Facility Manager Report: Hospital Maintenance Plan Review

This report presents a comprehensive maintenance plan for a 20-year-old hospital in Singapore, focusing on a facility manager's perspective. It details the importance of a maintenance plan in securing assets, avoiding downtime costs, and reducing repair expenses. The report includes an introduction, background information on Mount Westley Hospital, and a breakdown of the maintenance budget, including a Net Present Value analysis, break-even occurrence, and Return on Investment. It also presents a budget plan with cost allocations for various phases, such as identifying needs, reviewing the budget, equipment replacement, and lease reviews. Furthermore, the report outlines equipment replacement and upgrading schedules, resource requirements, and the significance of Singapore's building regulations. The conclusion emphasizes the importance of regular maintenance plan reviews, the role of the facility manager, and the key financial and operational aspects of the project. The report also includes references to support the findings.

Running head: MAINTENANCE PLAN FOR HOSPITAL
Maintenance plan for hospital
Name of the Student
Name of the University
Author Note

1MAINTENANCE PLAN FOR HOSPITAL
Table of Contents
1. Introduction............................................................................................................................2
2. Background............................................................................................................................2
3. Maintenance budget...............................................................................................................3
4. Budget Plan............................................................................................................................4
5. Equipment replacement and upgrading..................................................................................6
6. Resources required.................................................................................................................7
7. Review of rental and existing lease and upgrading (building regulations)............................8
8. Conclusion..............................................................................................................................9
9. References............................................................................................................................11

2MAINTENANCE PLAN FOR HOSPITAL
1. Introduction
A maintenance plan is defined as the plan which is very much beneficial for a
business organization to maintain the security of the assets of the business (Salah, Osman and
Hosny 2018). Maintaining a professional surrounding environment is one of the prime
responsibilities of the facility manager (Sahamir et al. 2017). Maintenance plan is very much
significant to avoid the downtime cost of a project. Reduction of the repair cost is one of the
other advantages of reviewing a maintenance plan (Olanrewaju, Fang and Tan 2018).
This report shall be reviewing the maintenance plan of a 20-year-old healthcare
industry of Singapore. The budget plan of this project shall be identified in this report, this
report shall also focus on the scheduling of activities like equipment replacement and review
the rental and existing lease. The building regulations of Singapore shall also be identified in
this report which is very much useful to deal with the irregularities in terms of maintenance
of the buildings. This report shall be reviewing the maintenance plan from the perspective of
a facility manager.
2. Background
Mount Westley Hospital is one of the most reputed healthcare organization in West
Singapore. The main building of this healthcare industry is 20 years old and the facilities are
getting old. Hence the maintenance policy of this private healthcare industry is needed to be
revised in accordance with the maintenance budget, equipment replacement and review of the
rental and existing lease. The senior management team of this small healthcare organization
has asked the facility manager of this project to review the maintenance policy. Reviewing
the maintenance policy is very much required in order to improve the business reach and the
net profitability of this business.

3MAINTENANCE PLAN FOR HOSPITAL
3. Maintenance budget
It is defined as the type of budget which is allocated in a project and helps the facility
manager of a project to distribute the total allocated resources among the stakeholders of the
project (Sánchez-Barroso and Sanz-Calcedo 2019). The total budget which is allocated for
this project is $500000 SGD. The financial resource of this project shall be distributed among
each of the resources who will be actively involved in the project. Huge amount of additional
cost for this project, as the prices of the equipment and resources involved in the project are
very much dynamic in nature (Jawab, Frichi and Boutahari 2018). The following pictorial
illustration shall be identifying the Net Present Value year wise for this project.
Figure 1: NPV of all cost of this project
Source: Created by author
Thus, considering the 8% discount rate of this project and one time cost of $490920
SGD, NPV of all the costs involved in the project is $2946779.11 SGD.

4MAINTENANCE PLAN FOR HOSPITAL
Figure 2: Break-even occurrence of this project
Source: Created by author
The Return on Investment of this project is 0.71 and the break-even occurrence of this
project was found out to be 2.7 years.
4. Budget Plan
There are diverse categories of cost which will be involved in this project such as the
direct cost, general condition cost, profit and overhead cost (Shastri et al. 2018). From the
perspective of a facility manager, it can be said that each of these costs has to be maintained
in the first place so that the total cost of this project is not increased (Jandali and Sweis 2018).
The following tabular description will be very much significant to understand the project
budget in a systemized modus in an organized modus.

