Development of Strategic Information Systems Planning Requirements
in Facilities Management for Health Sector:A FRAMEWORK FOR
STRATEGIC INFORMATION SYSTEMS PLANNING (SISP) IN HEALTH SECTOR
FACILITIES MANAGEMENT : TRANSFER OF BEST PRACTICE
Z. Abd. Hamid1 and M. Alshawi2
The Research Institute for the Built and Human Environment
Bridgewater Building, Salford M7 1NU
E-mail:
[email protected], E-mail:
[email protected]
ABSTRACT: The emerging importance of Facilities Management (FM) has
made Malaysian construction industry took the initiative to ensure
FM is integrated in the whole life cycle cost of construction
project. The authors plan to develop strategic information systems
planning in FM for health sector from case studies in UK and later
form the basis for the transfer of best practices to Malaysia. It
is a prerequisite to capture the business requirements of FM before
the Strategic Information Systems Planning (SISP) framework is
applied. The strategic information was gathered via a case study
carried out at one of the NHS Trusts in Manchester. The case study
approach has used Construct IT model for information systems
planning. The study has first identified the business needs and
then proposes a strategic information systems planning framework in
FM. The framework focuses on the short, medium and long-term
strategies in NHS Trust. This paper also discusses issues of
standardization and interoperability and the way forward for the
implementation of strategic ICT for FM in Facilities Directorate.
In conclusion, Strategic Information Systems Planning will
facilitate the integration of information among the stakeholders
thus improving the communication within the health sector
fraternity. Keywords: Construct IT, Facilities Management (FM),
Strategic Information Systems Planning (SISP), construction
industry, health sector
1. INTRODUCTION Facilities management is one of the fastest growing
professionals in UK and Europe. The emerging importance of FM to
construction industry in these countries and furthermore FM is a
new field in Malaysia have made this research important. FM is
overshadowed by the more glamorous engineering activities such as
design, project management and construction. The Malaysian
construction industry realised this and is taking initiatives in
ensuring the role of FM is considered for the whole lifecycle cost
in construction (Omar, 2002). This paper focuses on FM activities
within Healthcare sector and development of framework aiming at
transferring best practices from the UK to Malaysia.
The successful implementation of the ICT strategy requires all
stakeholders in the construction industry to actively pursue the
use of advanced ICT for project information exchange (Ng. et al.,
2001). This involves information sharing throughout the
construction value chain. The whole lifecycle cost (WLCC) in
construction project has placed FM as one of the priority area. 2.
FM IN THE NHS TRUST NHS has the largest property portfolio in
Europe, and is one of the most complex with a capital asset costing
£72 billion, National Audit Office (2001). In the early 1990’s the
UK Government introduced the ‘internal market’ to the NHS. This led
to
many changes within the NHS, which saw the development of NHS
Trusts and the convergence of Estates and Hotel Services into
Facilities Management Departments. A positive approach on the
commercial development of integrating non-core services into a
facilities management service division has started to influence the
thinking and structures of NHS trusts. Furthermore linking support
services such as FM with core business is crucial in any
organization as suggested by Kincaid (1994) has placed FM in the
top agenda. Various definitions of FM from previous researchers are
as follows: CFM defined Facilities Management as “the process by
which an organisations plans, delivers and sustain excellent
support services in a quality environment to meet changing
strategic business objectives at best cost” (CFM, 2002).
In the NHS perspective FM, is defined as “A dynamic business
operation embracing non-clinical business anchoring services, which
is dynamic in nature for both the enhancement and creation of the
best value healthcare service success using partnering philosophy.
It integrates strategic knowledge and operational management issues
that are environmentally sustainable, embracing the ever-changing
and chaotic business environment in the healthcare service
provision”. Okoroh et al (2001) The expanding scope of FM means NHS
can no longer view the FM function as just a support service doing
business but as an investment. Facilities Management is one of the
construction activities that support core activities in an
organisation that could generate quality services. 3. RESEARCH
OBJECTIVES AND METHODOLOGY 3.1 Aim The aim of this research is to
propose a framework on strategic information systems planning for
FM in health sector and to capture best practices for the
requirements of the Malaysian construction industry. 3.2 Objectives
The main objectives are to
i. Develop a high level understanding of international vision for
construction IT;
ii. Translate the vision of Construction IT applicable to Malaysian
Construction industry;
iii. Explore the use of ICT in FM and the strategies of IM&T
and Facilities
Directorate in the implementation issues of ICT within Facilities
Management for health sector;
iv. Investigate the strengths & weaknesses of current practices
of ICT for FM in health sector;
v. Explore UK best practices on strategic ICT for FM and transfer
this technology to Malaysian construction industry.
vi. Develop a strategy of ICT in Facilities Management for future
health sector
3.3 Methodology: Construct IT Model to develop SISP in FM for
Health Sector Incorporate Visioning to organisation’s business
strategy is a prerequisite in the development of SISP framework. In
managing changes for information strategy, without a clear vision
could lead to confusion in the organisation (Construct IT,
2000).
