FACULTY OF ARCHITECTURE PLANNING & SURVEYING (FSPU)MASTER OF

SCIENCE IN FACILITIES MANAGEMENT PROGRAM CODE: AP 779

RESEARCH METHODOLOGYCOURSE CODE: CPA 763

THE IMPLEMENTATION OF SUSTAINABLE FACILITIES MANAGEMENT

PRACTICES AT COMMON AREA IN HIGH RISE RESIDENTIAL BUILDING

PREPARED BY:
NURUL SHAHIRA BINTI S RUSMAN 2021442752
Contents
ACKNOWLEDGEMENT ............................................................................................................................. 4
ABSTRACT ............................................................................................................................................... 5
CHAPTER 1 : INTRODUCTION .................................................................................................................. 6

1.0 Background ........................................................................................................................... 6

1.1 Problem Statement ........................................................................................................... 7
1.2 Research Aim ........................................................................................................................ 9
1.3 Research Questions .............................................................................................................. 9
1.4 Research Objective .............................................................................................................. 9
1.5 Research Method .................................................................................................................. 9
1.6 Scope and Limitation of study ............................................................................................. 11
1.7 Significant of study .............................................................................................................. 13
1.8 Chapter Outline ................................................................................................................... 13

CHAPTER 2 : LITERATURE REVIEW ......................................................................................................... 14

2.1 Introduction .......................................................................................................................... 14

2.2 Overview of Facilities Management..................................................................................... 14
2.3 Facility management (FM) Definition ................................................................................... 15
2.4 Role of FM ........................................................................................................................... 17
2.4.1 Role of JMB in FM ........................................................................................................ 17
2.4.2 Role of MC in FM .......................................................................................................... 18
2.5 FM Delivery models ............................................................................................................. 19
2.6 General Overview of High-Rise Residential Facility Management ...................................... 20
2.6.1 Essential Facilities & Services ...................................................................................... 21
2.7 Overview Sustainable Facility Management (SFM) ............................................................. 21
2.7.1 SFM in high- rise residential building ............................................................................ 22
2.7.2 The Framework of Sustainable Indicators for high-rise residential building.................. 22
2.8 Issues in Residential High-Rise Management ..................................................................... 23
2.8.1 Finances ....................................................................................................................... 24
2.8.2 Maintenance ................................................................................................................. 25
2.8.3 People ........................................................................................................................... 25
2.9 Strategic relation in FM........................................................................................................ 26
2.9.1 Strategic facilities planning ........................................................................................... 26

CHAPTER 3 : METHODOLOGY ................................................................................................................ 28

3.0 Introduction .......................................................................................................................... 28

3.1 Research Methodology/Research Design ........................................................................... 28
 3.2 Data Collection .................................................................................................................... 28
3.2.1 Primary Data ................................................................................................................. 28
3.2.2 Secondary Data ............................................................................................................ 29
3.3 Type of Methodology ........................................................................................................... 29
3.3.1 INTERVIEW (Qualitative method)................................................................................. 30
3.3.2 QUESTIONNAIRE (Qualitative method) ....................................................................... 31
3.4 Summary ............................................................................................................................. 33

References ....................................................................................................................................... 34

List of Table

Table 1: Research Flow ................................................................................................................ 12

Table 2: List of definitions ............................................................................................................... 16
Table 3: Hard and Soft Services ................................................................................................... 17
Table 4: Essential facilities and services....................................................................................... 21
Table 5: SFP Descriptions ............................................................................................................ 27
Table 6 :Scale of Likert ................................................................................................................. 31

List of Figures

Figure 1:Components of Facility Management ............................................................................. 16

Figure 2: FM Delivery Models ....................................................................................................... 19
Figure 3 :Three factors that make up sustainable facility management ....................................... 24
Figure 4 : The workplace management framework ....................................................................... 26
Figure 5: The SFP Four-Step Process .......................................................................................... 27
ACKNOWLEDGEMENT

I am honor my humble respectful appreciation and gratitude towards most graceful

and love aspiring merciful Almighty Allah SWT for blessing me with all required
knowledge, health and courage to successfully accomplish and render this
dissertationreport.

I am dedicated to acknowledge with a deep sense of gratitude and appreciations to

mydissertation’s supervisor Sr DR. Mohamad Sufian Bin Hasim from Centre of
Studies for Construction Management, Faculty of Architecture, Planning and
Surveying (FSPU), UiTM Shah Alam for giving me the ideas on working out this
report. The explanations, guidance and support that she gave made it possible for
me to complete this report successfully.

Lastly but not least I dedicate with full responsibility my respectful appreciation,
honor and gratitude to my beloved parents who has always been there for me
providing love,care and moral supports to successfully complete this report.

Thanks to all the respondent that contributed their ideas, without their ideas, this
report has not been completed.
ABSTRACT

The urban professional community in Malaysia is now adopting the trend of high-rise residential
living. The primary distinction between an apartment building and a landed property is that, in
accordance with the Strata Title Act of 1985, Joint Management Bodies (JMB) and tenants of an
high-rise residential building must establish a Management Corporation (MC) to oversee and control
all developer-provided facilities. A few years after the housing designs receive the final title, the
concept appears to work rather satisfactorily. A divide is then found between the residents as
stakeholders and the council members of the Management Corporation, who also included members
of the same housing scheme, as a result of the length of time with the facilities provided and
inadequate management. This research looked into the matter, with particular focus on the
sustainable facility management construct. Sustainable facilities Management (SFM) is crucial
because buildings consume more resources which will, in consequence, negatively impact the
environment and generate large amounts of waste. This justifies the importance of sustainability
under the umbrella of facilities management.

