not decide on any o the opinions, while none neither disagreed nor strongly disagreed. A total score of 520 was obtained with mean value of 4.3 showing agreement. Out of one hundred and twenty (120) respondents, eighty (80) strongly agreed, thirty agreed while ten (10) fa11 under undecided. A total score of 550 was obtained with a mean value of 4.5 showing agreement. 4.3 FINDINGS. From the tables above, the following findings were made from the analyzed data 1) That more than sixty (60%) of the respondents have above secondary school certificate. 2) That most of the people whom questionnaires were administered have knowledge of it and they are more in Administration and works department. 3) That there is maintenance culture but the maintenance culture is poor. 4) That good maintenance culture is needed for effective administration. 5) That infrastructures in the organization are poor states. 6) That poor state of infrastructures were as a result of poor maintenance culture. 7) That poor maintenance culture can result to leaking of roof grounding of vehicles of all kinds dilapidated buildings and staff loitering. 8) That poor maintenance culture can result to administrative ineffectiveness. 9) that there are dilapidated buildings, Damaged or grounded crane,

Bulldozer, Tractor, Tipper, bucket -- loaders caterpillars, 505 salon and 504 salon cars, Abandoned Mitsubishi buses, Faulty computer systems, damaged steel cabinets, faulty refrigerators damaged tables and chairs, standing fans and ceiling fans.

4.3 TEST OF HYPOTHESE In hypothesis 1,the researcher's hypothesis is as thus: 1. Poor maintenance culture effects administrative effectiveness in public sectors. In testing for the above hypothesis the researcher will use questions on research question 1, table 4.2 of section B in testing. Question numbers 9,lO and I 1 will be used for test of hypothesis 1, responscs to the above questions in the quoted number indicates that good maintenance culture is needed for eff'ective administration as in number 9, that poor maintenance culture effects administrative effectiveness in public sector. In line with the above, therefore, the postulated hypothesis is accepted. Hypothesis 11: Poor state of infrastructure in public sector relates to poor maintenance culture. To test the above hypothesis the researcher will use answers to question 14, 15 and 16. The responses on question 14 showed that poor state of infrastructures were as a result of poor maintenance culture, responses on number public sector portrays the degree of maintenance culture in that organization while number 1 6 showed that poor maintenance culture relates to poor state of infrastructure in public sector. In view of the above, hypothesis I1 is accepted. Hypothesis 111: There are results of poor maintenance culture in public sector. To test the above hypothesis, responses on research question 3 table 4.2 numbers 17 to 22. These numbers gave the consequence or outcome of poor maintenance culture as thus: leaking roof, grounding of vehicles, dilapidated building, insufficient infrastructure and equipment and generally administrative ineffectiveness. From the above responses, hypothesis 111 above therefore is accepted as correct and accepted as correct. Hypothesis IV: There are equipments, infrastructures, buildings that are found in this poor states in public sectorlorganization. TO test the abovc hypothesis, numbers 23 to 32 will be used. These numbers listed the infrastructures, equipments and buildings as thus: Administrative and finance buildings are dilapidated, crane, bulldozer, Tractor, Tipper, Bucket-loader and caterpillar are grounded, also 505 and 504 saloon car are grounded, Mitsubishi buses, computer system, Damaged steel cabinets, Refrigerators, tables and chairs, standing fins and ceiling fans are all damaged infrastructures found in the p~~blicsector of the study. Following the above hypothesis 1V is correct and accepted. Technique Adopted in 'Testing the above Rypoilieses

