When it comes to prioritizing capital dollars in a health care organization, facilities often ends up last on the list under other requests, such as those related to medical equipment or aesthetic upgrades. This session will show you strategies to make your requests competitive. Learn to create an infrastructure report card, prepare a five-year plan outlining capital needs and how to sell your project based on risk assessment. It’s not always about ROIs!

Learning Objectives:

• Create an infrastructure report card outlining the conditions of all MEP equipment and building systems.
• Convincingly demonstrate your facilities infrastructure needs as priorities and create a five-year plan for capital dollars.
• Develop a scoring matrix to rank capital projects based on risks, code compliance and environmental impacts.
• Become a subject matter expert to the C-suite for matters related to the building.

Words like “big data,” “business intelligence” and “research strategy” seem to be popping up everywhere and are becoming associated with business success or failure. This session puts these buzz words into the context of health care engineering and facility management, and explains how ASHE is using research strategy, data collection and collaboration to help its members effectively advocate, solve problems, optimize performance and plan for the future. This session will give a primer on research strategy and data collection, and will highlight research in three different areas: career succession, capital renewal planning and key performance indicator benchmarking.

Learning Objectives:

• Describe how data quality and research design inform decision making and directly influence members’ ability to engage in meaningful discussions with the C-suite
• Describe how data quality and research design inform decision making and directly influence members’ ability to engage in meaningful discussions with the C-suite
• Identify the benefits of participating in ASHE research projects (such as the Key Performance Indicator Project or the Career Collaboration Project)
• Understand how to become involved in current ASHE research projects and sign up for future projects

Project planning and proper design and implementation of compounding facilities is imperative to protection of the health and safety of those preparing and those using sensitive and hazardous pharmaceuticals. USP has updated the general chapter <797> sterile compounding and a new general chapter <800> on the practice and quality standards for handling hazardous drugs. ASHE and ASHRM have developed tools and resources to help members understand and implement the changes. The session will cover physical environment compliance and introduce the new ASHE monograph which will lead readers through the environmental controls needed to keep patients, staff and visitors safe. Utilizing the compliant space as designed is only one key aspect of keeping staff and patients safe. Compliance can’t be achieve with only good design and construction. The speakers will also walk through the new tool provided by ASHRM which will walk users through incorporation of compliance with the standards into the facilities occupational safety plan.

Learning Objectives:

• Understand the design requirements USP and how it relates to USP design requirements.
• Review and analyze strategies to ensure compliance with USP.
• Identify key risk components of USP General Chapter.
• Recognize the value of partnering with risk management throughout the project to ensure a successful project.

Developing a culture of operational excellence is more of an ongoing journey than an ultimate destination. The pursuit of operational excellence must focus on not only meeting short-term goals, but also assuring that improvement processes center around the mission and resiliency of the organization. This session provides operational excellence principles and specific examples of methods that health care physical environment leaders are using to invest in and derive the greatest value from the physical environment to create a culture of operational excellence.

Learning Objectives:

• Discuss the direct correlation between the health care physical environment and the organization’s mission.
• Support the organization’s mission through managing life cycle investment in the health care physical environment.
• Use management tools to implement and sustain operational efficiency.
• Strive for operational excellence through safety, optimal patient outcomes and cost effectiveness.

Understanding regulatory codes is essential for proper maintenance of a health care facility. Recent editions of the codes have introduced new requirements that can ease the difficulties of maintaining a facility, if used properly. Test your knowledge with a live code quiz on NFPA 99 and NFPA 101, including an open discussion of questions with a lower percentage of correct responses.

Learning Objectives:

• Apply requirements of the NFPA 99-2012, as adopted by CMS and TJC.
• Describe new code requirements in NFPA 101, Editions 2012, 2015, and 2018; and NFPA 99, Edition 2012.
• Assess personal comprehension of regulatory codes based on correct responses to seminar questions.
• Identify top misinterpretations of various NFPA codes, including recent editions of NFPA 101, NFPA 72, and NFPA 99.

Why is it so difficult to secure capital for the facility? Because traditional ROI measures do not apply to facility assets. When your CFO asks for an ROI, talk about the Risk of Inaction. And use performance data to back it up. There are 6 steps you can take to collect the data you need. In this session, Owner Representatives will discuss the challenges of each step, and provide real-world feedback on those actions.

In many facilities, capital planning is a struggle, and the creation of a culture of compliance is but a dream. By utilizing an objective risk assessment of the utility and life safety asset inventory, Facility Managers can focus investments in the areas that need it the most. Capital Planning. Compliance. 2 Problems. 1 Solution. Linked by RISK. Join this session to learn about comprehensive asset management. Take control of your facility.

Learning Objectives:

• Accept responsibility to identify capital requirements and teach the C-Suite about the Risk of Inaction.
• Describe and define the Risk of Inaction.
• Create a specific task list that can be used to assess the maturity of each health system and determine where in the process to engage.
• Provide real-world examples of how a comprehensive asset management framework can link capital planning and compliance and mitigate risk for the facility.

Despite the shared desire by the Facilities team to prevent construction related deaths in hospital settings and their counterparts in Development and Construction and Infection Prevention, thousands of brothers, sisters, mothers and fathers succumb to construction related infection deaths each year. This session will show attendees how we bridged these historically large gaps, developed a culture of accountability and transparency, implemented education at critical junctures and created a culture of safety where anyone, regardless of whether they are an internal employee or external contractor, felt safe enough to speak up and report unsafe conditions.

Learning Objectives:

• List the reasons a cohesive team including facility management, infection prevention, and development and construction is more effective at creating a culture of safety than departments working independently.
• Apply the tool kit to begin a journey to excellence.
• Evaluate your facility’s place on this journey.
• Discuss methods and processes to enhance communication and collaboration between internal and external partners working to make a safe environment.

Facilities teams have a direct impact on the patient experience. The level of engagement your employees have may determine whether that impact is positive, or if it is creating a negative patient experience. If your answer is negative, it could be hurting the perception of your department and impacting the facility departments’ influence within your hospital. This presentation will address how to implement employee engagement practices to increase the positive patient experience, ROI for your teams and ultimately position the facilities team as a valued department with hospital leadership.

Learning Objectives:

• Assess the current state your facility team’s engagement.
• Create action plans that will address organization or department issues to assist in increasing employee engagement and satisfaction.
• Identify what metrics to measure to show ROI and how investment in employees can increase engagement.
• Implement ongoing employee engagement practices to ensure engagement stays high and the patient experience is not compromised.

Banner Health manages comfort, cost, and compliance across their network of 28 major hospitals through deployment of an enterprise level information management and analytic platform. In this session you’ll learn about: an enterprise wide analytics deployment, how Banner Health adjusted the structure of their facility management teams to align resources to best use the analytics data, and real world examples of energy savings, compliance, patient comfort and operations.

Learning Objectives:

• Structure an organization to use analytics software and MBCx services.
• Implement analytics software and MBCx services to support compliance efforts, focus manpower efforts to improve occupant comfort, reduce operating costs, and improve equipment reliability.
• Deliver deeper energy savings than traditional energy projects.
• Develop flexible plans to adapt to coming changes in analytic software.

The lease agreement is a ruling document for landlords and tenants alike, and a thorough understanding of these agreements is crucial. This session presents the important clauses of a lease document, discusses the financial implications of lease language and provides guidance on understanding landlord and tenant obligations.

Learning Objectives:

• Identify the basic components of a lease.
• Understand the basics of Stark compliance.
• Effectively read a lease agreement (including timeshare) and recognize relevant clauses.
• Gain awareness of best practices to enhance services and reduce costs.