According to current trends
from the World Health Organization, by 2030 parts of the world may encounter
substantial misalignment between the number of health workers required to
provide essential services, the availability of healthcare professionals and the
countries’ employment capacity. It is imperative that stakeholders, including
management, within healthcare systems move beyond traditional practices and
explore innovative, global, patient-centered staffing models/methodologies to
maximize patient safety and increase cost efficiencies. Indeed,
patient-centeredness has emerged as an important global issue and was
identified by the Institute of Medicine of the United States National Academies
of Science as one of six attributes of healthcare quality along with safety,
timeliness, effectiveness, efficiency and equity. The Technical Committee TC304
of the International Standard Organisation ISO is currently debating further
in healthcare can be divided into two parts: core services and support
services. The core services include medical services, care and cure services,
while support services include corporate and facility management services. The
provision of FM and other non-core activities to healthcare organisations has
been growing gradually, as has its impact on the quality and effectiveness of
healthcare services. Gelnay (2002) considers healthcare FM as one of the key
elements for the successful delivery of healthcare services. Nevertheless, he
noted that in most of the hospitals examined, the facilities manager was not
yet involved in the briefing, designing and cost analysing stages. Payne and
Rees (1999) proposed that healthcare FM should be a flexible theme because, in
general, organisations differ from one another, and this is also true for
healthcare organisations. Yet, researchers also stressed that facilities
managers must be involved in the decision-making processes and that this is
especially important in healthcare facilities.
requirement to reduce expenditure on “non-core” activities, along with
building’s owners’ expectations for improved performance, are the main dilemmas
with which a facility manager deals on a regular basis (Lavy and Shohet, 2007).
Five processes have led the area of facility management (FM) to become one of
the most important for business success: (1) increased construction costs,
particularly in the public sector; (2) greater recognition of the effects of
space upon productivity; (3) increased performance requirements; (4)
contemporary bureaucratic and statutory restrictions that decelerate start up
of new construction projects; and (5) performance of high-rise buildings that
are highly dependent on maintenance (Shohet, 2005).
The product of facility
management is the delivery of services (European Committee for Standardization,
2005) in response to needs (Gabler 2000). Taking the definition of quality
developed by the European Committee for Standardization (2005), it becomes clear
that the product is the service delivered to customers by the service provider.
‘As the aim of facility management is to provide optimal support to the core
business, the requirements of the facility management are defined by the
primary processes it supports’ (Kunibert Lennerts, 2009).
A healthcare facility is one
of the most complicated and difficult types of facilities to manage, maintain
and operate. With the
rapid advancement of information and communication technologies, particularly
the Internet and Web-based technologies during the past two decades, various
system integration and collaboration technologies have been developed and
deployed to architecture, engineering, construction, and facility management
(AEC/FM). After many years of R, the AEC/FM industry has now started to
embrace and adopt software systems that support and promote the concepts of
integration and interoperability (Shen, Hao, Xue, 2012, p. 41).
management has traditionally been regarded in the old-fashioned sense of
cleaning, repairs and maintenance (Atkin and Brooks, 2000; Regterschot, 1990)
while FM responsibilities were defined as “buying, selling, developing and
adapting stock to meet wants of owners regarding finance, space, location,
quality and so on” (O’Sullivan and Powell, 1990). Nowadays, facility management
is known as “an integrated approach to maintaining, improving and adapting the
buildings of an organization in order to create an environment that strongly
supports the primary objectives of that organization,” as well as to achieve a
balanced, high performing organization (Barrett, 2000).
and Granath (2004) conducted a study in Sweden on the effect of “Horizontal
Integrated Care” (HIC deals with ways that care is delivered to patients) on
facility management; Payne and Rees (1999) discuss the importance of an
integrated facility management system in hospitals; Procter and Brown (1997)
present a case study in which an information support system was implemented in
a hospital in the UK; and Waring and Wainwright (2002) discuss the significance
of implementation of Information and Communication Technologies (ICT) in the
National Health Service (NHS) facility management system.
research has been done in the area of healthcare facility management. Gallagher
(1998), for instance, defines the following six issues as encouraging
successful implementation of healthcare FM: strategic planning, customer care,
market testing, benchmarking, environmental management, and staff development.