111 testing the above hypotheses, the analysis of covariance (ANCOVA) is used. It is a statistical tool for multi-group comparison. It is used because it is feared that samples may not possess equal characteristics in certain important respect. It is used to ensure homogeneity of the groups. This is done by giving pre-test and post-test to all the groups. The researcher therefore conducted pre and post test to ensure reliability. The pre- test was conducted by distributing questionnaires to the same sample size of one hundred and twenty (120) and collected. The data collected from the pre-test are then used to determine the covariates with the post test data. With this, 'reliability is ensured. It therefore increases precision of data obtained from the experimental study. CHAPTER FIVE Summary, Conclusion and Recommendation 5.1 Summary A cursory look at the work done and analyzed, including the findings made, it clear that poor maintenance culture effects administrative effectiveness. A good maintenance culture is a sine qua-non in every public sector to avoid bureaucratic waste, inerfective administration, economic waste and corruption of all kinds. Our findings reveal that poor maintenance culture leads to administrative ineffectiveness. It also results to poor state of infiastructure. This research reveals that poor maintenance culture can result to leaking rooc grounding of vehicles of all kinds, dilapidating of buildings, loitering by workers, insufficient equipments, infrastructures and buildings were found in poor states such as administrative blocks, finance blocks, crane, bulldozer, tractor, tipper, bucket loader, caterpillar, 505's 504, Mutsbushi buses, computer systems, steel cabinets, refrigerators, tables and chairs and fans (both table and ceiling). Inspite of funds made available for maintcnance of public properties, public sectors have continued, on daily basis, have poor maintenance culture. 'I'his is because public properties are seen as "no man property" The theoretical fiamework upon which this research is built-upon showed that individuals do not have regard for governn~entproperties, because of that, they feel non-challant over such propcrties, thus "I don't care" attitude over government properties. This attitude became worst during the oil boom era (1970 - 1980). 'The effect of oil boom was "abandonment" and "replacement culture" not "maintenance culture" as reviewed by the literature in this research. The above therefore has affected the administrative effectiveness in public sectors with emphasis to study area. 5.2 Conclusion There is urgent and great need for our public sectors to evolve adequate maintenance culture especially for our local government where most of the buildings are dilapidated, roofs leaking and a lot of vehicles abandoned, few available computers are not functional and one or two typewriters functioning which normally lead to official docun~entsbeing typed outside to meet up with time. The present haphazard approach by our public sectors and in particular in our local government system on maintenance service according to Nwankwo (2005) partially accounts for the continued underdevelopment of the public sector and the third level of government mostly. It is often said "Prevention is better than cure". It is better to maintenance you have than hoping to procure a new one". We are aware that our public sectors, especially our local government at present are not endowed with adequate financial base, therefore, it is an uriimplementable luxury for them to continue with the old approach of "abandonment" and "replacement" culture instead of developing a programme plan of "maintenance culture". We identified a number of reasons responsible for poor maintenance culture in our public sectors with emphasizes to the study area. These are institutionalized "abandonment and replacement culture", arising out of oil boom hangover poor coneptionalization and attitude to a government property; corruption and inadequate funding. To improve the quality of maintenance services, at the local government levels, a number of recommendations were proffered: separate unit that is fully responsible for maintenance of properties including fixed assets, monitoring unit manned by different officers order than officers whom those properties were tr4usted upon, strong internal control system officers found mismanaging properties should face severe disciplinary action, provision of steady source of revenue, Reorientation ol' the ideal concept of public sector and consequence ol' its mismanagement and enlployment by merit. It is strongly hoped that if these methods are properly adopted by public sectors, the quality of their maintenance culture will be improved greatly. It may be important to mention that for our public sectors to come out of their state of underdevelopment and vicious circle of poverty, they must cultivate a healthy attitude and climate of good maintenance culture.

5.3 Recommendations During the course of this study. It was observed that poor maintenance culture effects administrative effectiveness. That good maintenance culture is very important to also avoid economic waste. The researcher made the following recommendations based on her findings: That a strong internal control system should be installed That monitoring group should be assigned to such group from outside the organization and of a higher level of government. That equipment/properties/vehicles found being mismanaged, the officer whom it was entrusted into should be made to compensate for the property either by buying a new one or repair such. Any corruptive action observed or investigated must face severe disciplinary action or even termination of appointment as the case may be. Government should endeavor to be providing constant source of revenue to facilitate action on each maintenance. This will avoid further damages for "a stitch in time saves nine". Officers who will be incharge of propertieslequipment should be different from officers that will maintain such propertieslequipment. Re-orientation of Nigerian public servants on the implication of poor maintenance culture and the real concept of public sector. All employment should be strictly by merit (as in their scheme of service) and ensure employment of practical Christian. BIBLIOGRAPIiY BOOKS Aborisade, E ( 198 8) ed: Readings in Nigerian Local Government. I le-I fe: University of Ife Press. Aboyade, 0. (1994): "Nigerian Public Sector as an Orgainzational dilemma" in Paul Collins (ed) Administrative for Development in Nigeria. Lagos: African Education Press. Ajakaiye, P.O. (1990): Public Sector Policies in Nigeria. Ibadan: Nigeria Institute of Social and Economic research (NISER). Drecker, F P. (1 978): The Practice of Management. New York: Pan books. Dunleavy, 1'. (1 99 1): Democrucy, Bzlreaucracy aid Public Choice. London: Prentice Hall Eboh, E. C (1999): Pzrblic Sector Managemei~.tEnugu: Skunno Prints. Emele, O.U. and Emele, C.J 1995): Fundamentals of Research 1Wethodology and Stutistics iiz Education and Behavioural Science. Aba: Model Academic Publisher Limited

