Medical Construction & Design

SEP-OCT 2014

Medical Construction & Design (MCD) is the industry's leading source for news and information and reaches all disciplines involved in the healthcare construction and design process.

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34 Medical Construction & Design | September/October 2014 mcdmag.com A proactive approach for healthcare facility management By Tom Willie A ll over the world, the healthcare facility design and management profession continues to mature and evolve. For instance, today's facility managers are expected to understand their organization's core business and contribute to the bottom line. This can translate to not only reducing facility costs, but also improving productivity, revenue generating capacity and image of their organization. Facility construction, design and management of complex large hospitals or multi-site geographically distributed health systems are increasingly turning toward the corporate centralization of facilities management and operations. The aim is to address the increasing challenges of economically and reliably orchestrated core facility- based operations. There is a paradigm shift that quite often involves individual onsite hospital facility managers combating the ever-increasing budget pressures to address a near perfect storm of operating challenges. Energy prices are escalating while the reliability of supply is declining. There are 15 percent more power outages today than there were 10 years ago. Such outages cost the economy over $125 billion per year, which is increasing annually. The core electrical and mechanical infrastructure within the typical hospital is aging and the workforce responsible for overseeing this critical equipment is aging along with it. In fact, according to the Sloan Center on Aging and Work, it is expected that over 50 percent of facilities management personnel will retire in the next 10 years. The Standard and Poor's Index further highlights that the average age of a U.S. hospital is just over 27; most of the core electrical equipment inside these facilities was often installed just shortly after they were built. Improvements were made as more of a "Band-Aid" approach as opposed to a long-term strategy. Combine this with the fact that an average facility can have dozens of disparate vendors within a facility, representing various makes, models and vintages of equipment installed over the course of perhaps several generations. Something has to give Opportunities exist to pay for some of these emerging technologies needs, such as taking advantage of demand response revenue and/or energy-effi ciency programs to offset costs. Unfortunately, all too often the time and expertise required to enroll and implement these programs is in scarce supply in an already-stretched local hospital workforce. Inevitably, local onsite facilities managers fi nd themselves balancing the opportunities to implement money-generating programs with challenges as rudimentary as replacing a roof. Time and budget simply will not allow them to do both FACILITY MANAGEMENT The common path to centralized facility management implementation. CENTRALIZED

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