Navigating the Challenges of Commercial Real Estate. A Qualitative Analysis of Property Management in Asafo Market

Academic Paper , 2023 , 52 Pages , Grade: 70.05

Economy - Real estate industry

This research is designed to dissect the intricate process of managing commercial properties, emphasizing the numerous hurdles including maintenance and repairs, tenant relations, rent collection, and budgeting. The focal point of the investigation is the Asafo Market, a vibrant hub of commercial properties where these challenges are keenly felt.

The paper illuminates the significance of strategic planning, especially when dealing with property maintenance - a paramount yet often complex task requiring scheduled upkeep and prompt response to unexpected damages. By adopting a qualitative research methodology and employing MAXQDA for data analysis, the study seeks to improve the objectivity of collected data, sourced primarily from tenants in the Asafo Market. The goal of this study is to enrich our understanding of commercial property management challenges and provide pragmatic recommendations to enhance facility management practices within Asafo Market's commercial properties.

Table of Content

CHAPTER ONE
1.1 Background of Study
1.2 Problem Statement
1.3 Aim of Study
1.4 Objectives of Study
1.5 Research Questions
1.6 Significance of Study
1.7 Scope of Study
1.8 Methodology
1.9 Thesis Outline

CHAPTER TWO LITERATURE REVIEW
2.0 Introduction
2.1 Concept of Management
2.2 Property Management
2.3 Concept of Commercial Property Management
2.3.1 IFMA’s Eleven Core Competencies
2.3.2 Facilities Management in the Design Stage of Properties
2.4 Facilities Management in Ghana
2.5 Facilities Management in Commercial Buildings
2.6 Challenges of Facilities Management Practices

CHAPTER THREE RESEARCH METHODOLOGY AND PROFILE OF STUDY AREA
3.0 Introduction
3.1 Research Approach
3.2 Population of the Study
3.3 Sampling technique
3.4 Data Collection Method
3.5 Secondary Data
3.6 Data Analysis
3.7 Profile of the Study Area

CHAPTER 4 DATA ANALYSIS AND PRESENTATION
4.1 Management of facilities
4.2 The existence of a facilities manager
4.3 Facilities management strategies used
4.4 The challenges faced in managing commercial buildings in Asafo market, Kumasi
4.5 The effects of the challenges faced on the performance of commercial buildings in Asafo market, Kumasi
4.6 Effects of good facilities management practices on the rental values and Usage of commercial properties
4.7 Strategies to mitigate the challenges faced in the management of Commercial buildings

CHAPTER 5 SUMMARY OF KEY FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.2.1 Management of Commercial Buildings
5.2.2 Facility Management Strategies
5.2.3 Challenges in Managing Commercial Properties in Asafo Market
5.2.4 Effects of Challenges on building performance
5.2.5 Mitigation of facility management challenges
5.3.1 Lack of Facility Managers or Department
5.3.2 Delay in Responding to Tenants Complaints
5.3.3 Improper Records Keeping
5.3.4 Lack of Written Lease Agreement
5.3.5 Lack of Funds
5.3.6 Ineffective Facility Management Strategy
5.4 Conclusion

References

APPENDIX: A RESEARCH QUESTIONNAIRE

ABSTRACT

Managing commercial properties can be a complex and challenging task, as there are many different factors to consider. Some of the main challenges that property managers face includes maintenance and repairs, tenant relations, rent collection, and budgeting. To effectively manage a commercial property, it is important to have a clear understanding of these challenges and to develop strategies to address them. One of the biggest challenges in managing commercial properties is maintenance and repairs. Commercial properties often require regular maintenance and repairs, including painting, plumbing, electrical work, and landscaping. In addition, there may be unexpected repairs that need to be addressed quickly to prevent further damage to the property. Property managers need to have a plan in place for addressing maintenance and repairs, including a system for reporting issues and scheduling repairs in a timely manpromptman promptlyms to investigate the challenges encountered in managing commercial properties, with a focus on commercial properties in Asafo Market. The study utilizes the qualitative research approach in collecting data. The research population comprises property tenants in the various commercial properties in the Asafo Market. A convenient sampling technique is adopted to select the sample size. The qualitative data was analyzed through the use of MAXQDA to improve the objectivity of the qualitative data. The study is expected to provide insights into the challenges faced in managing commercial properties and recommendations for improving facility management practices in commercial properties in Asafo Market.

LIST OF FIGURES

Figure 3.1 Map of Asafo Market, Source: Goggle Maps, 2023

Figure 4.2 Facilities management strategies used

Figure 4.3 Challenges faced in the management of facilities in Asafo market

Figure 4.4 The effects of the challenges on the performance of commercial buildings

Figure 4.5 Effects of good facilities management on the rental values and usages of properties

Figure 4.6 Strategies to mitigate the challenges faced in managing commercial building

CHAPTER ONE

1.1 Background of Study

Retail market industry in Ghana has developed to a higher level, and the development is evident in the level of property investments (Oltmans and Owusu, 2013). The increase in business activities in the various markets in Ghana has resulted in increased commercial properties. Shop owners either own their shops or rent a space to keep their business in operation. The management of these commercial retail properties is important to help both shop owners and property investors gain adequate yield from investments. Facilities management, or having a facilities manager, ensures that your organization's physical assets and spaces can support both its needs and the wellness of the facility's users (Ahmad Aliyu et al., 2016).

Facility management (FM) is often linked with the management of buildings, but it encompasses more than just day-to-day operations. It should involve not only the management of the physical building but also long-term planning and a focus on meeting the needs of the people who use it (Potkany et al., 2015). The International Facilities Management Association (IFMA) has provided a definition of facility management that has endured over time. According to IFMA, facility management is a profession that involves the integration of various disciplines to ensure that the built environment functions properly, including people, location, processes, and technology (International Facility Management Association, 2009).

