Okoro, B. O., & Ekejiuba, A. O. D. (2026). Innovative Work Behaviour of Secretaries in Tertiary Institutions: Implications for Administrative Efficiency. International Journal of Research, 13(1), 467–483. https://doi.org/10.26643/ijr/2026/20

Dr. Bernard Olu Okoro

Oluyesucan@gmail.com

Department of Office Technology and Management

Imo State Polytechnic, Omuma

Imo State, Nigeria

² Mr. Amos O. Dike Ekejiuba

Department of Office Technology and Management

Imo State Polytechnic, Omuma,

Imo State, Nigeria

Abstract

This study examined the relationship between secretaries’ innovative work behaviour (IWB) and administrative efficiency in tertiary institutions in Delta State, Nigeria. The objectives were to assess the levels of idea generation, idea promotion, and idea implementation among secretaries and to determine the predictive effect of these dimensions on administrative efficiency, measured through timeliness, accuracy, and coordination of tasks. A descriptive survey design was adopted, and data were collected from 285 secretaries using a structured questionnaire. Reliability of the instrument was confirmed with Cronbach’s alpha values of 0.87 for IWB and 0.89 for administrative efficiency. Descriptive statistics (mean and standard deviation) summarized the data, while multiple regression analysis examined the relationships among variables. Results revealed that secretaries demonstrated moderately high engagement in all IWB dimensions, with idea implementation being the strongest predictor of administrative efficiency (β = 0.30, p < 0.001). Idea generation (β = 0.28, p < 0.01) and idea promotion (β = 0.22, p < 0.01) also significantly influenced efficiency. The study concludes that secretaries’ innovative behaviours play a critical role in enhancing administrative performance. It recommends that tertiary institutions create supportive mechanisms, including training programs and formal channels for idea generation, promotion, and implementation, to optimize administrative outcomes. These findings contribute to the understanding of innovation-driven efficiency in administrative contexts and offer practical insights for higher education management in emerging economies.

Keywords: Innovative work behavior, secretaries, administrative efficiency, tertiary institutions

Introduction

In the contemporary knowledge-driven workplace, employees’ ability to innovate has become a vital source of organizational competitiveness, adaptability, and efficiency. Organizations are increasingly recognizing that innovation is not limited to product or technological breakthroughs but also includes individual-level behaviors that introduce new ideas, methods, or processes to improve performance (Afsar & Umrani, 2020; Prieto & Pérez-Santana, 2021). Within this context, innovative work behaviour (IWB)—defined as the intentional generation, promotion, and implementation of new and useful ideas within a work role or organization—has become a focal construct in organizational and behavioural research (De Jong & Den Hartog, 2010; Janssen, 2000).

Although much of the existing literature on IWB focuses on managerial or technical employees, the contribution of secretaries and administrative professionals to organizational innovation remains underexplored (Onwuchekwa & Ugochukwu, 2023). Secretaries in tertiary institutions play a strategic role in information processing, records management, communication, and coordination between academic and administrative departments. Their closeness to operational processes positions them as potential drivers of incremental innovation—the kind that enhances administrative systems, improves timeliness, and minimizes resource wastage (Adegbola, 2022; Mensah & Darko, 2021).

The concept of administrative efficiency refers to the extent to which administrative processes achieve institutional goals effectively, accurately, and promptly with minimal cost and effort (Drucker, 1999; Ogunyemi & Oni, 2021). In tertiary institutions, administrative efficiency is critical for ensuring smooth operations in teaching, research, and student services. It encompasses dimensions such as timeliness of task execution, accuracy and quality of work output, andeffective communication and coordination across departments (Eze & Okoli, 2022; Bello & Yusuf, 2023). When administrative functions are efficient, institutions can respond swiftly to internal and external demands, enhance accountability, and support academic excellence.

Recent empirical studies indicate that innovative work behaviour among administrative personnel is strongly linked to improvements in operational efficiency and service quality (Afsar, Masood, & Umrani, 2019; Okechukwu & Nwachukwu, 2024). Employees who actively generate ideas tend to identify new ways to streamline tasks; those who promote ideas influence acceptance and adoption of improved practices; and those who implement ideas drive tangible changes that enhance output quality and reduce delays (Scott & Bruce, 1994; De Spiegelaere et al., 2018). This process-oriented perspective positions IWB as a mechanism through which individual initiative translates into measurable organizational outcomes.

