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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Page 39 of 78 September/October 2014 | Medical Construction & Design 35 effectively. Something has to give. Take these challenges up a level into complex multi-site, multi-building, remote and geographically dispersed operating enterprises. The executives and leaders of large hospital systems are exponentially confounded by the daunting challenges of managing core facility operations. The pressures to do more with less continue to mount. It's an old cliché, but rings more true today than ever before. Increasingly, leaders of these healthcare organizations are rapidly considering a migration to centralized facility management as the solution to their operating concerns because it provides better insight and a platform that better equips them to make the right decisions at the right time for their organization. The implementation path of CFM In order to address these general and health system- specifi c, multi-site/multi- building facility challenges, facilities management and C-Suite executives are turning toward centralizing the fi nancial, technical and operational aspects of running these complex facilities. In most cases the migration to CFM involves a step-by-step implementation and consolidation approach around critical functional areas where the speed of the migration is governed by the degree of challenges facing the enterprise. Game changer: Ending manual processes of the past Once the technical platform for centralization is in place, corporate facilities directors can begin using such a platform with added analytics to begin centralizing operational oversight and management within each facility, and across the network. This takes many shapes including the use of best practice/worst practice score carding for capital prioritization, to greatly simplifying the integration of any newly constructed or acquired facility, to complete centralization of facilities management reporting with the potential for central dispatch and a more mobile facilities workforce. What once was done with a crew and a truck and a clipboard at multiple locations can now be done with a push of a button from a single location or even a mobile device. Lastly, facilities are mi- grating or virtualizing certain aspects of energy consump- tion and generation-resource utilization, including auto- matically modifying load behaviors based on eco- nomic "what-if" analysis or automatically prestarting the process to move to island mode when a utility has notifi ed the hospital about a potential loss of power. Ad- ditionally, highly innovative enterprises are considering using virtual remote facilities management to monitor and control the systems within their smaller and rural facili- ties from hundreds of miles away — leaving nothing but maintenance to the local site. The benefi ts of CFM Facilities operators who have begun to implement centralized facility management are seeing a plethora of benefi ts that were simply impossible to achieve with local decision-making. These benefi ts include: > Facility infrastructure- focused capital allocation assurance > Aging workforce mitigation and protection > Obtaining the insight and data necessary to reduce energy costs, starting with lowering the demand charges > Simplifi ed "onboarding" of new acquisitions or new construction projects > Wasteful capital spending avoidance driven by vendor agnostic purchasing, purpose-built purchasing, right-size purchasing and silo-system elimination > Operational cost reductions via elimination of outside contracted services > Workforce-effi ciency gains allowing for better utilization of local personnel on critical local concerns > Enterprise policy and assurance of attainment on energy-effi ciency and demand-response opportunities > Standardization of best practices across facilities — and detection of worst practices > Automated Joint Commission compliance reporting > Fleet and asset management, including the ability to move around capital assets and equipment, such as generators, within the existing system of facilities when upgrades may be required The call for centralization Fundamentally, the challeng- es facing most hospitals are simply too great to allow for the continuation of age-old practices with the hope to survive. Leading healthcare organizations have proven that changing the approach both technically and op- erationally is essential to suc- ceeding. This is particularly true when it comes to man- aging facilities operations. Centralizing facilities man- agement control while main- taining and improving local facility operational capability is no longer a consideration; it is a rapidly expanding trend with growing proof of real-world implementations across a variety of industries, including healthcare. Those who choose to take a "wait- and-see" approach could be putting their organization at risk, both fi nancially and fundamentally. ■ Tom Willie is CEO of Blue Pillar. He has over 15 years of technology and smart-grid management experience. 50% of existing facilities management staff is predicted to reitre in the next 10 years.

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