Business activity in a certain location or economy is frequently measured by looking at the performance of commercial real estate, which includes sales prices, new building rates, and company rates (Chen, 2021). To ensure that the building and the service precisely match the life cycle costs and the comfort of the users, quick and early decision-making regarding the services support required is essential. Therefore, providing the appropriate services to a customer is an important yet difficult task that necessitates an FM approach that considers the needs of key users.

A facility manager’s major goal is to maintain and improve workplace productivity by carrying out and monitoring reactive and preventative maintenance. Facilities management changed from individuals maintaining a small number of buildings to managers overseeing a sizable portfolio's maintenance and operations (Uzoamaka and Emoh, 2018). The management and maintenance of commercial buildings is a complex task, and there are various challenges associated with it. These include high maintenance costs, the need for effective maintenance policies, and a lack of involvement of facility managers and experts during the design stages (Timilli, 2014; Omotehinshe et al., 2015). The numerous challenges in managing commercial retail properties make the work of facility managers difficult and unproductive.

1.2 Problem Statement

Commercial properties are frequently sizable and intricate structures, including multi-story or high-rise buildings. Due to the complexity of these structures, as well as the diverse and numerous occupants they house, specialized skills and training are required for efficient and effective service delivery (Oladokun, 2012). The management of commercial properties has a direct relationship with investments made in commercial activity. Therefore, facilities management is a very vital tool in ensuring the best performance of the building. The practice is however prone to a lot of problems which are capable of preventing or at best reducing the chances of realizing anti threated investment objectives (Oladokun, 2012). The challenges range from maintenance to rent and right management. The lack of building performance information often leads to rapid deterioration of buildings, as designers are unable to improve their designs. Unfortunately, the role of facilities professionals typically ends after the construction stage, which can have negative consequences for the health, safety, and comfort of building occupants (Odediran et al., 2015; Lai and Yik, 2011). Poor facility management is not a natural problem, but rather a result of various factors, such as negligent attitudes from management within an organization (Wuni et al., 2018). Therefore, it is important to investigate the many challenges associated with managing commercial properties.

Most studies on facility management in Ghana are centered mostly on facilities operations and practices in only a few institutions such as schools and hospitals (Wuni et al., 2018) and (Kportufe, 2015) . There have also been few studies on facility management in commercial retail properties in Kumasi, Ghana. With the above stated in view, this research seeks to explore the challenges faced in managing commercial buildings in Asafo Market, Kumasi.

1.3 Aim of Study

The main aim of this study is to investigate the challenges faced in managing commercial buildings in Asafo Market, Kumasi.

1.4 Objectives of Study

The main aim can be achieved by pursuing the following objectives;

1. To determine the nature of challenges in managing commercial buildings in Asafo market, Kumasi.
2. To assess the effects of the challenges on the performance of commercial buildings in Asafo market Kumasi.
3. To recommend measures to mitigate the challenges in managing commercial buildings in Asafo market, Kumasi.

1.5 Research Questions

1. What are the challenges in managing commercial buildings in Asafo market, Kumasi?
2. What are the effects of the challenges on the performance of commercial buildings in Asafo market, Kumasi?
3. What are some ways to mitigate the challenges faced in the management of commercial buildings in Asafo market, Kumasi?

1.6 Significance of Study

Commercial buildings include single stories to high rise buildings in order to accommodate more business activities. This study dives into the challenges involved in managing commercial buildings since the building trend in Asafo market has transformed from old buildings to multi-story buildings. It will add to knowledge on the challenges faced in the management of commercial properties in Ghana.

1.7 Scope of Study

The commercial buildings in Asafo market have improved to multi-tenant buildings owing to unavailable land in the area. These new improvements come with new ways of management to ensure the best performance of the property. Therefore, the study will investigate the management challenges of the commercial buildings. The Asafo market is one of the developing markets in the Ashanti region, and it is situated in the Central Business District where demand and supply of space is seldom studied.

1.8 Methodology

The study uses both primary and secondary data, and it employed the qualitative approach. Data was collected using a structured interview. The interview data was analyzed through the use of MAXQDA and narrative analysis.

1.9 Thesis Outline

Chapter one presents the background of the study, problem statement, research objectives and questions, justification and scope of the study, limitations, methodology, and organization of the study. The next chapter reviews the literature concerning facility management and the practices in commercial buildings. Chapter Three outlines the methodology and the primary data collection tools employed in this study. Again, this section will present information on the sampling strategies, the rationale for choosing these methods, and, lastly, the data analysis. Chapter Four will present the results and discussion, and Chapter Five presents the summary of key findings, conclusion and recommendations.

CHAPTER TWO LITERATURE REVIEW

2.0 Introduction

This chapter reviews scholarly works of other researchers on facilities management practices in the operations of commercial properties. The first section focuses on the retail markets, management, commercial properties, and the facility management of commercial properties. The second section looks at the concept of facilities management, its practices and challenges in commercial properties.

2.1 Concept of Management

According to McFarland (1968), management involves the use of deliberate, coordinated, and cooperative efforts by managers to build, direct, maintain, and operate an organization. Meanwhile, Daft and Marcic (2016) describe management as achieving organizational goals effectively through planning, organization, leadership, and control of resources. Managers must coordinate and motivate others to achieve results. Rather than being controllers, managers should aim to empower their teams through collaborative leadership, promoting innovation and change. Effective management is critical for small businesses and nonprofits as well as large corporations. To address unique challenges, managers of these organizations often modify and blend various management tasks, activities, and roles (Daft and Marcic, 2016) to maintain their organizations' success.

2.2 Property Management

Property management entails finding tenants, collecting rent, maintaining premises to keep their environment intact, handling tenant complaints, paying bills (both statutory and commercial), assuring value for money, keeping an eye on their things, and other tasks (Oyedokun, 2010). It is the process of managing real estate that is up for rent by maintaining and taking care of all the regular activities focused on the piece of property.