,Ezeani, 0.E. (2004): Local Governrnent Adn?inistratiow: Enugu: Ziks - Chuks. Flynn, N. (1997) Public Sector Maintenunce London: tiowaster Wheat Sheaf Publisher. Lapalombara, J. (1980): Bureaucracy and Political Development. New Jersey: Princeton University, press. Lippint, R. ( 1978): The Dyrzanzic of Pzrblic Sector New York: Harcourt Brick and World Publisher. Mackezie, W.J ( 1 96 1 ): Theories of Local Government Greater. London: Capers No21 SE Marynard, H. B. (1 979): Top M~in~~gemer~tii? public Sector. New York: McGraw Hill Publisher. Ndagi (1 984): Quulitutive Resew-ch for Education: An Irztrod~rctionto Theory and Metl?ocls Enugu: John Jacobs Classic Publisher. Nwachukwu, C. C. ( 1 988): Theory uizd Practice of Pzrblic Ahinistrution. Onitsha: Africana FEP I'u blisher. Nwogu. H. (1 991): Essentials of Xesearcil Methodology for social Sciences Ibndcrrz: University Press Ltd. Nwosu, H. N. ( 1985) Problerns of Nigerian Administration Enugu: Fourth Dimensions Publishing co Ltd. Obasi, 1.N. ( 1 999) Xesenrch Metlzodolol~y iiz Political Science. Enugu: Academic Publisher Okoli, F.C/ (2000) Theory and Practice of Local Government: A Nigerian Perspective. Enugu: John Jacobs Classic I'ublisher. Okoli, F.C. (1998) An Introdclction to tile Theory and Practice of I~cul Government Nsukka Topmost Printing Press. Okporo, P.U and Eze E.P.T (2005) Methodv ill Qualitative Research. Nsukka: A.P Publisher Ltd. Ola, K.F. (1984) Locul Government Administrution in Nigeria. London: Kegan Paul. Orewa, G.0 (1 99 1) Principles of Local Government. Lagos: ASCON Ozor, E (2003): Third-Tier Government in Nigeriu vol.1. Evolution Development and Future. Ibadan: University press PLC. Ozor, E (2004) Public Enterprises in Nigeria: A study in public -Policy making in a challenge Political Economy, Ibadan: University press PLC Parkinson, L (1972) PtlOlic Service irz New States London: Weiden Feld N icolson. Stroker, Ci . ( 1 99 1 ) The Politics of Local Government. London: Macmi llan. Todare, M.P. (1997) Ecor~ornicDevelopment. Sixth edition London: Longman, Uchelo, D. (1998) Civil Service Today. New York: MacGraw Hill Publisher. Yamani, S. (1 964): Public Enterprise and Ahirztenunce Problems in Developir~g Countries. London: Stevens publisher. JOURNALS Emezi, C (1984) "Nigerian Local Government in Historical Perspective" Nigerian Journal of Public Administration and Local Government Vol. 2. No. 2 Nwankwo, B.C (1998) "Financial Maintenance Service at Local Government Level" Nigerian Journcrl of Public Administration and Local Government. Vol. 9 No. 2. Oji, A (1989): "Public Enterprise in Nigeria" lCON News, Published by the ICAN organization Limited Lagos. April 30, Vol. 5 No 2.

P'UBLICATIONS Afam, C. (2007) "Maintenance of Local Government properties - A neglected Phenomena", An Article published on Daily Sun Newspaper April 13, p. 8 Federal Government of Nigeria (1 996). "Public' Enterprise Regulatory in commission" Decree No. 35 "published in the Federal Government Gazarte. Federal Ministry of lnformation. Printing Division. Inman, R.P (2000) "Managing Governinent Finances" This Day p. 5 Ogaziechi U. (1996) "Umeofia Pushes emphasis on maintenance culture" Articles Published on Daily Champion Newspaper February 2 1 P.

