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BENCHMARKING 2.0Health Care Facility Management Report
A Critical Sampling of North American Health Care Facilities
Canadian Version
Laverne Deckert, Product Manager, International Facility Management Association
William L. Gregory, IFMA Fellow, PE, CFM, Vice President Facility Management, Adelphoi USA
Todd Wilkening, CHST, Director of Facilities, Ridgeview Medical Center
Steve Rees, VP Capital Management, Edmonton Zone, Alberta Health Services
Dennis Smith, MS, CHFM, CEM, CCM, Director, Facilities Management, Catholic Health Initiatives
Yuanyuan Zhang, Ph.D., Market Researcher, International Facility Management Association
© Copyright 2013 by the International Facility Management Association. All rights reserved.This publication may not be reproduced, stored in a retrieval system or transmitted in whole or part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the written permission of the International Facility Management Association.
For more information, please contact:
IFMA Research Department800 Gessner Rd, Suite 900, Houston, TX 77024-4257 USAPhone: +1-713-623-4362E-mail: research@ifma.org
ISBN 978-1-883176-23-5
BENCHMARKING 2.0Health Care Facility Management Report Committee
BENCHMARKING 2.0Health Care Facility Management Report
4 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
TABLE OF CONTENTS
INTRODUCTIONIntroductionUsing this Report AcknowledgementsAbout this ReportMethodologyDefinitions
SECTION 1
FacilityInstitutions RepresentedFacility DescriptionRegional Climate Zones Facility AgeFacility SettingOwnershipOwnership by InstitutionsDeveloped AcresDays and Hours of Operations
Central PlantExterior Gross AreaAdjusted Patient Days and DischargesSpace per FTENon-ProfitData CentersFacility ParkingDevoted AreaAlternative Power
SECTION 2
UtilitiesUtility CostsUtility ConsumptionEnergy Use IndexBuilding Automation System
6-1267 778
9-12
13-24
141415 161617171718
1819-20
21212222232424
25-32
26-2829
30-3132
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SECTION 3
MaintenanceMaintenance CategoriesMaintenance CostsRoads and GroundsFacility Operating Current Replacement Value (CRV) IndexMaintenance TrackingMaintenance Management System UsedMaintenance StaffingMaintenance ManagementAdministrative SupportTotal Maintenance StaffService Provision
SECTION 4
Environmental ServicesEnvironmental Services CostsEnvironmental Services StaffingContractor Practices
SECTION 5
WasteSECTION 6
Linen ServicesSECTION 7
OperationsCost of OperationsCustomer SatisfactionProductivity Measure
SECTION 8
Risk ManagementSafety InitiativesInjury ClaimsSecurity
SECTION 9
Property, Real Estate and Construction ManagementManagementProject Delivery Models
33-46
3435-37
3839
3940
41-4344444546
47-51
48-505051
52-53
54-55
56-64
5758-6061-62
63-66
646566
67-70
68-6970
TABLE OF CONTENTS
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Thank you for participating in the Benchmarking 2.0 survey. If you were a participant in the survey, you have the ability to customize, filter and review results online. From this you can harvest a wealth of information to help you manage your facilities as efficiently and effectively as possible.
Our goal has been and continues to be to help the health care facility manager add significant value to their organization and the populations they serve by better controlling underlying drivers that impact their costs and quality of service delivery.
We are pleased to have completed this significant benchmarking report for health care facility management operations as a joint effort by the Health Care Institute, an IFMA Alliance Partner, the American Society for Healthcare Engineers (ASHE), and the Canadian Healthcare Engineering Society (CHES). As a North American-wide effort, Benchmarking 2.0 sets the stage for an expanded international effort in our industry in the near future.
One of the main areas of differentiation of Benchmarking 2.0 from other surveys is the inclusion of key business drivers that enable the facility manager to provide strategic input to the core health care operation. Our survey guides the facility manager on the path of continuous improvement by helping them identify information they need to collect and know by formatting outputs into information they need to communicate to their superiors to be more effective in their roles.
On behalf of the Health Care Institute, ASHE, and CHES, we would like to sincerely thank each and every one of our participants in this exceptional effort, as well as the support staff for their efforts to make this survey and report a success.