Private properties also require property management to maintain a rentable condition and healthy state. Both the internal and external components of properties need to be properly maintained to preserve their qualities and increase their worth. Therefore, maintaining a property in good condition, free of damage, and to increase its value and produce the highest returns on investment can be referred to as property management. Properties regulate the value of an investment and effective property management is a remedy for generating the highest returns on real estate investments. Properties that have been poorly managed typically have a worn-down environment and physically damaged structures. They attract lower values since they are obvious to the unaided eye (Oyedokun, 2010). Good management is crucial to maintaining the investment value of building (Li, 1997). If not handled properly, property administration can be a pain in the body and is frequently the root of disputes between parties (Daft and Marcic, 2016).

Cheng (1998) defines property management as the regulation of property interests to achieve both short- and long-term goals of the estate owner, taking into account the purpose for which the interest is held. This includes negotiating leases, suggesting and negotiating rent reviews and lease renewals, overseeing physical maintenance, enforcing lease covenants, upgrading and merging interests where possible, and identifying growth opportunities. Despite its later development, facility management operations have not been distinguished from property management. Thus, their differences in terminology and technical application are more apparent in the context of facility management, which also encompasses various assets other than real property, such as people and space management (Daft and Marcic, 2016).

2.3 Concept of Commercial Property Management

Commercial property is a form of real estate that is intended to generate a profit either from capital gain or rental income. Commercial properties, such as trade, marketing, and service delivery venues, play a significant role in the long-term viability of economic activities (Oyedokun, 2010). Commercial property management comprises the use of specialized knowledge to look after a person’s, families, or company’s investment in real estate to maximize profits (Us, 2015).

In many ways, the commercial property management process is unique. Property management might be somewhat different from sales or leasing in terms of the job process. A unique person is required, one who offers a unique skill set to the task (Highman, 2022). Commercial real estate property managers maintain meticulous administrative and financial records, as well as any relevant maintenance taxes, mortgages, and insurance updates (Highman, 2022). They ensure that rent is collected, and that tenants' wants, and concerns are addressed. Also, a regular report (occupancy rate roll and budget) is provided to the property owner, providing regular information on how the investment is progressing.

The field of facility management (FM) has had tremendous growth over the past few decades, mostly because of higher performance demands from users and owners as well as an increase in the erection of high-rise structures (Lavy and Shohet, 2009). These elements imply that the performance of the structure will eventually be very dependent on upkeep. According to Shohet (2003), the building industry has experienced significant changes, and facility management has evolved into a well-defined professional field. These changes have been driven by several factors, including increased construction costs for office buildings and public commercial and industrial buildings, a better understanding of the relationship between space and productivity, higher performance standards, challenges in launching new projects due to bureaucratic and statutory restrictions, and an increase in the number of high-rise buildings being constructed.

According to Noor and Pitt (2009), facility management involves creating a cohesive environment that serves the core functions of an organization, using an integrated infrastructure service approach, and delivering customer satisfaction and value for money by expanding core business operations. Effective facility management requires the integration of resources and covers a wide range of activities, and is essential for the success of any organization. Facility management is one of the fastest-growing industries in the UK and has been an important cost-saving strategy since the 1970s when outsourcing services became popular. In recent years, significant efforts have been made to define facility management in the UK market, and it is now considered an important professional industry by organizations such as BIFM (2010).

Nutt (1999) noted that due to the multi-disciplinary nature of FM, it has been challenging to come up with a universal definition. As a result, various definitions of FM have emerged in recent years to provide a better understanding of the profession. However, these definitions have resulted in significant variations in the perception of what FM entails, how it works, and its potential to provide sustainable opportunities for businesses. The definitions are presented in table 2.1.

Table 2.1: Various Definitions of FM and their Sources

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FM includes a huge variety of activities. It addresses both the practical concerns of built space, services, technology, maintenance, modification, and adaptability as well as the monetary concerns of real estate investment, asset value, and the costs and benefits of occupancy. Along with security, safety, comfort, and environmental health, it also addresses the issues of facility use, function, and purpose from both a human and corporate perspective. For better facility usage, performance, and productivity across all industries, it most critically includes the management structures, functions, and practices that aid in decision-making across the physical, human, and financial domains of concern (Nutt, 1999). FM is a multidisciplinary undertaking that includes a variety of duties, responsibilities, and specialties. It is even more intriguing how FM seems to affect every facet of an organization. If the building is one of the most significant elements of real estate, the management body needs to place special emphasis on the facilities management of the building, which is included in the management structure. One goal of facilities management is to keep up the quality of the facilities provided while lowering maintenance expenses (Isa et al ., 2016). According to Rozilah Kasim (2011), the initial concept of facilities management was closely linked with its function as an "enabler" that supports the core business of organizations, with the main goal of reducing costs and increasing profits throughout the delivery process. Initially, facilities management was seen as a coordinating function that brings together people, places, process, and technology. This traditional function involves a three-way connection between organizational culture, people, and physical assets. This connection has, to some extent, given rise to the initial need for facilities management services and expertise.

Abd Rahman (2010) categorized facilities management into three main categories: property, equipment, and services, with each category's management responsible for overseeing and providing the facility to users. The scope of facility management includes management and maintenance of buildings, service buildings, project management, space management, security and cleaning provision, office and food management, contract and purchase negotiation, rent revision, lease negotiation, information technology, and future portfolio planning.

Pheng (1996) identified four main principles of facilities management, namely continuous programmed coordination, total integration of disciplines, proactive management of activities, and a business model informed by organizational goals and resources. To achieve these principles, Abd Rahman (2010) proposed three levels of facilities management strategy, namely strategy analysis, completion strategy, and strategy implementation.

Shin et al. (2018) highlighted five critical success factors of FM, which include reliability, performance, emergency preparedness, the safety of tenants, and tenant satisfaction.

