Outsourcing at Fatima

Memorial Hospital
 Situational Analysis
Critical Success Factors
Structure

 Board of Management: 12 people

 Executive Committee: 10 members, headed by a Chairperson
 ACEC, assisted by Executive Director

Quality
Health
System care
Financial
 Total 390 beds: 54 private rooms + 10 private beds for new-borns Sustainabilit
 Rest 326: general wards, free of charge y
 Financial support: Trust + individual and institutional donations

Strategy Necessary Support Factors

 Comprehensive support to people comprising of the lower income strata

 Outsourcing of janitorial services Cleanliness
Administrative
Safety
Burden
 Problems Identified
Poor Performance of the Contractor

Poor
No prior
quality of
experience
material

Demoti- Poor pest

vated Staff control

Improper
Waste
Managem-
ent

 Should the Hospital go for outsourcing?

 If yes, should they continue with the current contractor?
 Based on this, should other non-core activities (like laundry) be outsourced?
 Evaluation Framework
No Additional Less
Options Cost Savings Quality Worker Training Administrative
Required Burden

Option 1 (In-house workers)    

Option 2 (Same contractor, New Workers)    

Options 3 (New Contractor, New Workers)    

 Additional Issues
Delay in the payment of bills
• Qureshi asked to incorporate a professional approach  fix date every month for bills to be cleared
• Excuse for not meeting expectations

HR manager against outsourcing

• Instead of improving the service  recommending the termination of the contract
• Opposed outsourcing at previous hospital too

Cost of certain parameters not given/considered

• Hiring of supervisors for the cleaning staff would increase the total cost
• Not sure of the savings