We plan to continue to improve our surveys and processes to enhance the value of our members’ efforts in their organizations and look forward to your feedback in achieving that goal.
John J. KnottPresident, CHES
Dale WoodinExecutive Director, ASHE
Ron Kalich President, Health Care Institute, an IFMA Alliance Partner
INTRODUCTION
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INTRODUCTION
Using this ReportThe information contained in the report represents a “self-report” from ASHE, IFMA and CHES members. All information was voluntarily provided and was not checked with site visits. When interpreting the data, it is important to remember that every facility is different, and every organization operates using different accounting and measurement practices. The data listed in this report will not provide a perfect comparison of your organization to that of another hospital, but it should give you a good idea how your facility fits into the range of performance.
The percentile charts in this report allow you to see how your operation ranks against other organizations. The arrows beside some charts show the “best-in-class” direction. Using your facility’s numbers for the performance indicator, determine whether your building is above or below the median (50th percentile). If your facility falls way above or below the median, you may want to examine your costs or procedures in that area. However, your hospital may differ from the median due to type of facility, climate or labor market. The data should help you identify areas where you can improve your facility operation.
Readers will see arrows pointing in an upward or downward direction next to several of the percentile charts in this report. In many cases the arrow points toward the lowest cost; however, the organization with the lowest cost may not profess to have the best practice. There may be a reason why a cost is so low. For example, a hospital building scheduled for demolition would likely apply minimal resources and thus costs would be lower.
Using this report is the first step in benchmarking. After you have identified areas where your facility operations could be improved, you should conduct additional research before reengineering the process. One should not immediately rush to find out which health care organization is “best in class” and copy their practice. Instead you should look for a more homogeneous group in which to compare.
AcknowledgementsASHE, IFMA and CHES rely on the willingness and generosity of their members to compile the data and complete this lengthy benchmarking survey. Without their data, there would be no report. We thank these dedicated participants for their contributions and support.
We would like to express our appreciation to the following individuals who have dedicated countless hours of passion to furthering the success of Benchmarking 2.0 and those of their fellow facility managers:
Steve Rees, CFM, Vice President, Capital Management-Edmonton Zone
Dale Woodin, CHFM, FASHE, Executive Director, American Society of Healthcare Engineers
Lastly, we need to express our sincere and deep appreciation to Shari Epstein, IFMA’s past Research Director who was instrumental in the development of Benchmarking 1.0. Shari recently lost her life in a tragic accident. We know that her initial guidance has made our continued benchmarking efforts possible.
About This ReportThis year was the second year the Health Care Facility Management Benchmarking survey was conducted in North America. To create this report, a committee of ASHE, IFMA and CHES volunteers with expertise in environmental services, maintenance and energy management reviewed questions posed in Benchmarking 1.0 Health Care Facility Management Survey and developed new questions to better match today’s practices. Findings are discussed in the sections that follow.
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INTRODUCTION
MethodologyThe Operations and Maintenance Benchmarking 2.0 for Health Care Facilities survey was developed in summer of 2012. Based on the Benchmarking 1.0 survey questionnaire, modifications were made and new questions related to risk management, property, real estate and construction management were added. Committee members examined each question to make sure they were clear, unambiguous, concise and relevant. Questions were asked in an objective fashion in order to obtain responses that were truly representative of industry practices.
The survey was developed through IFMA’s online survey management system entitled Benchmarks Exchange (BEX). In July 2011, IFMA, ASHE, and CHES members received an e-mail directing them to a link to the online survey. Respondents were asked to provide information on the facilities they manage for a 12-month period of time. The majority chose to report the data for calendar year 2011. A total of 262 hospitals participated in the survey during a five-month period. A survey completion rate of 80 percent or above was considered usable, yielding 184 surveys being included for analysis – compared to 151 in 2009.
To ensure high quality data, highly structured coding and data verification procedures were used. In addition, all variables and values were checked to verify that they were within appropriate ranges and inappropriate outliers were corrected or removed. A full statistical analysis followed, using a professional software package called IBM SPSS Statistics. Standardized data analysis procedures included reviewing descriptive frequency counts and cross tabulations of responses for variables of interest.