2.3.1 IFMA’s Eleven Core Competencies

According to IFMA (2009), having a reliable facilities management team is crucial in property management to reduce risk and increase profits. The responsibilities of facilities managers include daily management of the property, tenant relations, rent collection, and vendor management. They also work with property owners to secure funding, review and approve budgets and capital improvement plans, and ensure that the property meets its intended objectives. Facilities managers use various strategies to manage commercial buildings and to become one, an individual must possess eleven core competencies covering areas such as human factors, finance, emergency planning, communication, quality, technology, operations, maintenance, leadership, strategy, real estate and property management, project management, and environmental stewardship and sustainability, according to IFMA (2009).

2.3.2 Facilities Management in the Design Stage of Properties

Facility managers play a critical role in maintaining sustainable performance in buildings. Their responsibilities include organizing and managing facility operations and maintenance to ensure efficient implementation. Engaging facility managers in the design process can yield numerous benefits, such as a facility better suited to end-users needs, increased appeal to potential users and clients, and improved ability to respond to users' needs, as well as simplified operation, maintenance, control, and management (Enoma, 2005). The main takeaway is that involving facility managers in project design, particularly for large and complex facilities, can result in better designs for facility operation and maintenance (Tladi, 2012).

2.4 Facilities Management in Ghana

The field and profession of FM have gained traction in the property and construction business over the years, according to the International Journal of Facilities Management. The establishment of professional FM institutions worldwide, such as IFMA in the USA,the Japan Facility Management Association (JFMA) in Japan,the and British Institute of Facility Management (BIFM) in the UK, reflects the increasing relevance of FM (Linda et al., 2001). Despite the significant rise in popularity, there are still some individuals who lack a full understanding and are sometimes misinformed about the roles and responsibilities of FM (Nor et al., 2014). This lack of knowledge is apparent in Ghana, where previous research has focused solely on maintenance or challenges that are only aspects of facilities management, and there is still a knowledge gap regarding the real causes and effects of FM, according to Wuni et al. (2018). Additionally, few institutions train property professionals in Ghana.

2.5 Facilities Management in Commercial Buildings

The goal of FM is to help the company achieve efficiency and effectiveness at the best possible mix of cost, quality, and time (Enoma 2005) while minimizing reliability-related risks (Grussing and Liu 2014). FM must guarantee the building or facility's dependability and performance in terms of functioning. Along with maintaining the building owner's profitability, FM must also ensure the users of the building are safe, satisfied, and environmentally friendly (Shin et al., 2018). Because commercial property users want a high level of reliability and performance of amenities that can increase staff productivity, interest in effective FM for various types of office buildings is one of these criteria that is quickly growing. High-rise office buildings are also more expensive to operate and maintain owing to the facility’s complexity; as a result, managing one demands specialized knowledge and abilities. The development of the financial markets has also led to the conversion of numerous office buildings into commercial properties that are owned by financial investors for investment purposes. While some businesses own the office buildings they occupy, the more common situation involves an investor who leases the space to tenants and collects rent from them. With effective FM, office property owners anticipate more rental income and capital gains. As a result, an office building needs good FM, which has a direct impact on investor financial returns (Shin et al., 2018).

2.6 Challenges of Facilities Management Practices.

Osagie (2004) identified several obstacles to effective facilities management practice in Nigeria. These challenges include:

- Poor Conception of Ideas: Many organizations do not properly plan and organize their thoughts before starting facility development, and the facilities manager is not always involved in the initial stages. This results in uncoordinated developments and management, which can negatively impact the project.
- Operational Problems: There may be a divergence between the facilities management team and the client or organization, leading to conflicting views. In such situations, the client or organization's opinion may prevail, which can harm facilities management.
- Funding: Organizations may not prioritize funding for facility acquisition, maintenance, and management, as they view it as less important than daily overheads. Consequently, obtaining sufficient funds for facilities management is challenging.
- Assembling the Right Professionals: The inability to hire the right calibre of professionals to manage the facilities has negative effects on facilities management. This is common in the public sector, where factors other than professional expertise are often considered in hiring consultants.
- Planning Problems: Insufficient planning for facilities development and management can result in funds and space wastage, especially if decisions are made late in the project's tenure. Planning should occur at all stages of facilities management to achieve the organization's/client's goals, such as completing the project within the specified time, below cost limits, and according to specified standards.
- Frequent Changes in Management: Constant changes in management or authority within an organization, public or private, can obstruct facilities management policies and decisions, even when well thought out and initially implemented. Changes in government, for instance, may lead to the removal of a competent facilities manager, putting a halt to the progress they have initiated.
- Inadequate Training of Facilities Managers: Inadequate training in the theories, fundamentals, and principles of facilities management has been a significant challenge for many potential facilities managers. Estate surveyors, building, civil and structural engineers, and building services engineers all believe they have the qualifications to be facilities managers, but without proper training and experience, their performance may fall below the required standards. Formal training and adequate experience are essential for professionals to perform up to expectations in facilities management.

Conclusion

The reviewed literature indicates the various challenges in the practice of facilities management in commercial properties. It is known that even though commercial property owners appreciate the significance of facility management, it is difficult operating such department. Some scholars believe that facility management in commercial properties have different backgrounds, therefore, the challenges are enormous. Some of the challenges revealed in the literature are, frequent change in management, inadequate training of facility management, planning problems, assembling of right professional and funding cost. All these challenges are characterized with commercial properties.

CHAPTER THREE RESEARCH METHODOLOGY AND PROFILE OF STUDY AREA

3.0 Introduction

This chapter is concerned with how data for the study was gathered and analyzed. It deals with the research design, sources of data, population of the study, sampling techniques, data collection instruments, data analysis techniques and the profile of the study area.

3.1 Research approach

The section of the research paper outlines the methodology that will be used to conduct the study. According to Yin (2018), the research strategy is determined by the objectives of the research. Three primary categories of research strategies are triangulation, qualitative and quantitative (Baiden, 2006). The selection of the appropriate research strategy depends on the research objectives, available information, and type of research (Baiden, 2006). For this study, the qualitative research strategy was chosen because it involves collecting data through structured questionnaires and provides a deeper understanding of the challenges of facility management in commercial properties in Asafo by gathering the views of tenants. Although data collection may be expensive, the qualitative approach is preferred as it does not require a large sample size and will generate an in-depth understanding of the problem rather than justifying it.