5MAINTENANCE PLAN FOR HOSPITAL
Phases Cost
Phase 1: Identifying the need of evaluating the existing maintenance plan. $69000 SGD
Phase 2: Reviewing maintenance budget $127680 SGD
Phase 3: Equipment replacement $93960 SGD
Phase 4: Reviewing of rental and existing lease $930000 SGD
Phase 5: Up-gradation $59960 SGD
Table 1: Cost plan for each phase of this project
(Source: Created by author)
Maintaining this budget plan is very much significant to complete this project as there
are numerous other cost related to this project as well. The prime objectives of this project
have to be focused to maintain the cost of each phase of this project.

6MAINTENANCE PLAN FOR HOSPITAL
5. Equipment replacement and upgrading
The role of the facility manager will be very much significant to maintain the
schedule of this project (Shohet and Nobili 2017). The duration of each of the activities of
this project, cost involved in each phase of the project and the role of each stakeholder
involved in this project can be understood in a systemized modus using the following project
scheduling illustration.
ID Outline
Number
Task
Mode
Task Name Duration Start Finish PredecessorsCost Resource Names
0 0 Mount Westley Hospital 330 days Mon 3/2/20 Fri 6/4/21 $1,280,600.00
1 1 Identifying the need of
reviewing the maintenance
plan
15 days Mon 3/2/20 Fri 3/20/20 $69,000.00
2 1.1 Meeting with hospital
authority
3 days Mon 3/2/20 Wed 3/4/20 $17,160.00 Administration
manager,Project
Manager,Government3 1.2 Selection of the mission
of the maintenance
3 days Thu 3/5/20 Mon 3/9/20 2 $10,560.00 Asset
Manager,Insurance
companies
,Project4 1.3 Evaluating
environmental and social
impact assessment
5 days Thu 3/5/20 Wed 3/11/20 2 $18,400.00 Building
operators,Government
offi cials,Insurance
companies5 1.4 Selection of
maintenance process
model
2 days Thu 3/12/20 Fri 3/13/20 3,4 $10,880.00 Administration
manager,Government
offi cials,Insurance6 1.5 Selection of site
maintenance strategy
5 days Mon 3/16/20 Fri 3/20/20 5 $12,000.00 Facility manager
,Labours ,Project
Manager7 1.6 Milestone 1 0 days Fri 3/20/20 Fri 3/20/20 6 $0.00 Project Manager
8 2 Reviewing maintenance
budget
24 days Mon 3/23/20 Thu 4/23/20 $127,680.00
9 2.1 Creation of maintenance
improvement plan
5 days Mon 3/23/20 Fri 3/27/20 7 $32,800.00 Administration
manager,Asset
Manager,Building10 2.2 Creation of budget
management plan
2 days Mon 3/30/20 Tue 3/31/20 9 $10,720.00 Administration
manager,Asset
Manager,Building11 2.3 Identification of
resources required in the
project
5 days Wed 4/1/20 Tue 4/7/20 10 $34,800.00 Administration
manager,Asset
Manager,Building
operators,Facility12 2.4 Identifying the need of
infrastuctural resources
10 days Wed 4/8/20 Tue 4/21/20 11 $41,600.00 Administration
manager,Asset
Manager,Facility13 2.5 Approval of the plans 2 days Wed 4/22/20 Thu 4/23/20 12 $7,760.00 Administration
manager,Asset
Manager,Project
Manager,Project14 2.6 Milestone 2 0 days Thu 4/23/20 Thu 4/23/20 13 $0.00 Project Manager
15 3 Equipment replacement 27 days Fri 4/24/20 Mon 6/1/20 $93,960.00
16 3.1 Equipment testing 10 days Fri 4/24/20 Thu 5/7/20 14 $41,600.00 Administration
manager,Asset
Manager,Facility17 3.2 Understanding the
industrial regulations
5 days Fri 5/8/20 Thu 5/14/20 16 $20,200.00 Asset
Manager,Building
operators,Facility
manager ,Painter18 3.3 Identifying the
upgradation required
5 days Fri 5/15/20 Thu 5/21/20 17 $6,000.00 Project Manager
19 3.4 Identifying the cost of
equipment upgradation
5 days Fri 5/22/20 Thu 5/28/20 18 $16,800.00 Administration
manager,Asset
Manager,Project20 3.5 Post upgradation
meeting
2 days Fri 5/29/20 Mon 6/1/20 19 $9,360.00 Administration
manager,Asset
Manager,Facility21 3.6 Milestone 3 0 days Mon 6/1/20 Mon 6/1/20 20 $0.00 Project Manager
22 4 Reviewing of rental and
existing lease
250 days Tue 6/2/20 Mon 5/17/21 $930,000.00
23 4.1 Review current rental
service
50 days Tue 6/2/20 Mon 8/10/20 21 $406,000.00 Building
operators,Government
offi cials,Painter24 4.2 Documentation 100 days Tue 8/11/20 Mon 12/28/20 23 $412,000.00 Administration
manager,Facility
manager ,Project
Manager,Subcontractors,Suppliers25 4.3 Asset Management Phase100 days Tue 12/29/20 Mon 5/17/21 24 $112,000.00 Asset Manager
26 4.4 Milestone 4 0 days Mon 5/17/21 Mon 5/17/21 25 $0.00 Project Manager
27 5 Upgradation 14 days Tue 5/18/21 Fri 6/4/21 $59,960.00
28 5.1 Renewing the rental 2 days Tue 5/18/21 Wed 5/19/21 26 $880.00Trainer
29 5.2 Creation of the future
scope of the project
5 days Thu 5/20/21 Wed 5/26/21 28 $30,600.00 Administration
manager,Asset
Manager,Facility30 5.3 Documentation 2 days Thu 5/27/21 Fri 5/28/21 29 $7,680.00 Administration
manager,Asset
Manager,Labours31 5.4 Inventory support 5 days Mon 5/31/21 Fri 6/4/21 30 $20,800.00 Administration
manager,Asset
Manager,Facility
manager ,Project32 5.5 Milestone 5: Project
Closure
0 days Fri 6/4/21 Fri 6/4/21 31 $0.00 Administration
manager,Government
offi cials,Insurance
Administration manager,Project Manager,Go
Asset Manager,Insurance companies ,Projec
Building operators,Government officials,Ins
Administration manager,Government officia
Facility manager ,Labours ,Project Manager
3/20
Administration manager,Asset Manager,Bui
Administration manager,Asset Manager,Bui
Administration manager,Asset Manager,Bui
Administration manager,Asset Manager,Fac
Administration manager,Asset Manager,Pro
4/23
Administration manager,Asset Manager,Fac
Asset Manager,Building operators,Facility m
Project Manager
Administration manager,Asset Manager,Pro
Administration manager,Asset Manager,Fac
6/1
Building operators,Government officials,Pa
Administration manager,Facility manager
Asset Manager
5/17
Trainer
Administration manager,Asset Manager,F
Administration manager,Asset Manager,L
Administration manager,Asset Manager,F
6/4
Sep May Jan Sep May Jan
1st Quarter 3rd Quarter 1st Quarter 3rd Quarter
Figure 3: Schedule and direction of each activity of this project
(Source: Created by author)