Key-Words: Facility Management, High-rise Residential, Management Corporation,

Management Gap, Satisfaction Survey, Sustainable Management
 CHAPTER 1
INTRODUCTION

1.0 Background

According to 9th Malaysia Plan, both the governmental and private sectors in Malaysia carry
out programs based on high-rise residential development. The private sector focuses primarily
on medium and high cost housing programs (60 percent on apartment and condominium
development), while the public sector primarily focuses on public housing (40 percent on
public housing flat and apartment) programs. The private sector also complies with the
requirement for 30 percent low cost housing units. (Noorsidi et al., 2015)

Living in high-rise buildings has become popular in Malaysia, particularly in urban areas. A
type of housing with numerous residential units constructed on the same property is a high-rise
residential building. This type of housing has become more prevalent every year in urban areas
due to rising land costs. One of the criteria that many individuals use to make their decision is
the amenities offered in high residential. According to the Strata Title Act of 1985, each
resident of a residential high-rise must establish a Management Corporation to manage and
maintain all of the amenities that the developer provides (Purnami,2020).

Additionally, nearby amenities like retail centers and the Mass Railway Transit (MRT) draw
city dwellers to purchase apartments in high-rise residential buildings. The occupants can also
take advantage of a number of shared amenities included in high-rise construction plans, such
a swimming pool, a gym, a garden, a 24-hour security system, a sports court, and others. To
ensure their functionality, these facilities must be well-maintained. The maintenance costs
cover the entire cost of maintenance work. The Management Corporation (MC) or Joint
Management Bodies (JMB) is in charge of managing the facilities, while residents pay fees for
the services offered (Siti et al.,2016).

The management body will be necessary and play a crucial role, especially in the common area
to maintain the state of the residential building, to guarantee that the performance of the
building is kept well and meets the standard. The management body is required to manage the
building and public areas (common property) such as building parking, lighting and other
common facilities in the shared building. In addition, it is important to ensure that all facilities
are managed wisely for a safe residence by combining environmental, economic and social
aspects together. Due to the vastly greater amount of square metres compared to newly
constructed buildings that have adopted sustainable design, sustainable management of
 existing buildings is one of the most crucial measures in the transition to a sustainable society.
(Azian et al.,2020)

Theoretically, in order to manage a residential high-rise, the MC and the residents must come
to an agreement on all issues pertaining to management. This would enable efficient
management and promote sustainable development. (Ani et al., 2015)

Unfortunately, the majority of the residential high-rise structures were poorly managed,
thereby abandoning the sustainable agenda in housing management. Through the media,
residents frequently voiced their complaints about poor facility management, including
malfunctioning lifts, improper trash collection, vandalism, and the misappropriation of sinking
funds. In short, all of the concerns highlighted were focused on the three factors that make up
sustainable facility management: finances, maintenance, and people. (Noorsidi et al., 2015)

1.1 Problem Statement

Residential high-rises are unique buildings that set them apart from landed homes like bungalows
or terrace houses. They are special in that after residents have moved in, facilities must be
cooperatively managed by them. The STA was introduced in 1985 to solve these particular
concerns relating to management and maintenance activities as well as to supplement the National
Land Code, which proved ineffectual for residential high-rises. The STA states that the MC is
responsible for all management and upkeep of the supervised premises and their common areas.
(Ani, 2015)

The public now wants quality living rather than just living space as a result of the development
and expansion of construction technologies. When people have the money, they choose to invest
in real estate that includes value-added amenities like a gym, sauna, swimming pool, landscaping,
etc. in addition to the standard building amenities like a lift, electricity supply, water supply, and
others. The amenities and services provided by the building improve quality of life, which
ultimately results in satisfied residents (Peng, 2018). Unfortunately, residents complained of poor
facility management, including broken lifts, improper trash collection, vandalism, abuse of sinking
funds, and disagreements amongst neighbors. In short, the difficulties mentioned by residents were
centered on three factors that are required to manage a facility effectively: economics,
maintenance, and people, or the actual residents (Hassanain, 2015). In fact, these three factors
serve as indications for assessing the management of residential high-rise buildings. In this sense,
"sustainable development" refers to the creation of housing plans that provide an equal balance of
satisfaction for the needs of people, finances, and maintenance. (Loong, 2021)

In contrast, collecting the monthly maintenance fees required to maintain property management
operations was the most difficult problem management encountered when managing a residential
high-rise (Peng, 2018). All residents must pay a fee called maintenance dues or charges, which
goes toward maintenance of the facilities. The price charged for residential high-rises depends on
the size of the unit (Marlyana, 2020).

In Malaysia, Abdul Wahab claims that there is still a lack of care for building maintenance,
specifically the lifespan and functionality of building facilities and services. Preventive
maintenance is allegedly underused or ignored because the general public does not directly benefit
from it. In Malaysia, it's typical for people to be unaware of the value of preventative maintenance
in the domestic housing market. Whereby the bulk of high-rise housing projects practice incorrect
maintenance since they lack a sufficient maintenance fund. (Abd Wahab et al.,2016).
Unfortunately, some residents claim that the price charged is larger than they anticipated, and as a
result, they refuse to pay. Some residents presented relatively flimsy justifications for not paying
dues, such as that they did not utilize all of the facilities provided or that the fee was excessive
given the quality of the services (Zafir, 2016).

Zafir on 2016 notes that despite the MC's ability to legitimately bring legal action against residents
to recover unpaid dues under Sect. 52(2), Sect. 53A, Sect. 53(2), and Sect. 55A of the STA, but
they rarely do because it is not viable to do so. Additionally, these legal measures can harm the
reputation of the other residents. The fund is insufficient to maintain the facilities when the
majority of residents fail to pay the fee. Due to this, the majority of facility management tasks
cannot be completed on time, which has an impact on how well the facility is managed for the
building as a whole.

With relation to managing the facilities of residential high-rises, these problems cause a
management gap between MCs and residents. The management gap arises when the MC is unable
to provide the services requested by the residents, thereby influencing the sustainable indicators.
Residents expect efficient facility management because they pay on a monthly basis. The MC is
legally mandated by the STA to operate as a management agent, and as such, is in charge of
overseeing all facility management operations. In reality, most MCs are ineffective because they
lack the knowledge necessary to manage and keep up the housing complex. Residents of that
specific housing complex have the right to summon the MC if it does not perform as required by
the STA (Loong, 2021). Therefore, in order to transfer its responsibility for the housing complex
and prevent litigation, the MC typically hires a management agency. Nevertheless, there is still a
 management gap, as shown by ongoing media coverage of the issue (Kamal, 2020) .Residents are
still loud in their complaints about the poor facility management services rendered by their
management companies and the MC's lack of commitment to ensuring efficient facility
management. This research examines the implementation sustainable management at common
area for residential high-rises.
1.2 Research Aim

This study aimed to approach sustainable practices at common property high rise residential
building.