3.2 Population of the Study.

Saunders et al. (2007) define a population as the entire group or complete count of individuals from which a sample can be selected. Identifying the population of research helps in limiting the study to the relevant individuals or subjects of interest (Jaeger, 1988). In this study, the population will be comprised of facility managers or owners of commercial properties in the Asafo Market.

3.3 Sampling technique.

Saunders et al. (2007) define a sample as a portion of the population that the researcher focuses on, typically consisting of the participants selected for the study. Sampling is important because it enables the researcher to obtain a representative group of individuals from a large pool of potential respondents (Bernard, 2006). Saunders (1992) and Nwana (1990) suggest that a minimum of 40% of the population should be selected as a sample if the population is relatively small. In this study, 10 commercial properties were selected as the population for the research.

Due to the specific nature of the study and the target population, a non-random sampling method called purposive sampling was used to select the respondents. Purposive sampling involves gathering a sample of individuals with established knowledge or expertise in a specific area (Trochim, 2006). Therefore, this study selected 10 tenants from various commercial properties based on their experience in the field of study. The selected tenants were asked for their opinions on the facility management of the commercial properties they rented. The tenants were from Ashmetro Prints, Poultry Service Ltd, Qualiplast Ltd, Kuhnesi Cold Store Ltd, Jopet New Life Motors, B.B Catering Services, Ocads Restaurant, 2M Express Transport, Eden Micro Finance and Footprint Solutions Inc.

3.4 Data Collection Method

Primary data was collected through a structured interview of with tenants of commercial properties in Asafo Market. The well-structured interview technique is adjudged to be the best method to use to gain a thorough understanding of the problem as well as assess the best means of solving the problem of the study. This technique will afford the respondents the freedom to express themselves as much as possible. According to Yin, (2018), structured interviews help the researcher to obtain the needed answers from the respondents. It serves as a direct guide and also helps to keep the focus of the data collection and time.

The researcher explained terms which were seen as technical and this was to ensure that respondents fully understood the questions and the responses they are giving. Notwithstanding, questions were made as simple as possible to warrant easy answering and also help reduce time wastage. The interviews were recorded with a phone recorder with the permission of the respondents. Again, the respondents were made to understand that the data collected will be sued for only academic and research purposes.

3.5 Secondary Data

The secondary data is of utmost importance since it serves as a basis for interpreting the data obtained from the responses of the participants of the study (Mishra & Alok, 2017). This study used secondary data from journals, articles, theses, dissertations, and reports. The various relevant literature was explored to find out the state of facility management in institutions and the causes of poor facilities management.

3.6 Data Analysis.

Descriptive and narrative style were used to analyze and convert raw data into meaningful and comprehensive reading and understanding. The various responses by the respondents were subjected to analysis through MAXDAQ. For the viability of the qualitative analysis, the research will stick to high level objectivity in analyzing the various data gathered (Gavu et al., 2015).

3.7 Profile of the Study Area.

Asafo Market is a trading centre in Asafo, Kumasi, the capital of the Ashanti Region, Ghana, to the western side of the Asafo interchange. Asafo Market was formerly called Nkrumah Market, which was named after the first Prime Minister of Ghana, Kwame Nkrumah, but the name was changed to Asafo Market when Nkrumah was overthrown. The market is situated at Asafo a suburb of Kumasi and very close Adum, the Central Business District. The new developments in the market have revived the commercial activities and also influenced property owners to renovate or develop to meet the developing standards. Asafo Market has commercial properties used for provision shops and offices and also, there are transports centers. It is the main bus area for the VIP Transit to other regions in Ghana. Figure 3.1 shows the map of Asafo Market.

Figure 3.1 Map of Asafo Market, Source: Goggle Maps, 2023

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CONCLUSION

Overall, the study employed the qualitative research method in the data collection. Both primary and secondary data were collected. The study area of the research was Asafo Market with the scope as commercial properties. Data analysis was done by MAXQDA and was done with high objectivity.

CHAPTER 4 DATA ANALYSIS AND PRESENTATION

4.0 Introduction

This chapter presents the findings and analysis of the data gathered from the field. The analysis focuses on the key themes of the responses; how the facilities are managed, the existence of a facility manager, facilities management strategies and practices implemented, challenges faced, the effects of the challenges on the performance and usage of the property, and the various strategies to improve facilities management in Asafo market, Kumasi.

4.1 Management of facilities

The respondents were asked to mention the person in charge of facilities management duties to the property as shown in Figure 4.1

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Figure 4.1. Who manages the facilities

Source: Field Survey, 2023

About eighty percent of them declared that the facilities were managed by the property owners. The property owners managed the entire facilities including space allocation, renovation or extension of the facility, rent allocation and collection, maintenance works, as one participant declared,

“Properties in commercial buildings are typically managed by the property owners. This includes rent collection, space allocation, and major maintenance work. The property owner is responsible for ensuring that the building is properly maintained and that tenants have a safe and functional space to operate their businesses. However, some minor maintenance and modifications to make the space fit for business may be done by the tenants. (Respondent 7, Pos. 3)”

The participants explained further that even though the management of the facilities were done by the property owners, some of the works were transferred to tenants or facilities manager as one participant said,

“This property is managed by the property owner but not everything is done by him. the tenants also do some form of management. example can be minor works, cleaning, etc. (Respondent 2, Pos. 3)”

4.2 The existence of a facilities manager

During the interview session, information on the existence of a facilities manager or facilities management team was solicited. Most of the participants disclosed that there was no facilities manager or team responsible for managing the facilities as one participant opined,

“There are no facility managers or facility management department here. The owners of the properties manage the building. (Respondent 1, Pos. 5)”

Some participants also disclosed that there was a facilities manager hired to manage the property but he only comes around for rent collection and maintenance works when reported.

