The long-standing issue of inequitable parking slot distribution within the Raja Perempuan Zainab II Hospital’s (HRPZ II) Ambulatory Care Centre (ACC) in Kota Bharu, Kelantan, requires urgent and effective resolution.
This problem, which has persisted since the ACC’s inception, is primarily attributed to deficiencies in institutional management and a perceived bureaucratic resistance to reform.
The core of the issue lies in the current allocation system, which appears to disproportionately favour non-clinical personnel, consequently denying adequate parking access to clinical staff who are often on-call or providing essential services.
This disparity is particularly evident during weekends and public holidays when administrative offices are largely vacant, leaving numerous privileged parking bays unused, while clinical staff — including doctors performing continuous on-call duties — must compete for severely limited spaces around the hospital compound.
The situation is further exacerbated during major events such as federal and state carnivals hosted at the nearby Sultan Muhammad IV Stadium, located near the hospital entrance.
During these periods, private-managed parking facilities, which serve as the primary overflow alternative for staff from HRPZ II and the adjacent Klinik Kesihatan Bandar (KKB) Kota Bharu, are often closed to accommodate the events.
This closure forces a daily morning conflict among staff, patients, and visitors for the remaining on-site HRPZ II and KKB parking lots. Given the limited public transport infrastructure in Kota Bharu, personal vehicles remain the most viable commuting option for hospital staff.
Multiple internal discussions with administrative personnel to address this critical operational issue have regrettably been inconclusive. The recurring justification provided is the rigidity of departmental quotas, a system where allocation discretion rests with individual Heads of Department.
However, a significant lack of transparency exists, as the ratio of parking slots distributed between clinical and non-clinical divisions has never been publicly disclosed. Furthermore, the parking quota for clinical departments has remained static for over 15 years, failing to account for HRPZ II’s substantial expansion and increase in specialist and sub-specialist clinical personnel.
For the sustained well-being and operational efficiency of the hospital, an immediate revision of the parking policy is imperative. Priority must be accorded to clinical staff, particularly junior specialists who bear a heavy and tireless on-call burden.
This is an internal hospital management issue that can and should be resolved without external intervention. However, the reluctance to engage in constructive dialogue, especially from the Deputy Managing Director (Timbalan Pengarah Pengurusan), who is also a PTD (Pegawai Tadbir dan Diplomatik), and the consistent offering of unsatisfactory excuses, have stalled progress.
The persistent failure to resolve a seemingly simple logistical problem like parking has a profound and detrimental effect on staff morale and professional dedication.
This ongoing frustration contributes to a climate where doctors may seriously consider career migration to the private sector or overseas, where more humane working conditions and appropriate remuneration are offered.
A decisive, equitable, and transparent solution is essential to retain valuable clinical talent and ensure the commitment of HRPZ II’s medical professionals.
The author is a specialist doctor at HRPZ II. CodeBlue is providing the author anonymity because civil servants are prohibited from writing to the press.
- This is the personal opinion of the writer or publication and does not necessarily represent the views of CodeBlue.