Olumbenses, S, (1 988) "Let have a maintenance culture Article published in Punch Newspaper. April 12 P. 13 Otiji, J. A (1989) "Public Enterprises in Nigeria" Businessmen weekly Newspaper June 18 p. 18. Owenda B (1999) "for maintenance in Public sector today" Article Published in Vanguard . June 15 vol. 2 1 No 60 123 p. 14. 'Department of Public Admin. And Local Government University of Nigeria, Nsukka. 19/03/2007 Dear Respondent,

QUESTIONNAIRE

I am a student of Post-graduate student in the above department and school. Presently, I am co~~ductinga research on poor maintenance culture in public sector with emphasis on local government system in Anambra state. It is in partial fulfillment of the requirements for the award of M.Sc degree. The information supplied will only be used for academic purpose. Please endeavour to give accurate information which will be treated as highly confidential. Thanks for your anticipated cooperation.

Yours Faithfully,

Okeke Ego Kate APPENDIX B Personal data Please tick ( ) against the appropriate option 1. sex a. Male ( ) b. Female ( 1 2. Marital status a. married ( ) b. single ( ) c. Divorce ( )

a 3. Age Brackets a. 18 - 30 years b. 3 1 - 45 years c. 46 - 60years d. 61 and above 4. Qualification a, First school leaving certificate ( ) b. West African school certificate / General certificate in Education /senior secondary school/or it's equivalent ( ) c. Ordinary National Diploma ( 1 d. Degree [ 1 e. Higher degree 1 any other additional qualification [ ] 5. Working experiences a. 0 - 10 years b. 1 1 - 20years

c. 2 1 - 30 years d. 3 1 and above years 6. Designated office /Department a. Adnlinistration b. Agriculture c. Accountsliinance d. Education and social welfare e. Works

SECTION I3 Research Question 1 : Does poor maintenance culture effects administrative -effectiveness in your office S/NO l ltem ISA IA /UNDID ISD 'There is maintenance culture in public 1 sector I I 8 Maintenance culture in public sector is poor Good maintenance culture is needed for 1 effective administration 1 1 10 Maintenance culture has nothing to do with administrative e.Kectiveness. 1 I Maintenance culture have nothing to do with administrative effectiveness in office

Research question 2: Does poor state of infrastructure relates to poor maintenance culture in public sector? Item UND D Infrastructures in your organization are in poor state Poor state of infrastructures in your organization are because of their age (they have stayed longer than necessarily) Poor state of infrastructures were as a result of poor nlaintenance culture Poor state of infrastructures in any public sector portrays the degree of maintenance culture in that organization. Poor maintenance culture relates to poor state of inf'rastructure in public sector Research Question 3 What are the Results of poor maintenance culture in public sector SIN0 Item SA A UND D SD 17 Poor maintenance culture can result to leaking roof 18 Poor maintenance culture can give rise to grounding of vehicles of all kinds 19 Poor maintenance results to dilapiladating of buildings 20 Poor maintenance culture can give rise to loitering by workers due to leaking roof, insufficient infrastructure, insufficient equipment etc 21 Poor maintenance culture can be a hindrance to administrative functions. 22 Generally, poor maintenance culture can result to administrative ineffectiveness

Research Question 4: What are those equipments, infrastructure buildings that are found in their Door states in your organization?

Administrative and finance buildings are 23 1 dilapidated . 24 Cranes, bulldozer, Tractor, Tipper bucket- waters and caterpillars are grounded and parked behind the Administrative building. Seven grounded 505 and nine 504 saloon cars serve as esthetic decorations in front I 1 of your local government 26 Abandoned Mitsubishi buses used for mass transits are in poor state 27 Three computer systems with incomplete components like central processing unit (CPU) and two faulty conlputer systems found abandoned. 28 Ten damaged steel cabinets 29 Fifteen abandoned faulty refrigerators. 30 Twenty eight damaged tables and thirty chairs 3 1 Six damaged standing fans 32 Twenty faulty ceiling fans APPENDIX C STAFF STRENGTH OF ANAOCHA LOCAL GOVERNMENT

Junior staff , I Seniorstaff I Department Male Female Male Female

Accounts 23 19 32 28 102 - Health 10 28 12 40 90 Worlts 4 5 9 18 - 72 - Agriculture and vct / 14 ( 10 1 20 1 12 1 56 Education and social 7 18 16 29 Development

I I I Source: 007, Anaocha Staff Nominal Roll File.