1.3 Research Questions

1) What are sustainable initiatives at common property by facility

management in high rise residential building?
2) What is an issue in implementing implement sustainable practices at
common property in high rise residential building?
3) What is recommend the direction towards sustainable practices at
common property in high rise residential building?

1.4 Research Objective

4) To determine sustainable management key practices at common

property in high rise residential building.
5) To determine issue in implement sustainable practices at common
property in high rise residential building.
6) To recommend the direction towards sustainable practices at
common property in high rise residential building.

1.5 Research Method

The methodology of the studies carried out should contain a description and a description
of the design, methods, and procedures to be used in conducting this study. Usually, the
method of study consists of literature studies and field studies. Methodology is an
approach used in liquidation to collect all kinds of data obtained (Mohamad, 2001).
Research process involved in achieving the aim and objective of the dissertation. The
research aim is to approach sustainable practices at common property high rise
residential building. This research will be a division into threephases as indicated by three
targets to accomplish the point of the research.

The main objective of the research is to determine sustainable initiatives at common

property by facility management in high rise residential building. The information will be
attached to a literature review from the journal, books. The study will be made from the
literature review and the main data from the questionnaire that allocate to the high-rise
resident in order to answer the research question.

The second objective of the research is to determine issue in implement sustainable

practices at common property in high rise residential building. The information willbe
attached to a literature review from the journal, books. While the information
accumulation will be analyzed from the interview. The interview that distributed to the
building management is to review the issue in implementing sustainable practices at
common property in high rise residential building.

The third objective is to recommend the direction towards sustainable practices at

common property in high rise residential building. This objective canhelp the building
management in to find the solution to overcome the challengesin the implementation of
sustainable practices at common property. The information accumulation will be
attached into a literature review from the journal, books. A different situation has different
challenges; hence it will associate to accomplish on the main objective. Therefore, the
research answer will be analyzed from the data gained in the literature review and
interview.

The expectation from the data analysis and interpretation is to establish regarding the
implementation of sustainable practices at common property. Finally, conclusions are
drawn in last chapter in order to achieve the aim and objective of the research that had
been stated before.
1.6 Scope and Limitation of study

This study focuses on the sustainable practices at common property for type 4 of multi-
unit residential which is high rise. The data collection will be conducted by mixed method
which are questionnaire and interview. The data collection by questionnaire will be
conducted to 100 randomly while the interview will concentrate just on the building
management- JOINT MANAGEMENT BUILDING (JMB) & MANAGEMENT
CORPORATION (MC) at high rise residential building. The outcomes were made fromthe
survey with the end goal to get the applicable data. At that point, for the impediment, the
analyst chose to get the information from the region east of Malaysia, which is KUALA
LUMPUR in light of the fact that huge numbers of the building site are situated on this
state contrasted with the other state in Malaysia. In this manner, a greater part of the data
will get with the end goal to finish this examination. This study was need to set an
appointment to meet with the management.
 Title

The Implementation of Sustainable Facilities Management Practices at Common Area

in High Rise Residential Building
↓
Research Aim
The main objective of this study is approach sustainable practices at common property
high rise residential building.

↓
Research Objectives
1 To determine sustainable management key practices at common property in
high rise residential building.
2 To determine issue in implement sustainable practices at common property in
high rise residential building.
3 To recommend the direction towards sustainable practices at common
property in high rise residential building.

↓
Research Questions
1 What are sustainable initiatives at common property by facility management in
high rise residential building?
2 What is an issue in implementing implement sustainable practices at common
property in high rise residential building?
3 What is recommend the direction towards sustainable practices at common
property in high rise residential building?

↓
Research methodology
Literature review
Interview 1
Questionnaire
Interview 2
↓
Data analysis & Discussion
↓
Conclusion & Recommendation

Table 1: Research Flow

1.7 Significant of study

This research will accomplish the implementation of sustainable practices at

common property high rise residential building. The advantages ofthis research will
conduct a Malaysian in the healthy environment and in social ways, occupants will
achieve sustainable community. Furthermore, it tends to be an advantage to
economic if high rise residential building applied sustainable initiatives in common
property because careful planning can avoid major future renovation. Besides, can
help generate economy for someone that engaged with the sustainable
development business. This will turn outcome in the great venture through avoid
environment having an issue.

1.8 Chapter Outline

In summary, this chapter one describes the place of study to be conducted by the researcher in
detail, explains the issues or problems often encountered by the place of study, and identifies
the objectives and questions of the research. In addition to clarifying the scope of the study
include limitations and important studies. Three questions related to the problem and these
questions will determine the methodology of the next study.
 CHAPTER 2
LITERATURE REVIEW

2.1 Introduction

This section includes four (4) parts. The first part is related to the overview of the management
of the facilities in the common area at high-rise residential. Recounting in detail the definition
of FM management that has been stated by some of the liquidators to give a clear picture of
what management facilities are and the services that FM management can provide in common
area in further enhancing the management of the organization is maximized in providing the
best services, this is in line with the circulation of the latest era towards adopting the latest
technology in managing common area at high-rise residential.
The second part is related to the concept of facility management in managing the
common area at high-rise residential systematically. The combination of facilities management
concepts i.e. the public, processes, places, and technologies will be able to help the facility
management to determine a more effective way from the various scopes of work required.
The third part is related to the FM process approach that can be used in the high-rise
residential to make the management of the property more organized. It also describes in detail
what needs to be done to deal with the problem posed to overcome as soon as possible.
The fourth part is related to making the management more professional as well as the
obstacles and challenges in practicing sustainable FM in managing the high-rise residential. In
this chapter, explained the need for MC/JMB organizations to plan or turn facility management
institutions in a sustainable direction.