However, in many developing contexts such as Nigeria, institutional bureaucracy, limited technological infrastructure, and insufficient managerial support often hinder the translation of secretaries’ innovative behaviours into administrative gains (Onah & Eze, 2022; Asogwa, 2023). Despite increased emphasis on digital transformation and quality assurance in higher education, secretaries’ innovative potential is often underutilized due to hierarchical decision structures and inadequate empowerment (Okafor & Nwosu, 2021). This creates a research gap concerning how IWB among secretaries can be harnessed to improve administrative efficiency in tertiary institutions.

Consequently, this study investigates the innovative work behaviour of secretaries in tertiary institutionsand its implications for administrative efficiency in Imo State, Nigeria. It focuses on three key dimensions of IWB—idea generation, idea promotion, and idea implementation—and examines how they influence the core indicators of administrative efficiency, namely timeliness of task execution, accuracy and quality of output, and effective communication and coordination. By exploring these relationships, the study contributes to both theoretical and practical understanding of how non-academic staff can enhance institutional productivity through innovative engagement, thereby filling a critical gap in the literature on innovation and administrative performance in emerging economies.

Statement of the Problem

In contemporary higher education systems, administrative efficiency has become an indispensable element for institutional effectiveness, quality assurance, and sustainable performance. Tertiary institutions depend heavily on their secretarial and administrative workforce for timely documentation, communication, and coordination of academic and managerial activities. However, the efficiency of these processes increasingly relies on employees’ capacity to display innovative work behaviour (IWB)—that is, the ability to generate, promote, and implement novel ideas that improve work procedures and outcomes (De Jong & Den Hartog, 2010; Srirahayu, Sridadi, & Ekowati, 2023).

Despite global recognition of innovation as a driver of efficiency, evidence from developing contexts such as Nigeria remains scarceregarding how the innovative behaviour of secretaries contributes to administrative performance in tertiary institutions. Studies in public organisations suggest that innovative work behaviour enhances productivity and service delivery (Hashim, 2021; Abun, Macaspac, Valdez, & Julian, 2023), yet most of these investigations are concentrated in manufacturing, banking, or managerial occupations. Secretaries—who serve as critical links between management, academic units, and administrative structures—remain largely absent in innovation discourse within higher education (Ismail, Begum, & Kassim, 2023).

Empirical evidence also indicates that administrative systems in Nigerian tertiary institutions are often characterised by bureaucratic rigidity, limited technological adaptation, and weak motivation for creativity (Barkov, Markeeva, & Gavrilenko, 2024; Onah & Eze, 2022). Consequently, secretaries tend to follow established routines rather than develop and implement new methods that could enhance timeliness, accuracy, and coordination in administrative processes (Alvarez-Sández et al., 2023). The persistence of manual documentation, duplication of effort, and communication delays reduces institutional responsiveness and service quality.

Moreover, while global literature identifies idea generation, idea promotion, and idea implementation as the core dimensions of IWB (Scott & Bruce, 1994; Afsar & Umrani, 2020), little is known about how these behaviours manifest among secretaries in Nigerian tertiary institutions or the extent to which they translate into measurable administrative efficiency outcomes such as timely execution of duties, accurate record management, and effective interdepartmental coordination.

Therefore, a critical knowledge gap exists concerning the extent to which secretaries’ innovative work behaviours influence the administrative efficiency of tertiary institutions in Imo State. Addressing this gap is essential for developing evidence-based human-resource and innovation policies that can improve the performance of administrative systems and, by extension, the overall effectiveness of higher-education governance.

Research Objectives

The main objective of this study is to examine the relationship between innovative work behaviour and administrative efficiency of secretaries in tertiary institutions in Imo State.
Specifically, the study seeks to:

1. Determine the extent to which secretaries’ idea generation influences administrative efficiency in tertiary institutions in Imo State.
2. Assess the effect of idea promotion by secretaries on the timeliness and accuracy of administrative tasks in tertiary institutions.
3. Examine how idea implementation among secretaries contributes to effective coordination and overall administrative efficiency in tertiary institutions.

Research Questions

The study will be guided by the following research questions:

1. To what extent does idea generation among secretaries influence administrative efficiency in tertiary institutions in Imo State?
2. How does idea promotion by secretaries affect the timeliness and accuracy of administrative activities in tertiary institutions?
3. In what ways does idea implementation among secretaries enhance coordination and administrative efficiency in tertiary institutions?

Research Hypotheses

H0₁: Secretaries’ idea generation has a significant effect on administrative efficiency in tertiary institutions in Imo State.

H0₂: Idea promotion by secretaries significantly influences the timeliness and accuracy of administrative operations.

H0₃: Idea implementation among secretaries significantly enhances coordination and overall administrative efficiency in tertiary institutions.