7MAINTENANCE PLAN FOR HOSPITAL
The following pictorial illustration shall be identifying the major phases and all the
sub activities required in each phase of this project.
Figure 4: Work Breakdown Structure of this project
(Source: Created by author)
There are diverse categories of factors which play a huge role to replace the old
equipment such as inadequacy, current working condition, and tangible factors (Wang et al.
2016). Following of the equipment replacement policy can also be very much useful to
replace the older equipment which was there in this hospital (Sitepu and Mawengkang 2017).
The entire schedule of equipment replacement can be understood from the above WBS. The
activities related with the up gradation of the equipment can also be identified from the WBS
such as documentation, creation of the future scope and inventory support required in this
task.
6. Resources required
The requirements of a project is fulfilled with the help of the resources involved in the
project (Galán and Delgado 2017). The role of each resource has to be very much transparent
so that there are no real inconsistencies related with the project (AlDossary et al. 2017).

8MAINTENANCE PLAN FOR HOSPITAL
There are two categories of resources involved in project such as the internal resources and
external resources (Bröchner, Haugen and Lindkvist 2019). Management of each of the
resources is very much required to maintain the quality of the final outcome of this project
(Escobar et al. 2018). The following pictorial illustration will be very much significant to
understand the role of each of the stakeholder involved in this project.
Figure 5: Distribution of resources
(Source: Created by author)
The standard rate of each of the resources involved in this project can be understood
in a systemized modus with the help of the above pictorial illustration. Thus, it can be
understood that the selection of each of the resources will be very much significant to
maintain the quality of the outcome of this resource.

