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The Business of Facilities Management
Benchmarking
Agenda1. Introduction
Ed Tinsley
2. ASHE Benchmarking Ed Tinsley
3. ASHE/IFMA MOU “Why the need for Change”Ed Tinsley/Todd Wilkening
4. IFMA Benchmarking Tactics & “How to Use”Shari Epstein
5. 2010 IFMA Survey HighlightsShari Epstein/Todd Wilkening
6. Real Life Example of How to Use this InformationTodd Wilkening
7. Lessons Learned, Questions & AnswersAll
What is Benchmarking?1. Identifying a comparable
standard.
2. Testing yourself against that standard.
3. Using the process to improve efficiency and increase quality.
Other Benchmarking Programs• Statistical Analysis Only
• Indexed to Patient Discharges or Patient Days
• Not Specific to a Particular Facility
• Does not Identify Variances or their Cause
• Not Useful in Resolving Variances
• Not Widely Accepted by Facility Managers
• “Double-Edged Sword”
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”
• Magazine Article in Healthcare Purchasing News, March 2001 by Todd Shields
• “Downsizing should never be taken lightly, or enacted in an unbridled, compulsive way…”
• “Cutting back too many workers can result in a burst of turnover due to burnout…”
• “Ultimately, customer satisfaction starts to fall if downsizing is done inappropriately…”
• “After consultants come in, nine of out ten times the recommend something smaller…”
You can pay me now or you can pay me
later.
How Many FTE’s do I Need?
• As Little as Possible?• Same as Last Year?• Whatever the Administrator
Says?• Whatever a Consultant Says?• Same as a Your Competitor?• 20,000 SF per FTE?• It Depends on Many Factors
ASHE Benchmarking Tool
• Excel Workbook
• 3 to 4 Hours to Complete
• User’s Manual Has Not Been Developed
• 48 Facilities in Database
• Recommendations Based on Adjusted Database Averages
• Compares Recommended Costs to Actual Costs
Case Study Comparison
• Does not Include Janitorial
• Does not Include Security
• Includes Grounds
• Does Not Include Biomedical Equipment Maintenance
Comparison of ASHE Tool to NEHES Results
Using the ASHE Tool
• Use the Tool Safely
• Complete the Workbook
• Enter in Actual Staffing and Costs
• Identify Variances
• Consider Other Sources of Information
• Develop a Plan
• Implement the Plan
• Evaluate the Plan
• Modify the Plan
ASHE’s Next Steps
• Realignment with IFMA Data
• User’s Manual
• Web Rollout
• ASHE Trademark
• Regional and Chapter Conferences
• Selling the “C Level” with IFMA
Values and LanguageReal Estate & Construction World
– Cost or unit per Square Foot = /sq. ft.
Facilities/Environmental Management World– Cost or unit = /dkthm, /kwh, /gal, etc.– Cost or unit = /gallon, /vial, /bag, – Pay back
CEOs/CFOs World– Cost per adjusted discharge/patient day, etc– Patient care volumes, procedures, etc.– Return on investment (ROI) – Time Value of Money (TVM)– Cash Flow– Strategic, Political, Branding and Image, Marketing
FMs Language
KWH Per Square Foot
0.00
5.00
10.00
15.00
20.00
25.00
30.00
2003 2004 2005 Average
Time Period
KW
H
Hospital A
Hospital B
Hospital C
Hospital D
Hospital E
Hospital F
Hospital G
Hospital H
Hospital I
Hospital J
An Executive Quote on Value
"The value, at the end of the day, has to translate to revenue or cost. The ultimate value has to be described in common-sense business terms." John Hill, Siemens Business Services
Value: How does one define it?
Without a concerted effort to show the business, in terms it understands and what your department is doing to further the business' goals, the chances of having any say down the road about the future of your department will begin to slim.
-Allen Benard
Six Sigma
Inputs match Outputs
process defects
Use Per Adjusted Patient Day
Cost per Adjusted Patient Day
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
2003 2004 2005 Average
Do
llars
Time Period
Electric Value/Cost Per Adjusted Patient Day
Hospital A
Hospital B
Hospital C
Hospital D
Hospital E
Hospital F
Hospital G
Hospital H
Hospital I
Hospital J
Importance
- Financial impact- Adds opportunity- Strengthened leverage
- Perception as an expense department diminish - Increased net worth as a business partner
Fast-Cycle Benchmarking
• Figure out what you’re looking for• Benchmark companies roughly at your level• Study the system rather than one technique• If you’re benchmarking a system, adapt
what you see rather than simply copying it• Remember why you’re doing it
Challenges in FM Benchmarking
• Commitment High participation level and willingness to provide
what is requested• Data Is data available, accurate and accessible?• Variability of infrastructure, operations Must be defined prior to making comparisons• Valid comparisons Need to normalize data (e.g. climate zones, EUI,
rating systems)
Beyond the Data
• Are FM departments structured differently?
• What does the FM supply chain look like and does it deliver?
• Are corporate social responsibility and environmental management tied to FM?
• What is the approach to investment and longer-term life-cycle issues?
Facility Region
Hospital by Region
Facility Setting
Facility Age
Facility Size
Hospital Staff
Financial Matrix
Adjusted Patient Days
This figure is used as a way to
standardize the per unit measure
between hospitals allowing for
more valid comparisons. Adjusted
patient days is calculated by dividing
total charges by inpatient charges,
then multiplied by the number of
inpatient days and admissions.
(Gross Revenue/Inpatient Revenue) x Inpatient Patient Days.
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
Capital Investment - $259,772.00
Utility Rebates - $34,703
Department of Commerce – 50% subsidy of financing interest costs for first 5 years – Find the money!
Positive Cash Flow every year of program– Cash Flow – Year 1; +$79,101 - Value– Cumulative Cash Flow – Year 20; $1,199,902 -
Value
Annualized Return on Investment (ROI)– 23.10%
Financial Performance
The Outcome
Our project cost $12.92/sq.ft. – Reduction operating expenses of
$2.98/sq.ft• Building size of 20,109 sq. ft.
Our project cost $12.92/sq.ft.– Increase in patient revenue (value) of
$2.32/patient day• Annual avg. patient day volume of
25,842
What we just did…
Turned the focus away from “expense” and onto added “value” (revenue).– Expenses
• at the expense of, at the sacrifice of; to the detriment of: quantity at the expense of quality.
– Value • Value is that quality of anything which
renders it desirable or useful.
Environmental Impact*From Reduction in Electricity and Natural Gas Consumption
Reduction in harmful emissions:– Benefits to Human Health - Value– Benefits to Environment- Value
Reduction in greenhouse gases and air/water pollutants: - Value– Carbon Dioxide (Global Climate Change) – 480,458 lbs/yr – Sulfur Dioxide (acid rain) – 1,520 lbs/yr – Nitrogen Oxide (smog and human health) – 760 lbs/yr – Mercury (air/water pollution and human health) – 6,568 milligrams/yr
Carbon Dioxide Equivalent Comparison:– 66 Acres of Trees Sequestered - Value– 42 Cars on the Road – Value
Improved Community HealthShown Compassion
Source: U.S. Department of Energy and U.S. Environmental Protection Agency
Thank you