Literature Review

Innovative Work Behaviour

Innovative Work Behaviour (IWB) represents the intentional efforts of employees to generate, promote, and implement novel ideas, procedures, or solutions that enhance individual and organizational outcomes (De Jong & Den Hartog, 2010; Janssen, 2000). It is a behavioural construct that captures the process through which creativity is transformed into practical improvement in the workplace. De Jong and Den Hartog (2010) identified three interrelated stages—idea generation, idea promotion, andidea implementation—which together describe the full innovation process at the individual level. Contemporary scholarship highlights that IWB is shaped by individual attributes such as creative self-efficacy and proactivity, as well as contextual factors such as leadership support, autonomy, and innovation-oriented climates (Bos-Nehles, Renkema, & Janssen, 2017; Ismail, Begum, & Kassim, 2023).

Recent systematic reviews reveal that IWB enhances not only creativity but also organizational adaptability, service quality, and productivity across both private and public organizations (Srirahayu, Sridadi, & Ekowati, 2023; Hj Musneh, Ambad, & Roslin, 2021). Theoretical explanations often draw from the Componential Theory of Creativity—which links motivation, expertise, and creative thinking to innovation—and Social Exchange Theory, which posits that supportive and fair environments motivate employees to reciprocate through discretionary innovative acts (Janssen, 2000; Bos-Nehles et al., 2017). Within tertiary institutions, secretaries occupy strategic administrative roles that demand adaptability and creative problem-solving, making IWB an essential behaviour for improving office operations and administrative processes.

Administrative Efficiency

Administrative efficiency refers to the degree to which administrative systems convert available resources—time, labour, and information—into accurate, timely, and well-coordinated outputs with minimal waste (Beerkens, 2022; Alvarez-Sández, Velázquez-Victorica, Mungaray-Moctezuma, & López-Guerrero, 2023). It reflects not only speed and cost-effectiveness but also the quality, reliability, and coordination of administrative activities. In higher education, administrative efficiency supports institutional effectiveness by ensuring that documentation, communication, and service delivery occur seamlessly across departments.

Scholars generally conceptualize administrative efficiency around three measurable indicators: timeliness, accuracy (or quality), and coordination (Alvarez-Sández et al., 2023). Efficiency can be measured through process indicators—such as turnaround time, error rates, and stakeholder satisfaction—or via frontier methods such as Data Envelopment Analysis (DEA) for benchmarking institutional performance (Wildani, Wibowo, Wulandari, & Dinanti, 2023; Salas-Velasco, 2024). Determinants of administrative efficiency include effective governance, performance management, digital transformation, and optimal administrative intensity (Tran, 2023; Frontiers in Education, 2024). As secretaries are directly responsible for communication, scheduling, and information management, their ability to operate efficiently is a critical determinant of overall institutional performance.

Linking Innovative Work Behaviour to Administrative Efficiency

The intersection between IWB and administrative efficiency lies in the capacity of innovative behaviours to transform administrative processes. When secretaries engage in idea generation, they identify creative ways to handle records, manage digital tools, or streamline document workflows—improving timeliness in service delivery. Through idea promotion, they advocate for new procedures or technologies that enhance accuracy, such as adopting digital documentation or automated scheduling systems. Finally, during idea implementation, secretaries apply and integrate these innovations into daily routines, thereby improvingcoordinationacross departments.

Empirical studies support this connection. Hj Musneh et al. (2021) found that IWB positively influences operational performance in service organizations, while Ismail et al. (2023) showed that knowledge sharing and empowerment predict IWB that leads to improved process outcomes in higher-education institutions. Similarly, Alvarez-Sández et al. (2023) emphasize that micro-level innovation within administrative units—such as the adoption of new process designs—significantly enhances administrative efficiency. Therefore, IWB can be viewed as both a behavioural input and a mechanism through which employees, particularly secretaries, drive efficiency and service excellence in tertiary institutions.

In the nutshell, innovative work behaviour provides the behavioural foundation for achieving administrative efficiency. Secretaries who consistently generate, promote, and implement novel administrative solutions contribute to timely, accurate, and coordinated service delivery, thus strengthening institutional effectiveness. This conceptual linkage underscores the relevance of studying IWB as a predictor of administrative efficiency in tertiary institutions in Imo State.

Methodology

This study employed a descriptive survey design to investigate the relationship between secretaries’ innovative work behaviour and administrative efficiency in tertiary institutions in Imo State. The design was appropriate because it allowed for systematic collection of data on respondents’ behaviours and perceptions in their natural work environment, particularly regarding the three dimensions of innovative work behaviour—idea generation, idea promotion, and idea implementation—and their effect on administrative efficiency, measured through timeliness, accuracy, and coordination.