These results show that in the selected commercial properties in Asafo market, property owners were the main managers of their commercial properties. This is because of the extra salary they will have to pay when they hire facilities managers. Owners managing their properties may give them more control over their business operations, such as the ability to modify the property to suit their needs. This agrees with the theory of Osagie, 2004, that facility management is seen as costly and for that matter most property owners refuse to operate an FM department.

4.3 Facilities management strategies used

The type of facilities management strategies used by the property owners, tenants and facilities managers was explored as shown in figure 4.4

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Figure 4.2 Facilities management strategies used

Source: Field Survey, 2023

It was discovered that the property owners and tenant have adopted both the in-house and outsourced strategies to manage the facilities. The in-house strategies have to do with the property owners and tenants performing some works internally whiles the out-sourcing is someone outside is hired to perform some works, the people hired are not part of the management of the facilities. Highman, (2022) acknowledges the idea of the combination of in-house and outsources facility management strategy. General cleaning, upkeep of the facilities and minor maintenance are done by the tenants.

They further explained that when it comes to issues beyond the control and expertise of the tenants and property owner, an expert is hired outside to perform these works. This major works included electrical works, partition and extension and block walls as one participant said,

“When it comes to electrical repairs, block works, or major renovations, these activities are usually outsourced to workers who are brought in to perform the necessary work. (Respondent 7, Pos. 7)”

The two strategies; the in-house and outsourcing combined may provide building owners and tenants more control over building management and maintenance, while also ensuring that they have access to specialized expertise and resources when needed.

4.4 The challenges faced in managing commercial buildings in Asafo market, Kumasi

Abbildung in dieser Leseprobe nicht enthalten

Figure 4.3 Challenges faced in the management of facilities in Asafo market

Source: Field Survey, 2023

Most (70%) of the participants stated delay in maintenance and complaints as key challenges. Some major maintenance works were carried out by the property owners based on the agreement. Property owners responded to these maintenance issues at their own convenience. This caused further deterioration of the faults as one tenant opined

“It is mostly difficult in asking for major maintenance because the property is managed by the owner and he decides when to undertake maintenance (Respondent 1, Pos. 9)”

The participants further explained that there is delay in maintenance because there is the lack of a proper reporting system. There is no system or channel where tenants can make their complaints. Most of the time they have to call the property owners who intentionally refuses to answer calls because he knows tenants were calling to report faults. They also added that you can also make a complaint when owners come around to check the facilities or send the information through a family or friend of the property owner as one participant,

“There is no proper channel through which complaints can be made, we have to call the owners severally and even with that one they don't pick. so, we have to resort to passing the complaints through a family or friend if you know one or when he comes around and that one too when you report too there you will their excuses and empty promises (Respondent 8, Pos. 9)”

A tenant also stated that the delays in maintenance costs a lot because he had to spend extra money aside the huge rent payment to carry out the delayed maintenance. Owing to his lack of expertise knowledge in facilities management, he spends excess money when he wants to repair the faults. Outsourced persons also take advantage of his ignorance and exploit or charge huge amounts as reported below,

“Again, because most of the facility management activities are undertaken by myself due to the delay on the part of property managers, I spend some extra huge monies that are not added to my rent. (Respondent 1, Pos. 9)”

Also, the lack of an experienced facilities manager is a challenge. Some property owners had little or no knowledge of facilities management so they in turn to messed up badly. When they carry out any maintenance, extensions, space allocation, they take decisions that do not help the tenants and even when expertise knowledge were sought, solutions were given but it did not solve the problems at hand. Some works carried out later deteriorated because they were not done and this becomes another cost to the tenants as one participant said,

“The non-existence of facility manager or the facility management department makes it very difficult to manage the building. As a tenant, I do not know much about how to manage the building. the property owners hired inexperienced workers who further deteriorate the facilities.

(Respondent 4, Pos. 9)”

Also, there was heavy workloads on property owners. The management of property types in Asafo market was a huge task for the property owners. Some of them were old, weak and inexperienced to manage these storey-buildings, warehouses, or mixed-use buildings. The property owners had refused to hire experienced facilities managers to manage their properties because of the extra salary they will incur as stated earlier, and owing to this, there are delays in maintenance and queries as one participant,

“The owner is only one managing the building and sometimes it seems a lot of work for him. the work load is too much too much, imagine an elderly man between the age of 60 going managing a story-building, how is he going to climb and check the general wellbeing of the facilities, he always looks tired and the funny thing is they won’t hire a manger or even delegate it to another person. Again, tenants are not allowed to make major changes to the property. (Respondent 3, Pos. 9)”

Again, the participants mentioned rental issues as a challenged. These issues had to do with rent allocation, the lease document and its terms, issues on who carried out maintenance and renovation issues. Before the property was rented out, a form of arrangements, agreement and terms were agreed upon by the tenant and landlord and it was documented into the lease document. Some agreements between the property owners and tenants were not documented, the ones documented were not clear or has loopholes. For example, concerning rent reviews, property owners increased rent at alarming rates and it was based on maintenance carried out. These property owners increased rents even when they had not carried out maintenance activities. One participant said that

“There is no proper agreement between the owners and tenants. there is no lease document or anything. this gives room for the owners to manipulate and increase the rent and even, the rent is not moderate considering the space and the lease terms. (Respondent 2, Pos. 9)”

Another also added that because of these loopholes and delays, it had affected them especially when there was the need for renovation and extension. These issues sometimes came with emergency and needed to be solved as early as possible but when the property owners were confronted, they prohibited the idea of tenants carrying out these works as one participant lamented,

“Tenants are not allowed to make significant changes to the property especially renovations even when necessary. We have to wait for the owner and it sometimes gets out of hand (Respondent 9, Pos. 9)”

4.5 The effects of the challenges faced on the performance of commercial buildings in Asafo market, Kumasi

Abbildung in dieser Leseprobe nicht enthalten

Figure 4.4 The effects of the challenges on the performance of commercial buildings

Source: Field Survey, 2023

All the participants agreed that the challenges faced had a negative effect on the performance of the building. These building could function and perform well when they were in a good state. But a bad performing building can impair revenue generation, prevent potential customers and decrease rent overtime. One tenant stated that

“The delay in maintenance work and repairs can lead to unsafe or non-functional spaces for tenants to operate their businesses. This can impact their ability to generate revenue, and may ultimately result in tenants leaving the building or a decrease in rental value. (Respondent 7, Pos. 11)”

4.6 Effects of good facilities management practices on the rental values and usage of commercial properties

The participants also added that good facilities management affected the rental values and usage of commercial properties in Asafo.