The Construct IT (2000) model shown in Figure 1 was developed based
from Information Engineering Methods. This research follows the
steps recommended by Construct IT (2000) model and it details the
stages of development of SISP in FM involved and consider any
changes on systems proposed by the Facilities Directorate. 3.4 Case
Study: ICT in FM at NHS Trust in Manchester One of the priority
areas in construction activities that need further exploration is
the improvement of FM through ICT. (Aouad and Alshawi, 1996;
Brandon et al., 1997; Betts, 1999; Brandon, 2000) identified that
information, communication and technology (ICT) as probably the
most visible technological change that could reduce the
communication gap and could provide the basis as the key enabler of
process re- engineering in the construction industry.
NHS Trust has plan in furthering their initiative to improve FM
through Facilities Directorate by means of ICT, NHS Trust (2002).
Preliminary discussions with the management of Facilities
Directorate had identified potential in improving FM through ICT
and needed concerted effort among stakeholders in NHS Trust.
The strategic requirement of ICT in FM not only involved ICT
technology but also the organizational structure, government
policy, local implementation strategies and statutory requirements.
Facilities Directorate in NHS Trust was given the mandate to
implement the ICT strategic programme by the UK government in
non-core activities such as FM. The proposal from the government is
generic and it is up to the relevant trust to prepare it in
accordance to their business scope and functions at Facilities
Directorate. The Trust is responsible to deliver value for money
services to all stakeholders. In order to implement the plan it is
prerequisite to have the strategic detail ICT plan. Translating the
NHS Plan into practice requires a hard look at information
management and how to make the best use of modern information and
communication technologies in healthcare NHS (2001). The national
strategic programme for IT in the NHS is concerned with major
developments in the deployment and use of Information Technology in
the NHS Department of Health (2002).
3 Examine current Capabilities and
Technologies
Project
(Staff and Managers) De and
Determination of priority business area related to ICT in FM at
Facilities directorate
A F c v w sy
Managers state their objectives, needs and perceptions (capture
from Facilities Directorate Policy and Strategy)
Increasing IT Capability Integrated With Business Strategy
Figure 1. Major Stages for Continuous I Construct IT (2000) How to
D
Information Engineering has been explore
in the past (Sarshar et al. 1994, 1998) sugg because of its
strength in aligning informati outputs accompanied by verification
and val technology paths and policies.
The information for the development o Planning) for Facilities
Directorate was cap circulars, FM related journals in the Nati
Strategies and also through interviews with th 4. DEVELOPMENT OF
SISP FOR FM A
NHS TRUST, MANCHESTER Currently most of the information at NHS Tr
is the aim of the Facilities Directorate to in within the health
sector. The SISP in FM de information among them thus improving the
diagram and the stakeholder involvemen Information Systems Planning
(SISP) in F stakeholders differ accordingly to organisatio
The involvement of PFI either for 25 yea transfer project requires
relevant informatio stored in database and to be referred to durin
involved a huge amount of information to be able to be shared by
all parties via VR and oth
The draft proposal of SISP of FM in h process. The use of
Information Engineerin development for FM data models (Yu, 2
SISP development tool - Information Engineering Method
4 velop System Technology Roadmap
5 Prioritise Solutions
Implementation
Determination of priority business area related to ICT in FM at
Facilities directorate
n overview of NHS acilities Directorate on its urrent position,
including a iew of the strengths and eaknesses of its current ICT
stem
nformation Strategy Planning – evelop an Information Strategy
Plan
d in a construction context several times ested that it is a
suitable methodology on system with business needs, quality idation
capabilities and it also establish
f SISP (Strategic Information Systems tured from minutes of
meetings, NHS
onal Health Services, NHS Plans and e directorate managers.
