Open Facility Management

Open Facility Management

The management of the contracting of Facility Management (FM) is a complex activity. The main difficulty is the integration and coordination of the different services between themselves and to satisfy the client at the various levels (client and final consumers). Moreover, it is true in the cases of multi-services contracted by hospital companies. To be able to face these difficulties, the sector operators should not only project a correct system of service supplied, but be able to adapt it to the client or final consumers’ variable needs, as a new technological opportunity. Furthermore they have to bear in mind that there are 2 factors which contribute to the blocking of the improvement of the services: the rigid contractual forms and poor and incomplete integration between the client and the company. Open Facility Management (OFM) is a managerial tool based on the gap in the two sides (from which the term Open comes in the name of the model) that motivates them (client-company) to a continued improvement of the contracted services and to their rapid adjustment to diversify their needs.

The Open Facility Management is based on 3 principal foundations:

To render the OFM feasible in practice, its principals are supported by 3 operative means that come from different environments (juristic, organizational and operative)

> Flexible contract with Service Level Agreement (SLA)
Define the service parameters and the quality of the services through chosen indicators by the participants involved in the contract.
The periodic revision of the indicators list and of their targets is necessary to update the SLA to the variables of FM.

> Partnership table
It is the place of the sharing of information and discussion inherent to the services and to the levels of service and of the technical connection aspects, managerial and organizational of the contract. The representatives of the clients and companies will be present at the table.

> The Service Report
It puts together the indicators which either the client or the contractor believe being determinant to the valuation of the progress of the contract. It constitutes the objective and shared base on which the Partnership Table is founded.