Abbildung in dieser Leseprobe nicht enthalten

Figure 4.5 Effects of good facilities management on the rental values and usages of properties

Source: Field Survey, 2023

The participants indicated that good facilities management had a good effect on rental value and it affects the usage of properties. Good facilities management practices included routine checks, planned and preventive maintenance and detailed lease document. When the property is in good shape and it functions well, the reputation of the property owner and the facilities manager in place spreads thereby attracting potential tenants who are willing to accept proposed rent as one participant said,

“The property is fit for purpose when the various facility management activities are done and it attracts potential tenants and places demand on the property, sometimes even the nice appearance of the facility attracts tenants (Respondent 3, Pos. 15)”

The participants also added that good facilities management practice affects the amount of rent charged. When the facilities were in good shape, functioning well and serving its purpose, the landlord can increase the rent charged and the terms of the lease document.

4.7 Strategies to mitigate the challenges faced in the management of Commercial buildings

Abbildung in dieser Leseprobe nicht enthalten

Figure 4.6 Strategies to mitigate the challenges faced in managing commercial building

Source: Field Survey, 2023

The participants pointed out that there should be a proper channel or system where their complaints and maintenance issues will be addressed to. The channel or system can be any medium whether a website, a link, complaints book, or through the facilities manager. This can prevent delay in attending to maintenance and other issues because all issues will be directed towards the person or medium set-in place. For instance, a tenant stated that

“I think there should be proper channel through which reports can be made, this will prevent delays because “baakofuo na )b3hw3 issues no so” [one person can handle the issues]. and spending too much on maintenance too will stop (Respondent 7, Pos. 17)”

The participants disclosed that facilities management challenges can be ameliorated if the property owners hire an experienced facilities manager or a facilities management team to manage the building. These facilities managers are equipped with the knowledge and skills needed to manage a building and they would bring their expertise on board to manage the facilities. Hiring an experienced facilities manager or facilities management team would increase the performance and functionality of the building and would also reduce the workloads on the property owners and sometimes the tenants, rent allocation and collection issues will be addressed. Also, unnecessary spending and delay of maintenance and complaints will reduce.

The participants further suggested that there should be proper documentation and good records keeping. The lease documentation should contain certain features and clearly spell out who should carry out some kinds of maintenance issues, renovation, space allocation, and rent reviews and collection. This would prevent conflict between property owners and tenants.

They also added that the property owners or the facilities manager or the facility management team should keep proper records of some things surrounding the facilities especially maintenance works carried out, changes in rent or leasing terms as one participant stated,

“the property owners do not have proper records of works they have previously done, maintenance carried out, etc. we use all these for something but when you ask for it you get excuses (Respondent 10, Pos. 16)”

Furthermore, the participants talked about property owners and facilities managers responding early to complaints and maintenance issues as another way to solve the facilities management challenges faced. They complained that there were too many delays for repairs, and because of this there was further deterioration of the faults especially roof leakages, electrical faults, defects in the building and sometimes their goods and products got spoilt. Early response to complaints ensures that the building is properly maintained and it prevents unnecessary pressure and emergencies.

One participant suggested that there should be regular inspection of the facilities and adoption of the preventive maintenance. Regular inspection and preventive maintenance are the regular and routinely check of one’s facilities and assets to keep them running to prevent unexpected breakdown or failure. These practices will help property owners, facilities manager or tenants to detect faults before they occur and to solve them immediately in order to prevent further deterioration.

4.8 Conclusion

The findings showed that most of the commercial buildings in Asafo Market in this study were managed by the property owners. However, some maintenance works were carried out by the tenants. Again, it was found that most of the commercial buildings did not have facility managers or a facility management department, and property owners and tenants use both in-house and outsourced facility management strategies.

The challenges faced in the management of the commercial buildings included managing commercial properties was a heavy workload for owners and tenants, rental issues, lack of facility management skills, spending of excess funds by tenants on maintenance issues and delays in maintenance issues reported to owners. These findings affirm the various challenges revealed in the literature (Osagie, 2004). Moreover, these challenges faced caused bad building performance. Some ways to mitigate these challenges included an early response to complaints, proper documentation, hiring of facility managers and proper records keeping.

CHAPTER 5 SUMMARY OF KEY FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1 INTRODUCTION

This chapter summarizes the findings of the study. It also includes relevant recommendations and the conclusion of this study.

5.2 Summary of Key Findings

5.2.1 Management of Commercial Buildings

This study found that the majority of the selected commercial buildings in the Asafo market were managed by their property owners because they did not want to incur the salary payment associated with hiring facilities managers. The owners were responsible for maintenance, repairs, and tenant relations.

5.2.2 Facility Management Strategies

This study found that most property owners and tenants in the market utilized both in-house and outsourced facility management strategies. In-house facility management strategies refers to the use of internal resources such as maintenance personnel or administrative staff to manage building systems and services. Outsourced facility management strategies, on the other hand, involve hiring external vendors or service providers to carry out building maintenance and management activities.