The population comprised all secretaries in public tertiary institutions in Imo State, totaling approximately 1,250 individuals. A stratified random sampling approach was used to ensure proportional representation across universities, polytechnics, and colleges of education, resulting in a sample size of 300 respondents, determined using Taro Yamane’s formula for finite populations.

Data were collected using a structured questionnaire adapted from validated instruments in the literature. Innovative work behaviour items were based on De Jong and Den Hartog (2010) and Janssen (2000), while administrative efficiency items were derived from Alvarez-Sández et al. (2023). The questionnaire was piloted among 30 secretaries outside the sampled institutions, yielding Cronbach’s alpha values of 0.87 for IWB and 0.89 for administrative efficiency, indicating high reliability.

Ethical approval was obtained, and respondents were informed of the study’s purpose, voluntary participation, and confidentiality of their responses. Data collection was carried out both in person and electronically over three weeks.

Data were analyzed using SPSS Version 28. Descriptive statistics, including means and standard deviations, summarized responses, while multiple regression analysis examined the predictive relationship between IWB dimensions and administrative efficiency. Assumptions of regression were checked and met.

Results

This section presents the analysis of data collected from secretaries in tertiary institutions in Imo State, focusing on the relationship between innovative work behaviour (IWB) and administrative efficiency. Data were analyzed using SPSS Version 28, with descriptive statistics (mean and standard deviation) summarizing responses, followed by multiple regression to examine predictive relationships.

Innovative Work Behaviour –

Table1. Descriptive Statistics for Idea Generation

S/N	Item	N	Mean	SD
1	Propose new ways to handle routine tasks	285	4.15	0.60
2	Identify opportunities to improve processes	285	4.08	0.59
3	Develop creative solutions to recurring problems	285	4.12	0.61
4	Think of innovative methods to improve workflow	285	4.09	0.58
5	Suggest new ideas for administrative procedures	285	4.14	0.57
	Overall Mean	285	4.12	0.59

Table 4.1 presents the descriptive statistics for the five items measuring idea generation. Respondents reported high engagement across all items, with means ranging from 4.08 to 4.15 and an overall mean of 4.12 (SD = 0.59). This indicates that secretaries frequently develop new approaches to routine administrative tasks, actively seek opportunities for improvement, and suggest innovative solutions to recurring problems. The results confirm that idea generation is a key aspect of secretaries’ innovative behaviour in tertiary institutions.

Table 2. Descriptive Statistics for Idea Promotion

S/N	Item	N	Mean	SD
1	Share ideas with colleagues and supervisors	285	4.05	0.60
2	Advocate for new office procedures	285	4.03	0.62
3	Encourage team members to implement ideas	285	4.07	0.59
4	Persuade others to consider suggestions	285	4.02	0.61
5	Communicate ideas effectively to gain support	285	4.06	0.61
	Overall Mean	285	4.05	0.61

For idea promotion, the five items also recorded high mean scores, ranging from 4.02 to 4.07, with an overall mean of 4.05 (SD = 0.61). These results suggest that secretaries actively communicate, advocate, and encourage colleagues to adopt new ideas, reflecting strong interpersonal engagement in promoting innovation. The findings indicate that secretaries not only generate ideas but also actively promote them, which is essential for translating creativity into actionable office improvements.

Table 3. Descriptive Statistics for Idea Implementation

S/N	Item	N	Mean	SD
1	Apply new ideas in daily tasks	285	4.00	0.62
2	Ensure suggestions are put into practice	285	4.02	0.63
3	Implement innovative procedures	285	4.05	0.61
4	Integrate new ideas into office processes	285	3.98	0.64
5	Follow through to ensure effectiveness	285	4.04	0.61
	Overall Mean	285	4.01	0.62

The descriptive statistics for idea implementation show an overall mean of 4.01 (SD = 0.62), with individual item means ranging from 3.98 to 4.05. This confirms that secretaries often translate ideas into practical actions that improve workflow and office processes. Idea implementation scores demonstrate that secretaries actively convert innovative concepts into practical improvements, making this dimension a strong contributor to administrative efficiency.