T FACILITIES DIRECTORATE IN
ust in Manchester is web enabled and it tegrate them with all their
stakeholders veloped will facilitate the integration of
communication. Figure 2 shows the flow t for the development of
Strategic M. The information requirements by
n’s functions and activities. rs or more in design, build, operate
and n on the project implementation to be g the design life of the
project. This will stored as database, CAD drawings and er systems.
ealth sector is prepared in an iterative g, Construct IT (2000)
model and the 000; Froese, et.al., 2000) as tool in
developing the SISP for FM will establish an information structure
at a strategic level providing a framework for the implementation
of lower level applications systems. This information is then
expanded to provide the basic input for strategic ICT in FM
management functions, activities, process and its future
applications.
4.1 Six Stages Construct IT Model This research proposed a time
span of (1-2 years) for short term, (3-5 years) for medium term and
finally (6-10) years for long term ICT strategies for FM. From
interviews with managers and document checks the authors have
categorised and arranged their findings into six different stages
as recommended by the Construct IT Model. Stage 1: Initiate
Information Strategy Planning Project As shown in Figure 2 the flow
diagram named the stakeholders and their requirements were stated
in the development of SISP. Stage 2: Identify Business Position and
Requirement Figure 3 shows the activity hierarchy diagram based
from NHS Trust documents and interviews. This information is
further explored to provide the business requirement of the
Facilities Directorate. Stage 3: Examine current capabilities and
technologies Based from current ICT technologies and capabilities
as in Figure 4 the future demand of strategic FM together with its
roadmap are drawn. This roadmap will determine the scenario of
future needs of ICT and what improvements that could be brought
about. Table 1 emphasis on standards and interoperability issues
correspond to the ICT technologies.
Table 1 also summarises the standard and interoperability solutions
proposed with their action plans for the implementation of the
Strategic Information Systems Planning in FM for the health sector.
Stage 4 : Develop system and technology roadmap Figure 5 indicates
the future plan, current program for web-enabled and future
extended services and software improvement for FM. This findings
shall assist the Facilities Directorate by providing insight and
guideline to plan its future ICT investment programme. Stage 5:
Prioritise solutions - Task-ICT Requirement These summarized
solutions from Table 2 are derived from CMMC NHS Trust (2002)
report and interviews conducted by the authors. These ICT
requirements explained plans needed to be taken in short, medium
and long term strategic ICT in FM for Facilities Directorate. Stage
6: Develop IT vision - Identification of priorities for ICT in FM
The final stage of the Construct IT Model (2000) requires the
management staff to develop its IT Vision. The priorities set in
Table 3 shall assist the Facilities Directorate in preparing the IT
Vision in the organisation.
Local Implementation
requests
influences
requests
influences
Gives expert opinion and provide information system
Patients Hospital’s employees: Clinical administrative and FM
services departments,
Private Finance Initiatives Consortium
Tailor to National NHS IT Plan and Trust IT Policy
Provide framework for FM related to DBO&T
Defines requirement for FM from DBO&T information
Help eliciting requirements for the FM information system
Defines requirement FM framework
funding institutions: DOH, Health authorities
STRATEGIC INFORMATION SYSTEMS PLANNING IN FM FOR HEALTH SECTOR IN
NHS TRUST
to improve
STR A
TEG IC
IN FO
R M
A TIO
N SYSTEM
References
INFORMATION MANAGEMENT IN FM FOR HEALTH SECTOR IN NHS TRUST
Figure 2. Stage 1: Initiate Information Strategy Planning Project –
A Flow diagram of stakeholders and SISP development
Table 1. FM Directorate Short-Medium-Long Term Standard and
Interoperabilty Action Plan
Strategy Information System Standardisation and
Interoperability Identification Issues
Action Plan Short Term Goal and Benefits (1-2 Years) –2003-2004:
Eliminating problems – standardization, inefficiency, poor
communication and wastage (APPOLO FM)
To facilitate ICT in FM, Facilities Directorate is required to
determine the: Task Priorities; i. Monitoring customer
interface/feedback; ii. Contract monitoring; iii. Reporting of
services to NHS Estate; iv. Provide Links, Systems/Platforms and
Interfaced with IMT/NHS Estates/Greater Manchester Strategic Health
Authority and other stakeholders. IMT– Information, Management and
Technology NHS- National Health Service PFI – Private Finance
Initiatives
i. Provision of Infrastructure,
existing processes better through (NEDCAS);
ii. Improvement in strategic performance system.
iii. Estate information redevelopment strategies via PFI (Private
Finance Initiatives).