2.2 Overview of Facilities Management

The history of Facilities Management (FM) can be traced to an era of scientific management
and the subsequent explosion in office administration between 1960 – 1980. Before then,
facilities were simple and assets required less organised management. Office furniture were
loosely arranged, file cabinets as storage and lots of paper. The energy crisis in 1970 forced
organisations to critically analyse their true cost base, the value of space and strategic
organisational planning that support organisation’s business. Introduction of systems furniture
referred to as cubicles and computer terminals into the workplace pushed the evolutionary
course of facility management. Over the years the FM industry has emerged as one of the fastest
growing sectors. It has evolved rapidly with the establishment of professional FM institutions
around the world (e.g. IFMA in the USA, JFMA in Japan, BIFM in UK, FMA in Australia,
etc).

Since the launched of the first National Asset and Facility Management Convention (NAFAM)
in 2007 the FM profession in Malaysia public and private has expanded and adapted to meet
the demands of a fast growing built and human environment. The FM landscape in Malaysia
is developing and highly competitive. Initiatives made by organisations such as PWD and
annual NAFAM provide a platform for continuous improvement, dialogue and exchange of
ideas for management of national assets and facilities. Promotion and development of Asset
and Facility Management by Malaysia Association of Facilities Managers (MAFM) and
Malaysian Asset and Project Management Association (MAPMA) provide continuous growth
for FM in Malaysia to be as competitive as other FM industries globally.

In order to ensure the functionality, comfort, safety, and effectiveness of the built environment
by integrating people, places, processes, and technologies, facilities management, according to
Wikipedia (2022), involves professional management that focuses on efficient and effective
logistics delivery as well as other related support services that cover a wide range of disciplines.
Utilizing the most recent facility management strategies to deliver the greatest management
services, high-rise residential management must explore scientific and technological
advancements (Bakri et al.,2018).

2.3 Facility management (FM) Definition

What is Facilities Management? According to William, 1994 the term ‘facilities’ in a

business context means ‘the premises and services required to accommodate and facilitate
business activity’, whereas the term “management” refers to the act, manner, or practice of
managing; handling, supervision, or control as defined by Webster’s New World College
Dictionary.

From literature reviews, the definitions of FM are varied and diverse. Listed below are the
prominent FM definitions from various FM groups; definition by Mohd-Noor M.N. in the
context of Malaysia FM market, Royal Institution of Chartered Surveyors (RICS), the
International Organisation for Standardisation (ISO), Institute of Workplace and Facilities
Management (iWFM) and International Facility Management Association (IFMA).
 SOURCE DEFINITION

Mohd-Noor.M.N, In the Malaysian context facilities management is defined as “The

(2008) management of multi-disciplinary activities to ensure
continuous functionality of the built environment by linking and
integrating people, place, processes and technology.”

Royal Institution of ‘a discipline that improves and supports the productivity of an

Chartered Surveyors organisation by delivering all needed appropriate services,
(RICS) (2013) infrastructures, etc. that are needed to achieve business objectives’

International “Facility management is an organisational function which integrates

Organisation for people, place, and process within the built environment to improve the
Standardisation (ISO) quality of life of people and the productivity of the core business.”
ISO 41011:2017

Institute of Workplace “Organisational function which integrates people, place and process
and Facilities within the built environment with the purpose of improving the quality
Management of life of people and the productivity of the core business.”
(iWFM)(2021)
International Facility “A profession that encompasses multiple disciplines to ensure the
Management functionality of the built environment by integrating people, place,
Association process and technology.”
(IFMA)(2021)
Table 2:List of definitions

It can be summarized from the above definitions that facilities management or FM is

an important aspect of business management that involves activities for creating a comfortable,
safe, and functional physical environment for people to work and live sustainably and
efficiently. There four key components that can be derived from the above definitions are
translated in the diagram below.

People Process

FM

Technology Place

Figure 1:Components of Facility Management

2.4 Role of FM

Employees, work processes, and work spaces are all integrated into a cohesive, productive,
and comprehensive system by FM. Its function varies greatly from one organization to the next,
but it entails multidisciplinary labour that encompasses a wide variety of tasks. FM, according
to Kincaid (1994), is a support position or service that is part of a company's non-core business
(supply side) that serves the demands of principal operations or core business (demand side).
A Facilities Manager's or Facilities Management team's job is to examine what's needed and
make sure that all legal requirements are met, as well as putting in place a regular maintenance
check plan.

The FM scope can be categorized into two categories: ‘hard FM’ and ‘soft FM’.

Hard FM Soft FM
(Managing physical environment) (Managing people and organization)

Definition To safeguard the safety and welfare
of employees and customers, refers
to the physical materials of a
structure that cannot be removed as
required by law.
The services and amenities that help to
make the workplace a more pleasant
environment to work in. Creating a more
secure, enjoyable, and productive
workplace

Components ● Fire Safety System ● Waste management

● Lighting System ● Cleaning Services
● Preventive Maintenance ● Space Planning
● Plumbing ● EHS Compliance
● HVAC ● Pest Control
● Electricity ● Building Security
● Structural Maintenance ● Landscaping
● Catering

Table 3: Hard and Soft Services

2.4.1 Role of JMB in FM

According to Ashraf in 2020, the JMB is a temporary organization created to manage strata
properties from the time the development is complete until the land office issues strata titles.
The developer and the purchasers of strata compose the JMB, which was created in accordance
with section 17 of the SMA. The JMB committee members collaborate to maintain accurate
records, payment schedules, accounting, and property maintenance. The JMB must hold its
first Annual General Meeting (AGM) within a year of the developer's delivery of vacant
possession. The JMB will remain in place and carry out its obligations until it is terminated.
The MC or JMC assumes the JMB's responsibilities after it is disbanded. (Ashraf, 2020)

The JMB has the responsibility to perform the following:

• Maintain & manage the common property

• Determine and impose charges in the maintenance fee for maintenance works
• Determine and impose the contribution to the sinking fund
• Effect insurance according to the SMA or to insure against such other risks
• Comply with any notice or order given or made by the local authority or any
competent public authority in respect of the common property
• Prepare and maintain a register of all parcel owners of the building or land intended
for subdivision into parcels
• Ensure that the accounts required to be maintained by the JMB under the SMA are
audited
• Enforce the bylaws; and
• Do such other things as may be expedient or necessary for the proper maintenance
and management of the buildings or land intended for subdivision into parcels and
the common property.