Administrative Efficiency –

Table 4. Descriptive Statistics for Timeliness

S/N	Item	N	Mean	SD
1	Complete tasks within scheduled timelines	285	4.12	0.60
2	Respond promptly to requests	285	4.09	0.61
3	Submit reports on time	285	4.11	0.59
4	Prioritize tasks effectively	285	4.08	0.60
5	Manage time efficiently	285	4.10	0.59
	Overall Mean	285	4.10	0.59

The five items measuring timeliness revealed an overall mean of 4.10 (SD = 0.59). Respondents reported consistently completing tasks within scheduled timelines and responding promptly to requests, indicating effective time management.

Table 5. Descriptive Statistics for Accuracy

S/N	Item	N	Mean	SD
1	Ensure records and documents are accurate	285	4.06	0.57
2	Check work carefully to minimize errors	285	4.07	0.56
3	Verify information before processing tasks	285	4.04	0.56
4	Maintain high standards in documentation	285	4.05	0.55
5	Correct mistakes promptly	285	4.03	0.58
	Overall Mean	285	4.05	0.56

Accuracy scores ranged from 4.03 to 4.07, with an overall mean of 4.05 (SD = 0.56). Secretaries consistently maintained precision in records, documentation, and reporting.

Table 6. Descriptive Statistics for Coordination

S/N	Item	N	Mean	SD
1	Collaborate effectively with colleagues	285	4.08	0.58
2	Ensure smooth communication across departments	285	4.10	0.59
3	Coordinate activities to avoid duplication	285	4.09	0.57
4	Seek input from others to improve processes	285	4.07	0.59
5	Facilitate teamwork to achieve objectives	285	4.11	0.58
	Overall Mean	285	4.09	0.58

Coordination items recorded an overall mean of 4.09 (SD = 0.58), indicating that secretaries effectively collaborate, communicate, and coordinate activities across departments.

Predictive Relationship: Regression Analysis

Table 7. Multiple Regression Analysis

Predictor	B	SE B	β	t	p
Idea Generation	0.34	0.09	0.28	3.78	<0.01
Idea Promotion	0.27	0.08	0.22	3.38	<0.01
Idea Implementation	0.38	0.08	0.30	4.75	<0.001
R²	0.34
F	48.62				<0.001

To examine the effect of IWB dimensions on administrative efficiency, a multiple regressionanalysis was conducted. The model was statistically significant (F(3, 281) = 48.62, p < 0.001), explaining 34% of the variance in administrative efficiency (R² = 0.34). The regression results indicate that all three IWB dimensions significantly predict administrative efficiency. Idea generation (β = 0.28) and idea promotion (β = 0.22) positively influence efficiency by fostering timely, accurate, and coordinated task performance. Idea implementation (β = 0.30) has the strongest effect, confirming that the practical application of ideas is the most critical factor in enhancing administrative processes. These results affirm the study’s hypothesis that secretaries’ innovative work behaviours significantly improve administrative efficiency.

Discussion of Results

The findings of this study indicate that secretaries in tertiary institutions in Imo State demonstrate moderately high levels of all three dimensions of innovative work behaviour (IWB) — idea generation, idea promotion, and idea implementation — and that these dimensions jointly explain a significant portion of the variance in administrative efficiency (R² = 0.34). This supports the theoretical proposition that innovation at the individual level contributes meaningfully to process and performance outcomes within administrative systems.

First, the positive and significant effect of idea generation (β = 0.28, p < 0.01) on administrative efficiency substantiates the notion that the generation of novel ideas is a necessary precursor to improved performance. This aligns with literature showing that employee innovation behaviours such as seeking new methods, tackling recurring problems and thinking creatively are critical in public sector and knowledge‑driven organisations (Srirahayu, Sridadi, & Ekowati, 2023). In the context of secretarial work, the ability to identify and propose new administrative workflows likely reduces delays and supports timely task completion, which is reflected in the higher means for timeliness and coordination noted in this study.

Second, the significant influence of idea promotion (β = 0.22, p < 0.01) indicates that the advocacy, persuasion, and communication of ideas are instrumental in converting creative concepts into actionable process behaviours. The literature corroborates that championing new ideas and engaging others are key enablers of innovation in organisational settings (Hashim, 2021). In practical terms for secretaries, promoting new procedures likely enhances departmental buy‑in, which in turn supports smoother cross‑departmental coordination and fewer re‑works—thus contributing to greater administrative efficiency.

Third—and perhaps most strongly—the effect of idea implementation (β = 0.30, p < 0.001) on administrative efficiency underscores that the mere generation and promotion of ideas are not sufficient; it is the actual execution and institutionalisation of innovation that delivers the greatest efficiency outcomes. This finding is consistent with research showing that implementation is the phase where innovation behaviour translates into tangible performance benefits (Ismail, Begum, & Kassim, 2023). For secretaries, the implementation of new document workflows, digital scheduling systems or automated routing likely improves the accuracy of outputs and the speed of inter‑unit communication, as reflected in the high mean scores for accuracy (4.05) and coordination (4.09).