The term interoperability in this research context refers to four
separate distinct concepts: • Strategic PFI’s information •
Software coexistence • Design file translation (e.Gif and XML) •
Inter process collaboration through design data Contents of e.Gif :
1. e-Government Interoperability Framework 2. Standardisation of
data using XML 3. Premier’s Solutions meet the 3 main requirements:
•Alignment with the internet – adoption of common standards
•Adopting XML as the primary standard for data integration
•Adopting browsers as key interface to information systems Note:
PFI – Private Finance Initiatives ERIC-Estate Related Information
Collection NEDCAS - NHS Estates data collection analysis
system.
Continuous improvement through standardization
ii. Sustainable development in the NHS
Initiatives: i. Industry Foundation Classes (IFC), IAI
(International
Alliance for Interoperability); ii. Facilities Management Classes
(FMC) – IAI, Stanford
University, Salford University, University of British
Columbia;
iii. Facilities Directorate IM&T strategic Plan in realizing
Staff - Patient – Clinic - Hotel through EPR, EHR, ICT in FM and TV
interface;
iv. Strategic PFI.
iii. Integration and Innovation on Sustainable Development, Whole
Life Cycle Cost,
iv. PFI’s strategic information systems planning
5. TRANSFER PROCESS OF BEST PRACTICES OF ICT IN FM TO MALAYSIAN
CONSTRUCTION INDUSTRY
A study by the European Centre for TQM (Jarrar and Zairi, 2000)
suggested that the best practice process for the “effective
transfer of best practices” is made up of six major steps i.e.
searching, evaluating, validating, transfer, review and
routinizing. Each step captures the crucial elements and
information from the research stages that are relevant in the
transfer process of best practices.
Three dominant issues namely corporate culture, relationships
within an organization and high level of technology use within an
organization as a strategic part of any FM organization are
pertinent to the transfer of good practices (APQC, 1998). These are
some salient points prerequisite for the transfer of best practices
to Malaysia. 6. FUTURE WORK Result from case study at the
Facilities Directorate NHS Trust in Manchester will form the basis
on the development (a pilot model) of SISP framework in FM for the
health sector. Two more NHS Trust in UK will be used as case
studies to validate further and improve the framework. The authors
will also investigate the current practices of FM in the Malaysian
health sector. This should give some insights and requirements for
transfer of best practices.
1. Property and Estate development
Managing Redevelopment of New Hospital
Managing Financial (shared activity)
Site Layout
Building Layout
Managing Estates and Division Finances
Tendering for new Cash
Managing Property (Asset Finance)
Figure 3. Stage 2: Identify Business Position and Requirement
(Activity hierarchy
Managing Energy day-to-day
naging Human source
Managing Customer Relations
Managing Work Force Demand
Managing of Staff Education
Managing Training and Recruitment
Managing Redevelopment of New Hospital
Managing FinManaging Patient Built Environment
Managing Whole Life Cycle Cost
Managing Facilities Directorate
Software: CAD System Eclipse
Figure 4. Stage 3: Examine current capabilities and technologie
Current Software Used at Facilities Directorate
ance
Managing Human Resource
Software (Day to day): SIGMA, DBMS, EXCEL, Hand Held Computer Note:
1. Performance Indicators: report
form, graphical analysis: generate qualitative data and to produce
information to support day-to-day or strategic planning and to
illustrate performance,
2. Intermediate Senior Management, 3. Strategic looking/overview
of
statutory requirements
and Estate Operational Department
Management System (WIMS),
MEASURING PERFORMANCE: ERIC (Quarterly to Yearly Report)
Benchmark comparison against other similar trust via the Estate
Related Information Collection (ERIC) to demonstrates: • Estates
and facilities management
costs • Total estate maintenance cost and • Energy, waste and water
costs are
very competitive when compared to other similar Trusts
Department of Health, NHS Estate, Strategic Health
Authorities
• Age Profile • Bed numbers • Security • Housekeeping • Laundry and
linen • Estates maintenance • Portering etc.