Amaratunga et al., (2002) define the following attributes as key processes for
successful implementation of FM: service requirements management, service
planning, service performance monitoring, supplier and contractor management,
health and safety processes, risk management, and service coordination. Shohet
and Lavy (2004b) identify the following five core domains (the “pentagon”)
within the area of healthcare facility management: maintenance management,
performance management, risk management, supply services management, and
development. Information and Communications Technologies (ICT) is treated as an
integrator among all five domains. Shohet and Lavy (2007) develop a strategic
integrated facility management model composed of the five core domains of
healthcare FM defined above as the pentagon of healthcare FM.
Healthcare facilities management core domains (Shohet and Lavy, 2004, pp 217)
with other systems
organisations like hospitals can benefit greatly from integrating their FM
software with other applications, bringing huge efficiencies and cost savings.
When systems are disparate, reporting can be very time consuming, potentially
resulting in errors because data is not centralized. By linking them with FM
software, they can work together, tasks can be automated and actions across the
organization can be more easily prioritized.
Efficiency through ease of use
In addition to software used by the FM team,
hospitals are also increasingly using self-service functionality. The software is
designed to make the user (patient) journey as easy as possible. This feature
is also an easy way for members of the public to report lost property, which is
then managed within the system. By providing simple screens in busy areas,
issues like spillages, broken equipment and exhausted supplies are more likely
to be reported and can be more easily addressed by the hospital, increasing the
efficiency of their FM services.
Maintenance Management Systems
(Computerized Maintenance Management System) software would traditionally
be used by hospitals to manage and schedule reactive and planned preventative
maintenance tasks, ensuring that work requests and repairs took place in a
timely and economical manner. However, many establishments are now pushing the
boundaries and unleashing the potential of their systems, transforming the
performance of staff and improving the level of patient care across the
organization as a whole.
Enterprise Building Integrator
wed-based user interface is an economically-friendly infrastructure that provides
real-time health information management, end-to-end approach from design,
planning, procurement and installation, and holistic support of a
patient-centered environment. Integration of technologies enables more
automated logistics and assist with workflow management, patient experience and
satisfaction, operational efficiencies, and the mobility and accessibility of
equipment. Enterprise integration between IT, medical, communication and
building technologies to create more intelligent buildings and improved
provides value to the health care industry through the delivery of integrated
solutions and services that encompass a broad range of technologies. With Honeywell
Enterprise Buildings Integrator as the integration platform, we can create
customized solutions to increase your return on investment and improve patient
Works Global QFM
is a fully mobile and web enabled suite of CAFM (Computer Aided Facilities
Management) / IWMS (Integrated Workplace Management System) tools developed
Service Works Global which optimizes control of assets and resources, improves
service delivery, patient experience and delivers a rapid return on investment.
Powerful reporting capabilities provide essential insight into performance to
support informed decision making.
Facilities streamlines the management of a wide range of asset, building and
service activities to optimize facilities efficiency, improve service delivery
and reduce operational costs. This CMMS (Computerized Maintenance Management
System) software is a fully integrated suite of web-based management software
tools, providing a centralized view of facilities and maintenance activities
across your entire property portfolio. Comprehensive reporting delivers
essential insight into critical performance information to support strategic
decision-making. QFM Facilities is available as a modular software application
or may be integrated with other products to deliver a best-of-breed
technology solution which can be easily managed through their FM help desk.
