Summary of CATWOE analysis
| CATWOE customers | Public HEIB maintenance practices (users – staff, students and visitors of the institutions) |
|---|---|
| Actors | Maintenance department/unit/division/section, physical planning department/unit/directorate, contractors (outsourcing), consultants (outsourcing), relevant government maintenance ministries/agencies/department, and chief executives |
| Transformation | Maintenance department/unit/division/section and physical planning department/unit/directorate need to be overhauled via proposed computerised maintenance management system (CMMS) |
| Worldwide view | Public HEIB maintenance should be all-inclusive and supported by the chief executives. Many of these physical facilities are aged and overdue for renovation to meet the minimum standards expected within an academic environment. Higher education institutions’ physical infrastructure cannot be obsolete and expect innovation and novelty breakthrough from such an environment |
| Ownership | Public higher education institutions |
| Environmental constraint | Maintenance backlog encourages corrective maintenance against preventive maintenance strategy. There is a large gap between the reported time for the work and work done (Olowoake, 2015). Many factors are attributed (Ofide et al., 2015), such as absence of maintenance control toolkit, delay in releasing cash for maintenance, shortage of in-house technical staff, etc. |
| CATWOE | Public HEIB maintenance practices (users – staff, students and visitors of the institutions) |
|---|---|
| Actors | Maintenance department/unit/division/section, physical planning department/unit/directorate, contractors (outsourcing), consultants (outsourcing), relevant government maintenance ministries/agencies/department, and chief executives |
| Transformation | Maintenance department/unit/division/section and physical planning department/unit/directorate need to be overhauled via proposed computerised maintenance management system (CMMS) |
| Worldwide view | Public HEIB maintenance should be all-inclusive and supported by the chief executives. Many of these physical facilities are aged and overdue for renovation to meet the minimum standards expected within an academic environment. Higher education institutions’ physical infrastructure cannot be obsolete and expect innovation and novelty breakthrough from such an environment |
| Ownership | Public higher education institutions |
| Environmental constraint | Maintenance backlog encourages corrective maintenance against preventive maintenance strategy. There is a large gap between the reported time for the work and work done ( |
Source(s): Authors’ work