ISSUES CHALLENGES
FINANCIAL |
a . |
Budget constraints for maintenance |
|
b . |
Low priority given by finance departments to FM programmes in the annual budget . |
|
c . |
Rigid financial planning cannot cater for unexpected developments , |
|
d . |
Unattractive Return on Investment ( RoI ). |
|
e . |
First class infrastructure , third world mentality |
|
f . |
No lifecycle cost analysis consideration of FM assets . |
|
g . |
Cost of maintenance , services are not standardised |
|
h . |
Financial benefit of practicing FM is not clear in hospitals . |
TECHNOLOGY |
a . |
Integrated systems for financial , staffing , procurement , and inventory management are not widely accepted . |
|
b . |
Lack of organised FM related data for management and technical consumption . |
|
c . |
Uncertainty of data accuracy and slow updating |
|
d . |
High cost of maintenance and licensing software |
|
e . |
Multiple level of accessibility to computerised systems . |
|
f . |
Difficulties to adopt fast technology growth in information technology |
Table 1 . Current states and issues encapsulated in people , processes , technology and financial categories
Business Opportunities in Facilities Management Services
There are four main factors that should be considered when eyeing FM business opportunities , namely user needs , financial and market segments , outsourcing or insourcing and suppliers ( see Figure 1 ).
Strategic Approach In Facilities Management Services
Strategic FM must move forward in tandem with the strategic objectives of the hospital . It has been shown that most FM departments are functioning at an operational and tactical level and not at a significant strategic level . Facilities departments are required to think and behave in a way that are customer-focused , value-formoney and integrated . It has often been claimed that hospitals do not deliver value-for-money services . Traditionally , support services in the hospital such as maintenance , catering , linen , porterage , and cleaning have been fragmented . A positive approach to the commercial development of integrated non-core services into a facilities management service division has started to influence the thinking and structure of hospitals . Furthermore , linking support services such as FM with the core business is crucial in any organisation .
The broad perspect of managing facilities could be further divided into sections that would give a bidder a clear understanding of the facilities management ’ s role and its activities in hospitals from its organisational structure . The functions of the Facilities Department in delivering FM activities , in general , are divided into two categories , namely hard FM and soft FM , as depicted in Figure 2 .
Strategic Management Level
The FM function could be created as a higherlevel department by merging it with administration and engineering . The department should be strategic and would need strong support from top management to ensure FM is a more critical and valuable to the organisation . The communication strategy must be in line with decision-makers ’ input , thus achieving the desired organisation and management understanding of the value
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