9MAINTENANCE PLAN FOR HOSPITAL
7. Review of the rental and existing lease and upgrading (building
regulations)
Irregularities of building regulations such as the management of the vertical geometric
irregularity, and mass irregularity can have a huge impact on the final outcome of this project
(Rahman and Sobuz 2018). In order to deal with this challenge building regulations of
Singapore is very much significant.
Building Control Act of Singapore has to be considered in the first place while
reviewing the maintenance plan (Bca.gov.sg. 2020). This plan includes the control measures
which has to be considered by the stakeholders who will be actively in this project (Aliyu et
al. 2016). The buildability and productivity can be maintained in this project using the
Building Control Act.
The rental agreement of this healthcare industry has to be renewed in the first place
with the help of a professional property manager. The landlord of this business has to get the
each and every information about this project in order to deal with any of the inconsistencies
(Siva, Hoppe and Jain 2017). A detailed renewal letter has to be created by the project
manager in order to remove the discrepancies of a project (David and Jahnke 2018). Tenurity
of the agreement has to be specified in the renewal letter so that there are no real confusions
about the lease.
8. Conclusion
To achieve a better return on investment maintenance plans of older buildings has to
be reviewed on frequent modus. The role of the facility manager is very much significant to
review a maintenance plan as they have knowledge about the assets of the organization more
than the other essential stakeholder. The total budget required in this project is $500000

10MAINTENANCE PLAN FOR HOSPITAL
SGD. The NPV of all the cost involved in this project is $2946779 SGD. The Return on
Investment is 0.71 and the break even occurrence of this project is 2.7 years. Phase 1 of this
project is identifying the need for evaluating an existing maintenance plan and it has to be
conducted within $69000 SGD, phase 2 is the phase where the total budget required in this
project is identified and it has to be completed in $127680 SGD, equipment replacement is
the third phase of this project which can be finished in $93960 SGD. Phase 4 of the project is
reviewing the rental and existing lease which can be done in $93000 SGD and the final
phase of this project is the up-gradation phase which can be conducted in $59960 SGD. The
schedule of this project can be understood from the scheduling table as well. The resources
who will be playing a huge role in this project are administration manager, project manager
building operator, quality control team, supplier, insurance organizations, labours, project
sponsors, and trainer. Building Control Act of Singapore is very much essential to address
the irregularities of the revised maintenance plan.

11MAINTENANCE PLAN FOR HOSPITAL
9. References
AlDossary, S., Martin-Khan, M.G., Bradford, N.K. and Smith, A.C., 2017. A systematic
review of the methodologies used to evaluate telemedicine service initiatives in hospital
facilities. International journal of medical informatics, 97, pp.171-194.
Aliyu, A., Bello, A., Muhammad, S., Singhry, M. and Bukar, G., 2016. An Assessment of
Building Maintenance Management Practice for Abubakar Tafawa Balewa University
Teaching Hospital, Bauchi.
Bca.gov.sg. (2020). Building & Construction Authority. [online] Available at:
https://www.bca.gov.sg/Professionals/BuildingControl/building_control.html [Accessed 3
Mar. 2020].
David, Y. and Jahnke, E.G., 2018. Planning Medical Technology Management in a Hospital.
Global Clinical Engineering, (1), pp.1-9.
Escobar, P.P., Díaz, E.A., del Valle Ríos, F. and Formica, M., 2018. Design of medical
technology management software based on professional experience for hospital facilities.
Revista Argentina de Bioingeniería, 22(3), pp.31-34.
Galán, M.H. and Delgado, E.M., 2017. Management audit applied to the maintenance
department in hospital facilities. Ingeniería Mecánica, 20(3), pp.152-159.
Jandali, D. and Sweis, R., 2018. Assessment of factors affecting maintenance management of
hospital buildings in Jordan. Journal of Quality in Maintenance Engineering.
Jawab, F., Frichi, Y. and Boutahari, S., 2018, March. Hospital Logistics Activities. In
Proceedings of the International Conference on Industrial Engineering and Operations
Management (pp. 3228-3237).