new facilities management model delivers dramatic results

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As such, they cannot be reproduced or utilized without permission. ©2016

NEW FACILITIES MANAGEMENT MODEL DELIVERS DRAMATIC RESULTS

Dan BallNational Vice PresidentSales and Business DevelopmentSodexo North America, Healthcare Market





New centralized multi-hospital model for facilities management provides unprecedented opportunities for cost savings and performance improvements, including:

� Systemwide best-of-class work order management

� Systemwide regulatory compliance

� Real-time vendor management

� Consistent inventory management

� Consistent staffing practices

� Robust analytics

� Uniformly positive Patient Experience across the system





FIG 1: Pre-Integrated Facilities Management Model

• NO WORK ORDER SYSTEM • NO ENERGY PROGRAM• OWN VENDOR PROGRAM• OWN STAFFING MODEL

OUTPATIENT FACILITIES

• WORK ORDER SYSTEM C

• ENERGY PROGRAM C

• VENDOR PROGRAM C

• STAFFING MODEL CHOSPITAL C

• WORK ORDER SYSTEM D

• ENERGY PROGRAM D

• VENDOR PROGRAM D

• STAFFING MODEL D HOSPITAL D

• WORK ORDER SYSTEM B

• ENERGY PROGRAM B

• VENDOR PROGRAM B

• STAFFING MODEL B HOSPITAL B

• WORK ORDER SYSTEM A

• ENERGY PROGRAM A

• VENDOR PROGRAM A

• STAFFING MODEL AHOSPITAL A

Healthcare System

The ProblemOne of the primary drivers behind today’s hospital mergers and acquisitions is the desire to reduce costs and improve delivery of healthcare through economies of scale and shared best practices.

Yet many healthcare systems are missing out on those economies and best practices when it comes to the cost and performance of their facilities.

This is because each hospital in the system continues to operate more or less independently with its own facilities management systems and procedures.

Fig. 1 Pre-integrated Facilities Management Model

As Figure 1 illustrates, each hospital has its own work order management system, vendor management program, staffing model and sometimes even its own energy management program.

This is a very inconsistent, costly way to deliver facilities services across a healthcare system. And the cost keeps rising as patients disappointed with their uneven system experience seek other alternatives.

Significant performance improvements and cost savings can only be achieved when the system embraces a centralized, integrated approach to facilities management.





Figure 2 illustrates such an integrated systemwide model. Facilities management functions are centralized in a systemwide Command Center, which serves as a service response center for the entire system. If Hospital A has a need, it contacts the Command Center. The Command Center processes the request and dispatches the necessary personnel to satisfy the request — either drawing on technicians at Hospital A or outside specialty contractors.

Because vendor management has been centralized, Command Center personnel know the best solution or resource to engage for the job. They will also have negotiated preferred rates for the entire stable of outside contractors — another benefit of systemwide standardization.

Often, it will not be necessary to engage outside contractors. If the Command Center is properly staffed with technically competent people, they can troubleshoot the problem over the phone and walk the on-site technician through the fix.

And with systemwide inventory procedures in place, it is far more likely that the parts needed to fix a problem will be on hand. For example, if there is trouble with a critical piece of equipment like an air handler, the necessary parts will be there. Patients won’t have to suffer in an 85 degree room for hours.

But responding to problems is only one function of a Command Center. Anticipating problems and dealing with them before they become serious is another important function.

The Solution

Fig.2 Integrated Facilities Management Model

SYSTEM-WIDE COMMAND CENTER

CENTRAL SERVICE RESPONSE CENTER

BEST-OF-CLASS WORK ORDER SYSTEM

STANDARDIZED ENERGY PROGRAM

STANDARDIZED VENDOR PROGRAM

STANDARDIZED STAFFING MODEL

FIG 2: Integrated Facilities Management Model


HOSPITAL C HOSPITAL D

HOSPITAL BHOSPITAL A

Healthcare System

SYSTEM-WIDE COMMAND CENTER

CENTRAL SERVICE RESPONSE CENTER

BEST-OF-CLASS WORK ORDER SYSTEM

STANDARDIZED ENERGY PROGRAM

STANDARDIZED VENDOR PROGRAM

STANDARDIZED STAFFING MODEL

FIG 2: Integrated Facilities Management Model


HOSPITAL C HOSPITAL D

HOSPITAL BHOSPITAL A

Healthcare System





Proactive Facilities ManagementRemote Monitoring and Control

Using the latest “smart” technology, a single Command Center can remotely monitor and control equipment and systems at hundreds of dispersed sites.

If a facility asset starts to operate outside its acceptable parameters — or a disruption occurs — the Command Center detects the anomaly and identifies the cause. Many times it is something that can be corrected remotely; in other cases, Command Center personnel will dispatch the necessary technicians or specialty contractors. Those technicians arrive at the site with the correct tools and parts to fix the problem.