These results have several implications. They validate the process‑oriented model of IWB (idea generation → promotion → implementation) within the administrative secretarial context, reinforcing its applicability beyond technical or managerial roles. Moreover, they suggest that tertiary institutions seeking to enhance administrative efficiency should focus not only on encouraging new ideas but also on fostering channels for promotion and, crucially, mechanisms for implementation. In other words, institutional policies that support idea uptake (e.g., suggestion systems), allocate resources for pilot applications, and monitor follow‑through will likely yield stronger efficiency gains.

Additionally, the 34% variance explained suggests that while IWB is important, there remain other factors influencing administrative efficiency—such as technology infrastructure, institutional climate, staff training and resource allocation. For example, studies in Nigerian tertiary institutions emphasize that digital tools, automation and workflow redesign significantly enhance administrative performance (Nwafor Orizu et al., 2024). Hence, secretaries’ innovative behaviours must be complemented by enabling conditions.

In conclusion, the study confirms that secretaries’ innovative work behaviours are a significant driver of administrative efficiency in tertiary institutions, with idea implementation being the most potent predictor. These findings widen the literature on innovation behaviour to include administrative support staff and highlight actionable levers for institutional improvement in emerging‑economy educational settings.

Conclusions

The study examined the relationship between secretaries’ innovative work behaviour and administrative efficiency in tertiary institutions in Imo State. The results revealed that secretaries engage in high levels of idea generation, idea promotion, and idea implementation, with idea implementation being the most influential in enhancing administrative efficiency. The findings demonstrate that secretaries’ innovative behaviours significantly contribute to timeliness, accuracy, and coordination of administrative tasks.

It can be concluded that fostering innovative work behaviour among secretaries is a critical determinant of administrative efficiency. Generating ideas alone is insufficient; promoting and, most importantly, implementing those ideas drives measurable improvements in administrative processes. Furthermore, while innovative work behaviour explains a substantial portion of administrative efficiency, other factors such as technological infrastructure, workflow systems, and organizational support also play important roles. Overall, the study confirms that secretaries are pivotal in sustaining effective administrative operations when empowered to innovate.

Recommendations

Based on the findings and conclusions, the following recommendations are made:

• Institutionalize idea generation and sharing mechanisms: Tertiary institutions should establish formal channels, such as suggestion boxes, brainstorming sessions, and feedback platforms, to encourage secretaries to generate and share innovative ideas.
• Provide targeted training programs: Training in creative thinking, problem-solving, and project implementation should be provided to enhance secretaries’ capacity to turn ideas into actionable outcomes.
• Facilitate idea implementation: Management should provide the necessary resources, streamlined approval processes, and institutional support to ensure that innovative ideas are effectively implemented.
• Recognize and reward innovation: A system of recognition or incentives for secretaries who successfully implement innovative solutions can motivate sustained innovative behaviour.
• Leverage technology to support innovation: Institutions should adopt digital tools and workflow management systems to complement secretaries’ innovative efforts, enhancing efficiency in documentation, communication, and coordination.

Acknowledgements

The authors wish to express their profound gratitude to all individuals and institutions that contributed to the successful completion of this study. First, I acknowledge the support and guidance of Dr. C. A. Ejeka, whose expertise and constructive feedback were invaluable in shaping the research.

The authors are deeply grateful to the management and staff of the tertiary institutions in Imo State who granted permission for data collection and participated in the study. Their cooperation and willingness to provide information were critical to the success of this research.

The author also acknowledges the use of Artificial Intelligence (AI) tools, specifically ChatGPT (GPT-5 Mini, OpenAI), in supporting the development of the manuscript. The AI tool was used to assist with tasks such as structuring chapters, refining language, formatting tables, and generating prose content. All ideas, interpretations, analyses, and conclusions presented in this study remain the sole responsibility of the author. The use of AI was strictly as a support tool and did not influence the integrity or originality of the research findings.

Special thanks also go to my family and colleagues, whose encouragement and moral support provided the motivation needed to complete this work. Finally, we appreciate all authors whose scholarly works formed the foundation of this study; their research and publications were instrumental in guiding the theoretical and empirical framework.

To all who, in diverse ways, contributed to the completion of this research, I extend my sincere appreciation.