2.4.2 Role of MC in FM
The is made of of unit owners who are elected by other strata development residents present
at the AGM. It represents all strata unit owners and makes management decisions for the strata
complex. It is also known as the Joint Management Corporation. The primary distinction
between a JMB and an MC is that the former is a temporary organisation that operates until
the land office issues strata titles. Following the issuance of strata titles, an MC is constituted
upon the opening of a stratum register book. An MC does not, however, begin to operate until
the management committee has been chosen and the first MC annual general meeting has been
held (Ashraf, 2020).
 Once it is established, the MC takes over the responsibilities of the JMB in running
and maintaining the property. However, since the JMB is an interim body, it does
not have all the powers entrusted to an MC according to the SMA.
2.5 FM Delivery models

To put it another way, facility management encompasses all of an organization's non-core tasks.
It should be obtained in an efficient manner in order to foster an atmosphere that strongly
supports the organization's key goals. An organization can set up its FM services in one of two
ways:

a) In-house
b) Outsource

FM Delivery Models

In-House
Out
The term "in-house" refers to
when a company hires its own
support staff, such as:
✓ Cleaners
✓ security guards
✓ maintenance engineers
✓ handymen and catering staff.
Outsource
Outsourcing refers to the process of assigning tasks and
responsibilities to a specialist third party through a contract.
This might be accomplished in a variety of ways, as seen
below:
✓ Single or packaged services - The utilization of separate
contracts for each service line is referred to as single or
packaged services. For instance, one contractor may be in
charge of cleaning, while another would be in charge of
food, and so on.

✓ Bundled services - Bundled services refers to the grouping

Performance is usually controlled
and monitored on the framework
of a traditional employer-
employee relationship.
of service lines into bigger groupings. One contractor can
be in charge of cleaning and catering, while another is in
charge of mechanical and electrical work (M&E). Hard
and Soft FM clusters can be formed by bundling services.

✓ Total Facilities Management (TFM) - TFM refers to the

outsourcing of all FM services to a single entity for a set
fee. The client has only one relationship with the company
and receives only one invoice for all services rendered.

Figure 2: FM Delivery Models

2.6 General Overview of High-Rise Residential Facility Management
Residential properties in high-rise buildings are different from other types of properties. The
crucial difference between high-rise residential and landed property is the development of the
housing units on a single lot. In addition, the management of the property can observe the
uniqueness of high-rise residential once it has been occupied. The concerns with facilities
management now become clear (Ani, 2015). Every facility that is available must be handled
by JMB/MC using a system that involves the residents. The diversity of the purchasers' and
owners' backgrounds and ethnicities has made it necessary to manage the housing project in a
methodical and appropriate manner for properties that are for sale. This is crucial to ensure
that the majority of owners maintain their reservations while the minority does not feel
mistreated. (Ashraf, 2020).

The STA is introduced in combination with addressing the issues that have been raised. The
creation of the MC, which will oversee high-rise residential once the final strata title has been
given, is one of the key provisions in the STA. STA permits the Management Corporation to
designate a Management Agent in accordance with their obligation and duty.

The aspect of facility management which includes property management activities and
maintaining the high-rise residential scheme is the main agenda for the MC. Basically the MC
is responsible in anything regarding management and maintaining the facilities of a building
(Zafir, 2016). Before the committee member of MC involves the residents, it is sit by the
developers which are the sole proprietor for any particular housing scheme. In contributing to
the responsibility of the MC, the inefficiency of facility management has always been
mutterings among residents.

In relation between facility management and high-rise residential, the most essential element
to be considered is the value for money, which contributes to the effectiveness of the housing
scheme. This is because the owners had invested the amount of money as the payment for
maintenance and on special account (hereafter referred to as the management fund, unless
otherwise specified). Che Ani et al. have foreseen these investments could not be avoided and
is the most significant to uphold the quality of all facilities – be it structural as well as building
services. When these elements are seen as investment, the residents (members of MC) will
surely wants the best with highest qualities, in parallel with what they had spent (Ani, 2015).

Thus, the equilibrium between the investments with the quality level of the facility
management services has to align in order to compliment the value of money. In definition of
maintenance, this equilibrium is known as acceptable standard by the agreement with involved
parties and the quality of works. MC has to meet this equilibrium to be an effective facility
management in housing scheme. The widely used benchmarking for this purpose is always
refers to the financial ability of a high-rise residential scheme.

2.6.1 Essential Facilities & Services

High-rise residential buildings include

basic facilities such as water supply
system, power supply system, firefighting
system, vertical transportation system, air
conditioning and security system. These
are the essential facilities and services that
must be provided as to fulfil the needs of
occupant’s daily routine activities inside a
building (Abdul-Rahman Hamzah et al.,
2014). Additionally, the construct or
design of these facilities must be
complying with the regulation standard
and housing guidelines such as Strata Title
Act, Electricity Regulations, Fire Safety
Regulation,

Table 4: Essential facilities and services Furthermore, the maintenance program

of these facilities components is
compulsory as stated in the enactment act in order to prolong its lifespan and safety (Motawa
et al., 2013). In high- rise residential building, the essential facilities and services are
tabulated in Table 4.