Nipping problems before they cause shutdowns is hugely important for revenue protection. Unplanned service disruptions at critical times are revenue robbers — and it is revenue that the system generally never gets back.

Figure 3 illustrates the functions of a Facilities Management Command Center. For healthcare systems with 10 or more major locations, the savings from this proactive approach can run in the millions of dollars.

Data-Driven Decisions

A centralized, integrated approach can generate a gold mine of management information.

Thousands of points of real-time equipment and energy data are continuously relayed to the Command Center. This data can be analyzed and compared to operating equipment history. System executives can also use these analytics to create models for predicting equipment life and optimum preventive maintenance cycles.

Controlling Costs and Compliance

Regulatory compliance will improve dramatically in a centralized, integrated model. So too will control over system costs and consistency. Costs and performance across the system can be tracked using a “Watch Dog” type of software, which compares billed costs and man-hours spent to established rates and job-completion norms. This is a powerful tool for ensuring that the system does not pay more for a service at one hospital than another.

Fig. 3 Command Center Functions

FIG 3: Command Center Functions

MANAGE SERVICE REQUESTS

GENERAL MAINTENANCE

PLUMBING ELECTRICAL HVAC

REMOTELY MONITOR EQUIPMENT & SYSTEMS

HVAC SYSTEMS ELECTRICAL SYSTEMS

ACCESS CONTROL SYSTEMS

ENERGY USAGE

SYSTEM-WIDE COMMAND

CENTER

FIG 3: Command Center Functions

MANAGE SERVICE REQUESTS

GENERAL MAINTENANCE

PLUMBING ELECTRICAL HVAC

REMOTELY MONITOR EQUIPMENT & SYSTEMS

HVAC SYSTEMS ELECTRICAL SYSTEMS

ACCESS CONTROL SYSTEMS

ENERGY USAGE

SYSTEM-WIDE COMMAND

CENTER





Command Center Challenges

A true systemwide Command Center needs to be staffed around the clock with qualified engineers and technicians, backed by experts in facility automation and energy management.

What’s more, these individuals need to have the special skills for handling service requests from call to completion every time — with the customer-facing skills of a concierge.

The Command Center also needs to be equipped with robust display and data processing technology so Command Center personnel can look across the system in real time and respond accordingly.

This type of capability requires substantial investment. Fortunately, healthcare systems can avoid this cost by using a Command Center that already exists, such as the Command Center staffed and run by Sodexo.

Brand Benefits

This integrated systemwide approach to facilities management does more than reduce risk, operating costs and energy consumption. It ensures a consistent user experience across the system — whether the user is a patient, family member, physician or nurse. And a consistent experience is the bedrock of a strong brand.

In today’s consumer environment, customers are more selective than ever. No healthcare system can afford to disappoint its customer base.

In fact, there has never been a greater need to deliver a consistent positive experience. And choosing Sodexo as a partner can help make that happen.

Our job is to make sure that every physical aspect of a customer’s experience is functioning at peak performance, enabling the system’s administration and medical staff to focus on that other critical part of its brand: patient care.

This Command Center, staffed and manned by Sodexo, currently handles service requests and monitors equipment in thousands of buildings across the country.

Facilities Management Command Center

User Experience

On average, Sodexo clients who have adopted this Facility Management model report seeing:

� 10% to 15% decrease in costs

� Up to 50% reduction in downtime

� 5% or more increase in revenue

� 20% to 30% longer equipment life

� 10% to 15% increase in internal customer satisfaction





WHY SODEXO? � Sodexo is a proven facilities management

partner to Fortune 500 companies, universities, and healthcare and government institutions around the world that expect the highest standards of service, safety and comfort.

� Sodexo facility experts work inside more than 8,000 client sites throughout the U.S. in some of the most complex and challenging environments.

� Unlike many companies that have a financial stake in specific equipment or supplier recommendations, we don’t. Sodexo cares first and foremost about providing the right customized energy management solution for your facilities.

A Total Solution for Facility Management

Facility Management works with you to extend the useful life of your physical assets by providing proactive maintenance schedules, accurate cost tracking and efficient staffing. The result: We reduce crisis spending and decrease expensive equipment downtime.

Most importantly, we understand how critical a fully operational physical plant is to the Patient Experience. Our Facility Management team takes the time to know your people and your facility.

For more information on how to make these changes within your organization, please contact:

Dan Ball

Sodexo Healthcare

National Vice-President,

Sales and Business Development

423 297 7359

[email protected]

9801 Washingtonian Boulevard, Suite 602Gaithersburg, MD 20878800 432 6663www.sodexoUSA.com

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