Ethics Statement

Ethical approval for this study was obtained from appropriate authority of the participating institutions.  The researchers also informed all the respondents about the purpose of the study, and participation was fully voluntary, with the right to withdraw at any time. Respondents’ details and responses were treated confidentially, and the data were used solely for academic purposes.

Conflict of Interest Statement

The authors declare that there is no conflict of interestas regards the conduct, authorship, or publication of this research. The study was carried out independently, without any financial or personal relationships that could have influenced the results or interpretations presented in this work.

 

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A UDF Project, commonly referred to as an Urban Development Fund (UDF) Project, is a structured financial and planning mechanism aimed at supporting urban infrastructure development in cities and towns. UDF projects are designed to bridge the gap between increasing urban infrastructure needs and limited availability of public funds by enabling planned investment, efficient resource utilisation, and long-term financial sustainability. Such projects are increasingly important in rapidly urbanising regions where demands for roads, water supply, sanitation, housing, transport, and public amenities are growing faster than municipal revenues.

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Concept of a UDF Project

The basic concept of a UDF project is to create a dedicated fund or financing framework that supports urban development initiatives through a mix of public funds, loans, grants, and sometimes private sector participation. Instead of relying solely on annual budget allocations, UDF projects provide a revolving or pooled financing mechanism that can be used to plan, implement, and maintain urban infrastructure projects in a systematic manner.

UDF projects are often linked with city development plans, master plans, or area-based development strategies, ensuring that investments are aligned with long-term urban growth objectives rather than ad-hoc infrastructure creation.

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Objectives of UDF Projects

The key objectives of a UDF project include:

• Strengthening urban infrastructure, such as roads, bridges, water supply systems, sewerage, drainage, and public transport facilities.
• Improving municipal financial capacity by enabling access to structured funding rather than uncertain grants.
• Promoting sustainable and inclusive urban development, particularly in smaller cities and towns that lack adequate investment.
• Encouraging planned urban growth, supported by proper technical, financial, and institutional frameworks.
• Enhancing service delivery, ensuring better quality, reliability, and coverage of urban services.

Through these objectives, UDF projects aim to improve overall urban livability and economic productivity.

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Key Components of a UDF Project

A typical UDF project consists of several interrelated components:

1. Infrastructure Development
This includes funding for physical infrastructure such as urban roads, flyovers, water supply networks, sewage treatment plants, stormwater drainage, solid waste management systems, street lighting, and public spaces.

2. Financial Structuring
UDF projects involve detailed financial planning, including project costing, funding sources, repayment mechanisms, and risk assessment. User charges, municipal revenues, and government support are often integrated into the financial model.

3. Institutional Strengthening
Capacity-building of urban local bodies is an important part of UDF projects. This includes improving project management, accounting systems, procurement processes, and technical expertise.

4. Planning and Technical Support
UDF projects are usually backed by detailed project reports (DPRs), feasibility studies, and technical designs to ensure cost-effectiveness, sustainability, and compliance with standards.

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Importance of UDF Projects in Urban Development

UDF projects play a crucial role in addressing chronic underinvestment in urban infrastructure. By providing predictable and structured financing, they enable cities to undertake large-scale and long-term projects that would otherwise be difficult to execute. This is especially important for essential services like water supply, sanitation, and mobility, which directly affect public health and economic activity.

Another important benefit is financial discipline. Since UDF projects often involve repayment or performance-linked funding, urban local bodies are encouraged to improve revenue collection, adopt user charges, and enhance operational efficiency.

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Challenges in UDF Project Implementation

Despite their advantages, UDF projects face several challenges:

• Limited financial capacity of municipalities, affecting repayment ability.
• Project delays, due to land acquisition, approvals, or weak institutional coordination.
• Inadequate technical expertise, leading to cost overruns or design inefficiencies.
• Equity concerns, if infrastructure investments are not distributed fairly across socio-economic groups.

These challenges highlight the need for strong governance, transparency, and stakeholder engagement.

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Conclusion

UDF projects represent a strategic approach to financing and managing urban development in a sustainable and planned manner. By combining infrastructure investment with financial and institutional reforms, they help cities move beyond short-term solutions towards long-term urban resilience and growth. When implemented with sound planning, accountability, and inclusiveness, UDF projects can significantly enhance the quality of urban infrastructure, strengthen municipal capacity, and contribute to balanced and sustainable urban development.

In-situ rehabilitation is an urban development and housing strategy aimed at improving the living conditions of informal settlement residents at the same location where they currently reside, instead of relocating them to distant peripheral sites. The core idea behind in-situ rehabilitation is simple yet powerful: people should not lose their homes, livelihoods, social networks, or access to urban opportunities in the name of development. This approach has gained prominence in rapidly urbanising countries like India, where informal settlements are deeply integrated into the urban economy.