2.7 Overview Sustainable Facility Management (SFM)

Sustainable facility management seeks to ensure that each building has a greatly reduced, or
even neutral, impact on the environment. Generally, this implies several changes in the daily
operations, as well as changes to the structure of the building itself (Sarah, 2017). Sustainable
facility management (SFM) has a positive effect on the three main pillars of sustainable
buildings: economic, environmental, and social benefits, thereby adding value to companies,
organizations, and governments that integrate SFM into their vision. (Ghasan, 2020)

2.7.1 SFM in high- rise residential building

The Program of the United Nations for the Development (PNUD) predicts that five billion
individuals shall live in the urban regions around the world by the year 2030. Though 30 % of
the global people lived in city areas in the year 1950, this proportion rose to 47 % by 2000 and
is anticipated to reach 60 % by the year 2030 (Navaei , 2015). Sustainable growth is dependent
on environmental, social and economic sustainability principles. The environmental-
sustainability principle maintains that land must be used in a manner considering the future
generations. People activities must never lessen resources, increase environmental demolition
Recycling of natural resources must be considered when applying them. The process of
designing Sustainable high-rise building is clearly difficult significantly because the designer
must understand the performance of their building in regards to different variables and factors
of design under different conditions. The general paybacks of high-performance designing
include efficiency of energy, flexibility in design, conservation of resources, and the quality of
the interior environmental amongst others (Rafiei et al., 2016).

2.7.2 The Framework of Sustainable Indicators for high-rise residential building

As depicted in Fig. 1, the framework shows the relationships among 12 variables in measuring
the management gap. Each variable is a sustainable indicator for residential high- rises. They
are categorized under three constructs, namely, finances, maintenance and resident; each of
these constructs has its own dimensions. In between these constructs and dimensions, there
are the different categories of respondents: member of MC, management agent and resident.

The finances construct has three dimensions, namely, financial resources, financial allocation
and financial expenses. In running day-to-day activities, the MC needs resources; otherwise,
little can be done. In medium and high-cost residential high-rises, the amount of collected
maintenance charges was just enough to run the facilities. In addition, finances should be
planned via sensible allocation and monitoring of expenses. For example, allocations for
cosmetic recovery should be the last agenda in housing maintenance activity (Kamal, 2020).
Effective facility management is not merely based on the collection of funds itself but also on
the capacity to effectively manage limited resources according to need (Noorsidi et al., 2015).
The second construct, i.e., maintenance, also has three dimensions, namely, service quality,
health and safety quality, and maintenance quality. Building maintenance is one of the crucial
tasks in facility management. It also plays a major role in providing sustainable housing.
Theoretically, maintenance can be seen from a ‘hard' or ‘soft' perspective. The ‘hard'
perspective refers to the maintenance output or product insofar as the resident can see and feel
the impact of maintenance work. For example, landscaping provides well-kempt scenery that
the resident can directly view and enjoy. The ‘soft' perspective considers the service quality
with regard to carrying out the particular work. This perspective focuses more on the human
response, that is, customer service. With regard to safety and health quality, maintenance is
often undertaken to safeguard residents' health; in other words, they should feel secure and
comfortable living within their compounds.
Third, we consider the resident construct, which also has three dimensions, namely, resident
involvement, resident responsibility and resident alertness. For facility management to be
effective, the end-user must be able to respond effectively to management. The participation of
residents is crucial, since all facility management activities are designed for and dedicated to
them. In addition, residents pay the maintenance charges. Residents should be involved at the
Annual General Meeting used to set up the MC, since this is when the amount of the monthly
fee is determined and agreements are made according to the STA. Other than
involvement, the residents should also understand their responsibilities as members of their
residential communities. That is, they should embrace a neighborly spirit and avoid selfishness;
the extent to which residents do so appears largely dependent on the residents' background and
status (owner or tenant). Finally, residents should also be alert regarding on-going changes,
such as housing rules, community activities within their housing scheme, environmental
conditions, and maintenance service standards, especially routine maintenance work.

2.8 Issues in Residential High-Rise Management

Residential high-rises are unique properties that differ from landed properties such as
bungalows or terrace houses. They are unique insofar as, after the properties have been
occupied, facilities must be jointly managed by residents .To address these unique issues
pertaining to management and maintenance activities as well as to supplement the National
Land Code that proved ineffective for residential high-rises, the STA was implemented in
1985 (Loong, 2021). According to the STA, the MC is accountable for all management and
maintenance aspects of the overseen properties and common facilities therein (Ashraf, 2020).
Unfortunately, in our study, most of the housing schemes were not effectively managed.
Residents complained about incompetent facility management, such as dysfunctional lifts,
rubbish not collected according to schedule, vandalism, misuse of sinking funds, as well as
disputes among residents. In short, the issues raised by residents were centred on three aspects
necessary to effectively manage a facility, namely, finances, maintenance, and people, that is,
the residents themselves. These three aspects are, in fact, the indicators in determining the
performance of residential high-rise management. The sustainable development in this context
means the achievement of housing schemes in providing equal balance of satisfaction among
the aspect of finances, maintenance and people.

FINANCES

MAINTENANCE PEOPLE

Figure 3 :Three factors that make up sustainable facility management

2.8.1 Finances
Alternatively, the most challenging issue faced by management in managing a residential
high-rise was collecting the monthly maintenance dues necessary to run facility management
activities. The maintenance dues, or charge, are a fee imposed on all the residents that is used
to maintain the facilities. For residential high-rises, the amount charged is based on the unit
size. Unfortunately, there are some residents who contend that the amount charged is higher
than what they had expected, and they therefore refuse to pay. (Marlyana, 2020)

Some residents offered rather, unpersuasive excuses to avoid paying dues; for example, some
claimed that they did not fully use the facilities provided or that the charge was not reasonable
considering to the quality of service. According to Cheong Peng, although the MC can legally
prosecute residents in order to collect owed dues according to Sect. 52(2), Sect 53A, Sect
53(2) and Sect 55A of the STA, MCs rarely choose to do so because doing so is impractical
[9]. In addition, such legal actions may affect the other residents' image (Peng, 2018). When
most residents neglect to pay the charge, the fund is insufficient to properly manage the
facilities. As a result, most of the facility management activities cannot be carried out on time
and thus affect the effectiveness of facility management for the building as a whole. (Noorsidi
et al., 2015)
2.8.2 Maintenance

Due to the evolution and advancement of construction technology, the public is

looking forward to quality living rather than living space only. When people are financially
capable, they prefer to buy a property equipped with value- added facilities such as
gymnasium, sauna, swimming pool, landscaping, etc. on top of the basic building services
like lift, power supply, water supply, and others (Peng, 2018). The building facilities and
services enhance the living experience and then lead to the residential satisfaction.
Nevertheless, maintenance of those building facilities and services is unavoidable to ensure
their operability and functionality. Additionally, the maintenance works safeguard economic
and social wellbeing while reducing carbon footprints (Chiang et al., 2015).