5.2.3 Challenges in Managing Commercial Properties in Asafo Market

This study found that most of the property owners and tenants had no facility management expertise to manage the property, therefore making it difficult to achieve effective facility management. Again, it was found that there were delays in maintenance. Most of the tenants complained that it took a long time for property owners to carry out urgent maintenance activities. This study further found that because there were no facility managers in most of the buildings, tenants were overburdened with maintenance works and they also spent a lot of money on maintenance and repairs. Rental issues were also found to be a major challenge; property owners increased rents when they carried out maintenance works. Lack of skilled personnel, inadequate budgetary allocation for facility management, and inadequate communication between property owners and tenants were the other challenges found.

5.2.4 Effects of Challenges on building performance

This study's findings showed that facility management challenges had a negative effect on the performance of commercial buildings in the Asafo market. They decreased energy efficiency, increased operating costs, decreased tenant satisfaction, and caused a decline in building value over time. Inadequate maintenance, for example, can lead to equipment failure, increased energy consumption, and a decline in indoor air quality, all of which can negatively impact building performance. Lack of skilled personnel and inadequate budgetary allocation for facility management can also lead to suboptimal building performance. Finally, inadequate communication between property owners and tenants can lead to misunderstandings and delays in resolving facility management issues, which can further impact building performance negatively.

This study's findings further showed that effective facility management had a significant effect on the rental values of commercial buildings in the Asafo market. When buildings were well-maintained and managed, they were more attractive to tenants, who are willing to pay higher rents to occupy such buildings. This is because tenants expect certain standards of service and amenities from the building owners, such as cleanliness, security, and uninterrupted utilities.

On the other hand, poorly maintained and managed buildings were less attractive to tenants, who may not be willing to pay high rents to occupy such buildings. This is because such buildings may have issues such as poor ventilation, plumbing problems, and inadequate security, which can negatively impact the tenant's experience.

5.2.5 Mitigation of facility management challenges

It was found that the facility management challenges could be solved by early response to tenant complaints, proper documentation of leases, hiring of facility managers and the creation of a facility management department and proper records keeping.

5.3 Recommendations

Considering the findings of the study, the following are recommended to mitigate the challenges faced in managing commercial buildings in the Asafo market.

5.3.1 Lack of Facility Managers or Department

Property owners should consider hiring facility managers or creating a facility management department. This will ensure that building systems and services are managed effectively, and tenants' complaints are addressed promptly.

5.3.2 Delay in Responding to Tenants Complaints

Property owners should develop a system for receiving and responding to tenants' complaints promptly. This could involve appointing a dedicated facility management staff to handle complaints, setting up a complaint portal, or providing tenants with a contact person for their complaints.

5.3.3 Improper Records Keeping

Property owners should adopt proper record-keeping practices to keep track of building maintenance, repairs, and expenses. This could involve the use of facility management software, assigning a dedicated staff member to maintain records or implementing an electronic record-keeping system.

5.3.4 Lack of Written Lease Agreement

Property owners should create and maintain written lease agreements that outline the roles and responsibilities of both parties. This will help to minimize misunderstandings and ensure that tenants comply with building rules and regulations.

5.3.5 Lack of Funds

Property owners should allocate sufficient funds for facility management activities. This could involve creating a facility management budget, prioritizing maintenance and repair activities, and seeking alternative funding sources such as grants or loans.

5.3.6 Ineffective Facility Management Strategy

Property owners should evaluate their facility management strategy regularly to ensure that it is effective. This could involve conducting a facility management audit, seeking feedback from tenants, and benchmarking against industry standards.

In conclusion, property owners should adopt a proactive approach to facility management challenges to ensure that their buildings operate efficiently and provide a safe and comfortable environment for occupants. Addressing these challenges will not only improve building performance but also increase tenant satisfaction and revenue.

5.4 Conclusion

In conclusion, managing commercial properties in Asafo Market, Kumasi presents numerous challenges that require attention from property owners, facility managers, and other stakeholders. This study showed challenges faced in managing selected commercial properties in Asafo. These included the lack of facility managers or departments, delay in responding to tenants' complaints, improper record-keeping, lack of written lease agreements and funds, and ineffective facility management strategies.

In summary, addressing facility management challenges is essential to ensuring the effective management of commercial properties in Asafo Market, Kumasi. Property owners and other stakeholders should adopt proactive measures to implement the recommendations made in this study to overcome these challenges and improve building performance. Doing so will lead to higher rental values, increased tenant satisfaction, and better returns on investment.

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APPENDIX: A RESEARCH QUESTIONNAIRE

KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY COLLEGE OF ARTS AND BUILT ENVIRONMENT FACULTY OF BUILT ENVIRONMENT DEPARTMENT OF LAND ECONOMY

This interview is to assist in gathering data to conduct a project on ‘ CHALLENGES FACED IN MANAGING COMMERCIAL PROPERTIES IN ASAFO MARKET, KUMASI’ for the award of MSc Facilities Management from the KNUST. The information will be used for academic purposes only.

Thank you

1. Are properties managed by tenants or property owners?
2. Is there an existing facilities management department or facility managers?
3. If yes to question 1, what facility management strategies are used? Outsourcing or In-house?
4. What are the challenges faced in managing commercial buildings in the Asafo market, Kumasi?
5. What are the effects of the challenges faced on the performance of commercial buildings in Asafo market, Kumasi
6. Does proper facility management affect the rents of commercial properties in the Asafo market?
7. If yes to question 6, How does facility management affect rental values and usage of the properties?
8. What are some ways to mitigate the challenges faced in the management of commercial buildings in the Asafo market, Kumasi?

[...]

• College: Kwame Nkrumah University of Science and Technology
• Course: REAL ESTATE
• Grade: 70.05
• Author: Derrick Frimpong Buabeng (Author)
• Publication Year: 2023
• Pages: 52
• Catalog Number: V1361682
• ISBN (PDF): 9783346886828
• ISBN (Book): 9783346886835
• Language: English
• Tags: Facility Management, Commercial buildings, Challenges in Property management