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Concept and Meaning of In-Situ Rehabilitation

The term in-situ literally means “in the original place.” In-situ rehabilitation therefore refers to redevelopment or upgrading of existing slums or informal settlements without displacing the residents outside the project area. The approach may involve rebuilding houses vertically, improving infrastructure, regularising land tenure, and providing basic services such as water supply, sanitation, electricity, drainage, and road access.

Unlike relocation-based resettlement, where communities are shifted to far-off locations, in-situ rehabilitation recognises that informal settlements are often located close to employment centres, transport corridors, and social amenities. Removing people from these locations can worsen poverty, increase travel costs, and disrupt established social systems.

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Objectives of In-Situ Rehabilitation

The primary objectives of in-situ rehabilitation include:

1. Improving housing quality by replacing unsafe, congested, or dilapidated structures with durable and planned housing units.
2. Ensuring tenure security, either through ownership rights, long-term leases, or occupancy certificates.
3. Upgrading urban infrastructure, including internal roads, drainage, sewerage, water supply, solid waste management, and street lighting.
4. Minimising displacement, thereby protecting livelihoods and social networks.
5. Promoting inclusive urban development, where low-income communities remain part of the city rather than being pushed to the margins.

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Process of In-Situ Rehabilitation

The implementation of in-situ rehabilitation generally follows a structured process:

1. Identification and Survey
The first step involves identifying eligible settlements and conducting detailed socio-economic and physical surveys. Household data, structure conditions, tenure status, and service availability are documented.

2. Community Participation and Consent
In-situ rehabilitation heavily relies on community participation. Resident consent is crucial, especially where redevelopment involves vertical construction and temporary relocation. Community engagement helps build trust and ensures that designs respond to real needs.

3. Planning and Design
Planning includes layout redesign, building typologies, density optimisation, and integration with the surrounding urban fabric. Design solutions often involve multi-storey buildings to accommodate the same population within limited land.

4. Temporary Transit Accommodation
During construction, residents may be shifted to nearby transit camps. Keeping these camps close to the original site is essential to minimise disruption.

5. Construction and Redevelopment
Housing units are constructed along with internal infrastructure and service networks. Quality control and adherence to safety standards are critical at this stage.

6. Allotment and Post-Occupancy Support
After completion, rehabilitated units are allotted to eligible beneficiaries. Post-occupancy support, such as maintenance systems and resident welfare associations, ensures long-term sustainability.

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Importance and Benefits of In-Situ Rehabilitation

In-situ rehabilitation offers several social, economic, and spatial advantages:

• Livelihood protection: Residents retain access to jobs, markets, and informal economic activities.
• Social continuity: Community bonds, cultural practices, and support systems remain intact.
• Reduced urban sprawl: Redevelopment within existing city areas limits outward expansion and infrastructure costs.
• Better utilisation of urban land: Central land is optimised rather than underutilised or encroached upon.
• Improved quality of life: Access to services, safer housing, and improved public spaces enhances living conditions.

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Challenges and Limitations

Despite its advantages, in-situ rehabilitation faces multiple challenges:

• Land ownership and legal disputes can delay or derail projects.
• High population density makes planning and construction complex.
• Financial viability is often dependent on cross-subsidy models, which may prioritise commercial interests.
• Temporary displacement issues arise when transit housing is inadequate or located far away.
• Maintenance concerns may emerge if residents lack capacity or institutional support post-redevelopment.

Additionally, poorly planned projects risk creating vertical slums if adequate open spaces, social infrastructure, and livelihood considerations are ignored.

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In-Situ Rehabilitation in the Indian Context

In India, in-situ rehabilitation has been promoted under national urban housing initiatives, particularly as part of slum redevelopment and affordable housing policies. Cities such as Mumbai, Delhi, Ahmedabad, and Hyderabad have implemented varying models of in-situ redevelopment, with mixed outcomes. Successful projects are typically those where community participation, transparent governance, and contextual planning are prioritised.

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Conclusion

In-situ rehabilitation represents a progressive shift in urban planning—from eviction and relocation towards inclusion, dignity, and rights-based development. When executed thoughtfully, it not only transforms physical living conditions but also strengthens social equity and urban resilience. However, its success depends on sensitive planning, strong institutional frameworks, financial transparency, and meaningful community engagement. As cities continue to grow, in-situ rehabilitation will remain a critical tool for achieving sustainable and inclusive urban development.