However, there is still lack of concern regarding building maintenance in Malaysia,

particularly the life cycle and performance of building facilities and services (Kamal, 2020).
Whereby, preventive maintenance is somehow neglected or under-utilized, as the public do
not see the direct benefits of it.

Ignorance towards the importance of preventive maintenance in domestic housing

industry is common in Malaysia. Whereby, inadequate maintenance fund is the
root cause of practising inappropriate maintenance operations in majority of the
high- rise housing schemes (Abd Wahab et al., 2016).

2.8.3 People
These issues lead to a management gap between MCs and residents with regard to managing
the facilities of residential high- rises. The management gap occurs when the services expected
by the residents cannot be delivered by the MC, thus adversely affecting the sustainable
indicators. Since the residents pay on a monthly basis, they expect the facility management to
be effective. Under the STA, the MC is legally required to provide the services of a
management agent and as such is the party responsible for running the facility management
activities. In practice, most MCs function poorly because they don't have the expertise to run
and properly maintain the housing complex. If the MC fails to function as stipulated in the
STA, the residents of that particular housing complex have the right to summon the said MC.
Therefore, in order to avoid legal action, the MC normally engages a management agent in
order to transfer its liability regarding the housing complex.

Even so, a management gap continues to exist, as evidenced by on-going reports in mass
media on the topic. Residents continue to complain about the low service quality of facility
management provided by their management agents as well as the lack of responsibility of the
MC in ensuring effective facility management. (Sarah, 2017)

2.9 Strategic relation in FM

Strategic facilities management aims to develop a

strategic match between key business demands and
facility management services (Barret and Baldry
2003). A strategy establishes a framework for an
organization's ongoing improvement in order to meet
its goals, mission, and vision. In the context of facility
management, RICS defines strategy as assisting a
company in gaining a competitive advantage by
better aligning real estate and infrastructure services
with business imperatives, operational capabilities, Figure 4 : The workplace management framework
Source; RICS, 2018, Strategic FM
and organizational performance. Furthermore, while Framework Guidance Note, Global
1st Edition
defining workplace strategy, the workplace and its
environment should be viewed as an asset to allow the
alignment of workplace design, plan, and management with the business aim and long-term
organizational objectives (Springer, 2012). An effective workplace strategy should not only
correspond with the main company aim, but also be able to represent the organization's
overarching vision and mission (Kampschroer, Heerwagen & Powell, 2007: Ware & Carder,
2012).

2.9.1 Strategic facilities planning

Organizations can use strategic facility planning to set the strategic direction for all subsequent
planning efforts. Every business choice has a direct impact on an organization's real estate
assets and needs, according to strategic facility planning. The SFP's goal is to provide a flexible
and implementable plan based on the specific problems of each firm. The four phases of the
facility planning process are as follows:

Sources; IFMA, 2009,

Strategic Facilities
Planning, The White
1 Paper

2
4

Figure 5: The SFP Four-Step Process

PROCESS DESCRIPTION

Understanding Understand the organization's purpose, vision, values, and goals completely. Many
businesses use a balanced scorecard that includes four main indicators: financial
success, customer knowledge, internal business procedures, and learning and growth.

Analyzing To examine the spectrum of possible futures and the triggers used to assess an
organization's facility needs, employ analytical approaches such as SWOT analysis,
SCAN, SLP, or scenario planning.

Planning Create plans that address the organization's long-term goals. The SFP should be
evaluated at least once a year and revised as needed when conditions change.
Acting Take the steps you've planned and put the SFP into action. To give continual
improvement to future SFPs, feedback from actions done can be integrated into the next
plan and/or project. The cyclical nature of ongoing planning for an ever-changing
future, as well as the adoption of plans along the road, are common occurrences. To
ensure that these modifications and upgrades are successful, they must be managed.
Table 5: SFP Descriptions
 CHAPTER 3
METHODOLOGY

3.0 Introduction

This chapter provides details on the methods used throughout the paper. The
research design and method are a technique for acquiring relevant data to achieve
the research objectives and research questions of this research. The mix method
was used for research and based on the time frame provided.

3.1 Research Methodology/Research Design

Research methods are one that helps researchers collect data and find solutions to
problems. At the same time, by this method, it will accurately describe the research
process carried out. The research design includes several methods and methods for
obtaining data. The main data will be collected through questionnaire and an
interview survey. Second-hand data will be collected from books, journals,
conference papers, past papers and articles.

3.2 Data Collection

As general in producing a research, the information and the sources of data
employed during the course of this study were:

• Primary Data

• Secondary Data

3.2.1 Primary Data

Primary data is the origin of information that has not yet been understood by others that regard
first-hand information and have been used to guarantee data reliability through multiple
techniques. Clarke (2005) indicated that the primary sources include statistical data, music,
practice, etc. In addition, primary assessment is used with initial first- hand equipment,
surveys, or event documents that constitute the foundation for subsequent evaluation,
interpretation, and explanation of information.
Examples of these primary sources include, but are not restricted to, qualitative, comparative,
empirical study studies, polls or questionnaires, or the researcher's immediate comments and
feelings. Often as portion of a prospective study, the information are gathered. In addition,
main analyses tackle a particular collection of goals described prior to the collection of
information. The researcher determines the dataset and controls the factors included in the
dataset, such as era or gender. The researcher also has some power over the precision of the
information or at least knows how precise the information is to allow adequate discussion of
constraints (E.Windle,2010). Primary data are collected through questionnaire survey,
personal or indirect interview and observation method.

