Application of the balanced score‐card concept to develop a conceptual framework to measure facilities management performance within NHS facilities

Abstract

This paper discusses the application of the balanced score‐card (BSC) concept as a widely used management framework for optimal measurement of organisational performance within NHS facilities directorates and discusses the fundamental points to cover in its implementation. Thereby, the paper identifies this framework as a strategic measurement and management system for facilities management. BSC formulation within NHS estates and facilities is described as a case study based on a facilities directorate situated in the north west of England, and discussion covers its implementation procedures, evaluation standards and reporting process. The paper further establishes the conceptual framework for performance management for the facilities directorate, as well as consistent techniques useful in undertaking the performance management administration and system oversight functions.

O papel da tecnologia da informação na gestão do conhecimento

“…É indispensável criar ambiente favorável ao compartilhamento, não só do conhecimento inerente aos aspectos organizacionais, mas também daquele referente aos requisitos e valores humanos, que podem favorecer a internalização e a codificação do conhecimento tácito, que não é tão simples, portanto precisa ser objeto de cuidado pelas empresas, a fim de ser explorado e valorizado convenientemente. Amaratunga et al (2002), ao referirem-se às constantes mudanças no mundo dos negócios e classificá-las como geradoras de incertezas no interior das organizações, recomendam a implantação de ferramentas como o BSC -Balanced scorecard -, por exemplo, como forma de equilibrar e preservar a organização de certos riscos. Os autores enumeram, além disso, outras vantagens dessa ferramenta como apoio a um modelo de gestão, tais como ajudar a agilizar e manter a comunicação em todos os níveis, possibilitar o desenvolvimento de metas organizacionais, favorecer a criação de um sistema de recompensa e reconhecimento para a melhoria do desempenho futuro, permitir a quebra de barreiras organizacionais, apoiar a coordenação de possibilidades de crescimento, demonstrar a necessidade de melhorias de forma clara, oportunizar uma tentativa inicial realista de implementação, integrar o sistema de medida de desempenho da organização e facilitar a mudança de cultura corporativa.…”

A Strategic Approach to Target Capital Investment on Facility Assets: Literature Review

“…Modern technologies and strategic models combine financial and nonfinancial indicators to evaluate performance and link it to organizational strategy. Case studies by Lin et al (2006), Amaratunga et al (2002a), and Brackertz and Kenley (2002) have demonstrated the significant benefits of using such models on FM performance measurement. Nutt (2000) argues that a data-driven approach is necessary for FM to enhance the appropriate knowledge support provided by performance measurements.…”

“…Case studies with strategic models reported by Lin et al (2006), Amaratunga et al (2002a), and Brackertz and Kenley (2002) show substantial benefits for organizations, by using appropriate performance measurements for FM decisions. Lin et al (2007) have noted that data quality issues, such as differences in computing systems, lack of data integrity check, data access difficulty, lack of standards for data acquisition, organizational readiness, and lack of training, are present in most organizations.…”

“…In fact, solving data quality issues is not achieved in most cases. Amaratunga et al (2002a) conducted a study aimed to review the application of the BSC strategic model with the approach of improving the data and information held by the National Health Services (NHS) facilities in the United Kingdom. Some benefits identified for the organization included: clear identification of customer/stakeholder needs and critical success factors, improved relationships with customers, customer satisfaction data, and the creation of service level agreements that included monitoring by using KPIs.…”

The Strategy to Improve the Profession Competence through Knowledge Management to Achieve Corporate Performance

“…The concept of profession competence is the competence (attitude, knowledge and skills) that shown by professionals worker who excellent in their field of profession expertise (in construction), both technical (hard competency) and communicative (soft competency) which has a classification level of expertise consists of the new/ notice/ awareness level, the beginner/ knowledge level, the competent/ skill level, the proficient/ mastery level, and the expert level [2].…”