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The Business of Facilities Management Benchmarking
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is Benchmarking? ,[object Object],[object Object],[object Object]
Other Benchmarking Programs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Performance Benchmarking Metric Distribution, All U.S. Hospitals Top 10% Top 25% Median Bottom 25% Bottom 10% Operating Margin 11.8% 6.9% 2.9% -1.1% -6.3% Expense per CMAED $14,700  $7,600  $5,700  $4,800  $4,200  Revenue per FTE $164,300  $143,900  $123,100  $102,500  $90,500  Occupancy Rate, Staffed Beds 78.1% 69.1% 55.1% 40.5% 25.6% Days Accounts Receivable 39.7 48.6 58.7 73.1 91.9 Days On-Hand Inventory 2.32 3.99 6.14 8.24 10.75 Adjusted Average Length of Stay (Days) 2.37 2.76 3.12 3.66 4.51 Source:  Almanac of Hospital Financial and Operating Indicators, 2007 available from www.ingenixonline.com
Benchmark Studies can be  a “Double-Edged Sword” ,[object Object],[object Object],[object Object],[object Object],[object Object]
You can pay me now or you can pay me later.
How Many FTE’s do I Need? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
ASHE  Benchmarking Tool ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Case Study Comparison ,[object Object],[object Object],[object Object],[object Object]
Comparison of ASHE Tool to NEHES Results
Using the ASHE Tool ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
ASHE’s Next Steps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
 
Values and Language ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
FMs Language
An Executive Quote on Value ,[object Object],John Hill, Siemens Business Services
Value: How does one define it? ,[object Object],[object Object]
Six Sigma ,[object Object],[object Object]
Use Per Adjusted Patient Day
Cost per Adjusted Patient Day
Importance ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
Fast-Cycle Benchmarking ,[object Object],[object Object],[object Object],[object Object],[object Object]
Challenges in FM Benchmarking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Beyond the Data ,[object Object],[object Object],[object Object],[object Object]
 
Facility Region
Hospital by Region
Facility Setting
Facility Age
Facility Size
Hospital Staff
Financial  Matrix ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Adjusted Discharges Adjusted discharges is a calculation that adjusts the number of discharges (hospitalizations) to reflect the impact of both inpatient and outpatient volume. The formula is as follows: (Total Gross Revenue/Inpatient Gross Revenue) x Discharges (or days). For this report, we used adjusted discharges as a means to compare costs.
Total Adjusted Patient Days
Total Adjusted Discharges
 
Utility Cost by Square Foot
Utility Cost by Adjusted Discharge
Utility Cost by Region and Type
Utility by Building Age
Utility Cost Impact
Utility Drivers for Change
Energy Management Practices
 
Preventive vs. Repair Maintenance
Clinical Engineering
In-house versus Contracted
 
Environmental Services Cost
Environmental Services Costs by Type and Age
 
 
Application to Real Life
Financial Overview ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Financial Performance
The Outcome ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What we just did… ,[object Object],[object Object],[object Object],[object Object],[object Object]
Environmental Impact *From Reduction in Electricity and Natural Gas Consumption ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Thank you

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The Business of Facilities Management Benchmarking

Notes de l'éditeur

  1. One can compare data to the point of analysis paralysis. But there is more to the numbers than what is reported. Some of the issues to look at include:
  2. To gauge the size of the facility and determine density, respondents were asked to quantify the number of occupants they serve. Site population includes the average number of fulltime, part-time and contract workers who occupy space over a 12-month period.
  3. Utility costs are associated with the provision of electrical power, potable water, central heating and cooling and sewage service. The utility categories provided were those most commonly used: electricity, fuel oil, natural gas, chilled water, steam, water and sewage. More than half of the respondents, 55%, reported sewage costs embedded in water costs, as they were unable to separate the two. The overall utility cost does not equal the sum of the separate utility costs because of different sample sizes. Here, utility costs are broken out by square footage and adjusted discharges.
  4. Utility costs are affected by a variety of factors including climate, region, facility use and the presence of a central plant. These charts show the differences in utility costs for a variety of settings.
  5. For 83% of the hospitals represented in this study, utility costs increased when compared to the previous year. For one out of five, the increase exceeded 10%. Many of the hospitals in this study are in a growth mode, so increases in utility costs are a result of expansion, but for most of the respondents, the rise in cost is due to higher utility rates.
  6. Given the double digit increases in utility rates, maximizing energy efficiency is a priority within the healthcare sector. Here are some of the ways in which survey respondents have reduced their utility usage.
  7. The majority of the study respondents, 65%, rely on a separate department such as biomedical or clinical engineering to handle maintenance for medical equipment.
  8. Areas Researched Scheduled Maintenance Maintenance and Repair Testing Other
  9. Environmental services costs are the costs associated with the cleaning of patient rooms, offices and work areas, restrooms and common support space. Also included in this cost are wages, benefits, staff support, supervision, administration, supplies, paper goods and noncapital equipment. Labor is the major component of the cost, therefore any change in wages can affect the overall cost significantly.