Audit Commission FM Services survey: • Functionality Space •
Estates Strategies • Cleanliness • Waste • Floor Areas
Priority Data:
1.Helpdesk Improvement
2. Reports: • Reporting • Response Analysis • Cost analysis
3. Staff-patient-NHS Trust interactive and integrated
communication
Note: Activities at Facilities Directorate focus on d higher
authorities on performance of estates and commission survey
Figure 5. Stage 4 : Dev
NEDCAS
Safety Backlog • Better Hospital Food • Privacy and dignity •
Cleanliness
Web Enabled Interfac
Whole Life Cycle Cost
Defects and failure Reports
Current operational system
ay-to-day operation with an obligation to report quarterly and y
assets based on indicators from patient survey, staff surve
elop system and technology roadmap
VR
Future plan current program for web-enabled Future extended
services and software improvement
5. Managing training
early to y, audit
Table 2. Stage 5: Prioritise solutions - Task-ICT Requirement
Status: Priority and Urgent (1-2 years)
1
2
3
4
5
Resource Human Resource Management system, Asset maintenance and
management system (Apollo FM) 2. Redevelopment of new
hospital CAD, Project Management Software
1 2
2. Managing Operational Estate
Recruitment 5. Managing switchboard
1 2 3 4
1
2
Improving Finance management system: 1. Department finance, 2.
Tendering new cash 3. Property and estate
finance 4. Preventive maintenance
finance 5. Back log maintenance 6. Enhancing Performance
indicators: a. Energy, b. Safety, c. Domestic, d. Catering, e.
Laundry and Linen, f. Maintenance g. Environment
Task ICT System
1
2
3
1. Physical environment and patient requirement
1 2
. Enhance monitoring facilities,
. Software able to generate report, to register electronic date and
manual recording.
. Reports on response analysis and cost analysis,
. Capturing indicators
. B N g
. M d a
. C re im
Medium term Requirement
haring of information with FI consortium, entify roles play by
PFI
onsortium in ICT evelopment.
reate link between pplication i.e. Apollo FM, IGMA in providing
nance and benchmarking port to ERIC, etter interactive with EDCAS
in report enerating. inimise duplication in
ata input i.e. in SIGMA nd ERIC
apturing patient’s quirement,
Medium Term Requirement
Long term Requirement
ENVIRONMENTA STAINABLE
L/ SU DEVELOPMENT 5. Managing Whole life cycle cost: •
Environment
Management System, CAD to nD Modeling, VR, GIS
. Integrate information with PFI consortium,
. To Link CAD drawing with performance data
. Reviewing Estate
. New Building
System 4. Managing Performance a. Asset Maintenance
Management System b. Computerised
new design concept
Table 3. Stage 6: Develop IT vision - Identification of priorities
for ICT in FM High
Short term Improvement on Human Resource Management System, CAD
System Low-Customer satisfaction High-Important to business
Long term Environment/Sustainable development (continue programme)
Patient Environment Low-Customer satisfaction Low-Important to
business
Medium term Performance Management System, Finance Management
System, Whole Life Cycle Costing, Environment/Sustainable
development High-Customer satisfaction High-Important to
business
H ow
Im po
rt an
er
7. CONCLUSION The Strategic Information follows: i. Short term (1-2
years)
• Web-based informati • The enhancement on • Improvement on
CAD
ii. Medium term (3-5 yea The improvement on th
iii. Long term (6-10 years) Integrating whole life environmental
friendly for money services to p
Facilities Directorate
Strategic Information Syste Technology transfer p
roles of Construction Indu technology transfer to th uptake. 8.
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Technology, Internati 45-66.
Non-priority area e.g. Cost of cleaning, use of flexible working
arrangements High-Customer satisfaction Low-Important to
business
Level of customer satisfaction Low
Systems Planning for FM proposed in this case study are as
on management systems for human resource, the management of help
desk, System.
rs) e performance management tools by means of ICT. cycle cost in
the construction activities by providing , sustainable development
approach and delivering value atients, staffs satisfactory and
stakeholders.
is the key player identified to facilitate and provide the m
Planning in FM for the health sector.
rocess is tedious and lengthy. The authors only consider stry
Development Board (CIDB), Malaysia in promoting
e Malaysian construction industry in its future research
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3. RESEARCH OBJECTIVES AND METHODOLOGY
Aim
3.2 Objectives
3.4 Case Study: ICT in FM at NHS Trust in Manchester
Information Engineering has been explored in a construction context
several times in the past (Sarshar et al. 1994, 1998) suggested
that it is a suitable methodology because of its strength in
aligning information system with business needs, quality ou
The information for the development of SISP (Strategic Information
Systems Planning) for Facilities Directorate was captured from
minutes of meetings, NHS circulars, FM related journals in the
National Health Services, NHS Plans and Strategies and also
4. DEVELOPMENT OF SISP FOR FM AT FACILITIES DIRECTORATE IN NHS
TRUST, MANCHESTER
Stage 2: Identify Business Position and Requirement
Stage 4 : Develop system and technology roadmap