In addition, different types of primary data have various types of methods to obtain the result.
Data such as observation method is usually used in the behavioural sciences whereby a
questionnaire survey method used for collecting descriptive information. In this study,
techniques used to collect the primary data through questionnaire survey are selected.

3.2.2 Secondary Data

Secondary data is information that other scientists have examined from the current source.
This information can be gathered from newspapers, newspapers, internet services, books,
magazines and other material linked to the subject of the research. The visual and theoretical
context are thus created as secondary data is primary data assistance.

Secondary data, however, to provide the study details. Secondary references include
documents, surveys, or documents of occurrences providing primary source details,
explanations, and translations. For example, secondary sources include but are not restricted
to editorials, physician graphs, polls, periodicals, review articles, study papers, occurrences,
and/or computer firms released or checked (E.Windle, 2010). Reviews of literature are capable
of identifying the issue, solving issues and others that have enormous data to assist in this
research. Through the secondary data, the design group can gain several benefits.

3.3 Type of Methodology

For this research, mix method have been chosen which is interview face to face session and
100 randomly questionnaires.
So, the research will come out the result by interview session (qualitative) for 3 people that in
charge facility management in selected residential building.

This survey will conduct in Kuala Lumpur.

Sample interview script will be provided as an appendix.

3.3.1 INTERVIEW (Qualitative method)

Qualitative research power is its capacity to provide complicated verbal explanations of how
individuals experience a study problem. It offers data on the "natural" hand of a problem.
Qualitative methods are also efficient in defining intangible variables such as social norms,
socio-economic position, sex roles, ethnicity, and religion that may not be easily evident in the
study problem. When used in conjunction with quantitative methods, qualitative research can
assist us interpret and deeper comprehend a specified situation's complicated truth and the
consequences of quantitative data.

• Analysis Method

Qualitative research is defined as a method of market research focusing on data acquisition

through open-ended and conversational communication. The most commonly used qualitative
research method is one-to - one interviews. They are semi-structured, meaning that as the
interview unfolds, The issues that need to be answered and the issues that need to be answered
are fluid and formal. An in-depth study can last for 60–90 minutes and is carried out face to
face.

• Type of qualitative method

Participant observation, in-depth surveys, and focus groups are the three most popular
qualitative methods described in depth in their corresponding modules. For acquiring a
particular sort of information, each technique is particularly suitable. (Antwi, 2015)

1. Participant observation is suitable in their usual situations to

collect information on obviously happening conduct.

2. In-depth surveys are ideal for gathering information on personal

history, views, and feelings of people, especially when
exploring delicate subjects.
 3. Focus groups are efficient in producing information on an
organizations cultural norms and producing wide overviews of
problems of interest to defined social organizations or
subgroups.

• Target Respondent

The target responds in this study focuses on the selected high rise residential building which
is located in Kuala Lumpur. The prospective respondent is targeted 3 people that in charge
facility management in selected residential building.

3.3.2 QUESTIONNAIRE (Qualitative method)

The questionnaire is an easy way to gather data. This information is intended to achieve study
goals, to be easily tabulated, and to be interpreted for analysis. Questionnaire study is a
common information gathering technique with a vast population.The questionnaire study
given to the selected respondent to complete the response includes numerous answers. The
issues are laid to get the participants ' most precise response. The issues laid will be about this
study's goals. In this initiative, closed-ended question will be used as it is the easiest method
to calculate the response frequency of answers.In closed-end issues, the Likert scale is widely
used today. The responses given will be in the shape of a Likert scale with five or more
prospective decisions varying from highly agreeing to highly disagreeing. Likert scale is
described as a technique for crediting statistical analysis with the quantitative significance of
qualitative information. Under this research, the scale of Likert is given.

Strongly
Disagree Disagree (Tidak Neutral Strongly Agree
Agree (Setuju)
(Sangat tidak bersetuju) (Neutral) (Sangat Setuju)

bersetuju)

1 2 3 4 5

Table 6 : Scale of Likert

This study was accompanied by the questionnaire intended for this study. Thus, information
gathering is carried out by means of a questionnaire to define the factors, effects and remedies
to our eco-society about project failure.
 • Design of Questionnaire

Section A

The respondents are needed to enter in their details such as business title,
respondent gender, years of work experience, qualifying degree, and task importance.
In each issue, the respondents must tick the right response.

Section B, C and D

In this chapter, close-ended issues are laid to reply the query using the Likert
scale technique. The scales of Likert range from a strong agreement to a strong
disagreement. The participants are needed to evaluate their view on the issues
concerning variables leading to the loss of the building venture and the impacts on the
eco-society in section C, while the alternative and proposal for avoiding the error are
requests for segment D.

• Target of Respondent

The target responds in this study is randomly 100 people that focuses on the high-rise
residential resident which is located in Kuala Lumpur .

• Sample Size

Sample size is part of the population to be included in the research study (Evans,
Hastings & Peacock, 2000). In this study, the random sampling technique is used
to distribute the questionnaire to the respondents with 100 sets of questionnaire
survey either by hand or online survey.

• Analysis Method

Analyses are carried out to analyse the data collected from respondents. The result
of the study is presented in tables, bar charts, graphs or pie charts forms. The
quantitative data under this study are derived from a questionnaire that can be
analysed using Reliability Analysis, Factor Analysis and Kaiser-Meyer-Olkin
(KMO) and Bartlett‘s test of Sphericity, Communalities and Principal Component
Analysis with the help of SPSS (Statistical Package for Social Science).

3.4 Summary
In brief, in this study, the features of research methodology, study design,
information gathering technique, questionnaire layout and technique of assessment
are implemented depending on sample size detection. The information are gathered
through secondary resource literature reviews and mixed methodologies are
acquired from the main funds (E.Windle, 2010)
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