integrated with FM software include:
Call – a self-service system in rooms where patients can request services
like cleaning, which is then scheduled using QFM
Management system – to enable the service provider to meet food safety
requirements and takes meal orders from patients. The connection to QFM
software ensures that the right meal is delivered to the right location in
administration – patient information integrated with QFM allows requests
to be linked to patient moves such as cleaning, porterage and equipment
Works Global provides a detailed explanation of the service applications of
QFM. QFM provides a range of integrated tools
to manage, maintain and build a comprehensive Health & Safety strategy. The
help desk rapidly captures and prioritizes reactive maintenance requests,
prioritizes tasks and identifies unresolved calls, which enables rapid job
software enables you to intelligently schedule planned maintenance activities. It
provides all the tools you need to manage asset inspections, equipment
servicing and health and safety audits, providing visibility of critical dates,
deadlines and costs. QFM Resource Management allows you to intelligently manage
personnel for reactive maintenance and planned preventative
maintenance (PPM) tasks. An intuitive graphical interface allows you to
view open activities and assign resource based upon work schedules and
operatives’ skills. QFM Satisfaction Surveys provides you with
valuable insight into how clients view your service delivery standards. The
software captures and measures customer feedback following job completion via
user-friendly web-based survey tools. It allows you to measure the quality of
your services and in turn improve performance, to meet clients’ expectations
and ensure business retention. Ensuring that service delivery levels meet
contractual obligations is essential to ensure client retention and increase
FM software can help drive standardization and generate data to gain better
insights into performance. In healthcare organizations, FMs should keep their
focus on best processes that are aligned with regulatory and accreditation
and affordable technologies for smart buildings enable FMs to improve
operations, driven by the realities on the ground. From wayfinding to helping
visitors find free parking space to driving usage-based cleaning by putting
door clickers on bathrooms, many smart scenarios can be implemented in
healthcare settings. Smart meters measure energy consumption at a granular
level and can send alerts when anomalies occur. Over time, the data provides
insight into energy consumption patterns. It helps raise awareness and make
healthcare organizations more sustainable. Sensor big data can further be
integrated with traditional data from facilities management software and other
data sources, offering great potential for reducing costs and improving the
Kunibert Lennerts, 2009.
Facility management in hospitals. In:
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e.d. Investing in hospitals of the future, U.K, pp 167-185.
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management model, International Journal of Strategic Property Management, 11:3,
D., Haigh, R., Sarshar, M. and Baldry, D. (2002) Assessment of facilities
management process capability: A NHS facilities case study. International
Journal of Health Care Quality Assurance, 15(6), p. 277–288.
I. M. (2005) Key performance indicators for strategic healthcare facilities
maintenance. Journal of Construction Engineering and Management- ASCE. In
B. and Brooks, A. (2000) Total Facilities Management, Blackwell Science,
J. (1990) Facility management in changing organizations, Proceedings of the
International Symposium on Property Maintenance Management and Modernization,
CIB International Council for Building Research Studies and Documentation
Working Commission 70, Singapore, Vol. 1, pp. 146–155.
P. E. and Powell, G. C. (1990) Facilities management: growth and consequences,
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and Modernization, CIB International Council for Building Research Studies and
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P. (2000) Achieving strategic facilities management through strong
relationship. Facilities, 18(10/11/12), p. 421–426.
A. and Granath, J. A. (2004) Patient focused healthcare: an important concept
for provision and management of space and services to the healthcare sector.
Facilities, 22(11/12), p. 284–289.
T. and Rees, D. (1999) NHS facilities management: a prescription for change.
Facilities, 17(7/8), p. 217–221.
S. and Brown, A. D. (1997) Computer-integrated operations: The introduction of
a hospital information support system. International Journal of Operations
& Production Management, 17(8), p. 746–756.
T. and Wainwright, D. (2002) Enhancing clinical and management discourse in ICT
implementation. Journal of Management in Medicine, 16(2/3), p. 133–149.
M. Shohet, Sarel Lavy, (2004) “Healthcare facilities management: state of
the art review”, Facilities, Vol. 22 Issue: 7/8, pp.210-220, https://doi.org/10.1108/02632770410547570
W., Hao Q. and Xue Y. (2012) A loosely coupled system integration approach for
decision support in facility management and maintenance. Automation in
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Building Solutions, (n.d.) Intelligent healthcare Management. Retrieved from https://buildingsolutions.honeywell.com/en-US/industries/healthcare/Pages/default.aspx