To maintain the real world usability of these research findings, statistics are most often provided in terms of absolute number of responses, percentages and mean averages. Percentages may not add to 100 percent due to rounding or the acceptance of multiple responses. In many cases, some respondents did not answer all questions, so the base numbers differ among the findings. Several tables have blanks in lieu of a number because there were not enough responses to generate a valid
statistic. An example of this can be seen in the sample size for facilities more than 50 years of age. As a result, data for this category of facility age was not reported.
Additional calculations were made to determine cost and utility consumption per square meter, square meters per FTE and cost per discharge. Utility consumption data was changed to match the unit specified. The cost data with U.S. currency was converted to Canadian dollars by dividing costs by a factor of 1.01, the currency exchange rate on Dec. 20, 2012. English measures were converted to metric measures.
Operations and Maintenance Benchmarking 2.0 for Health Care Facilities is a self-report survey. All data, including respondent identification, was voluntary. As with any research, readers should exercise caution when generalizing results and take individual circumstances and experiences into consideration when making decisions based on the data. While IFMA is confident in its research, it is important to understand that the results presented in this report represent the sample of organizations that chose to supply the requested facility information. A confidence level and margin of error provide readers some measure of how much they can rely on survey responses to represent all IFMA, ASHE and CHES member organizations. Given the level of response to this survey, we are 95 percent confident that responses given by all responding organizations can be generalized to all IFMA, ASHE and CHES member organizations, in general with a margin of error of approximately +/- 7.0 percent. For example, 40 percent of the respondents reported that they conducted facility related customer satisfaction surveys. With a 7 percent margin of error for the sample size of 167, the reader can be 95 percent certain that between 33 percent and 47 percent of all managers within health care settings collect some type of facility related customer satisfaction data. It is important to note that as the sample size decreases, which occurs in many of the tables, the margin of error increases. For example, a smaller sample of 115 increases the margin of error to +/- 9 percent.
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Definitions for Benchmarking 2.0for Health Care Facility Management
Adjusted Patient DaysThis 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 multiplying by the number of inpatient days and admissions.
(Gross Revenue/Inpatient Revenue) x Inpatient Patient Days = Adjusted Patient Days
Adjusted DischargesA calculation that adjusts the number of discharges (hospitalizations) to reflect the impact of both inpatient and outpatient volume. For this report, we used adjusted discharges as a means to compare costs.
(Total Gross Revenue/Inpatient Gross Revenue) x Discharges (or days) = Adjusted Discharges
AHUAir Handling Unit – a device used to condition and circulate air as part of a heating, ventilating and air-conditioning system.
Architectural DesignDesigning architecture to include the planning, designing and constructing form, space and ambience that reflect functional, technical, social, environmental and aesthetic considerations.
AverageAverage is also referred to as the mean – the sum or total of all responses divided by the number of respondents.
BASBuilding Automation System uses computer-based monitoring to coordinate, organize and optimize building control sub-systems such as security, fire/life safety, elevators, etc.
BEXBenchmarks Exchange is the website that houses IFMA benchmarking surveys and results. Once a select number of surveys have been entered into a database, participants can download customized reports based on their specific industry, facility type, geographic region, facility size and other needs.
CADComputer-aided design is the use of computer technology to assist in the design and especially the drafting (technical drawing and engineering drawing) of a part or product, including entire buildings. It is both a visual (or drawing) and symbol-based method of communication, the conventions of which are particular to a specific technical field.
CAFMComputer-aided facility management – a software program that provides integration of building design, construction and operational systems.
CAM ChargesCommon area maintenance charges – the amounts charged to tenants for expenses to maintain hallways, restrooms, parking lots and other common areas.
Canadian Centre for Occupational Health and Safety (CCOHS)The CCOHS functions as the primary national agency in Canada for the advancement of safe and healthy workplaces and preventing work-related injuries, illnesses and deaths.
CMMSComputerized maintenance and management system – a software program used to manage the operations of a building.
Central Mechanical PlantA plant that is owned by, and on the grounds of, a multi-building facility that provides district heating, district cooling or electricity to one or more buildings within the same facility. The central physical plant may be by itself in a separate building or may be located in a building where other activities occur.
Climate ZonesThe U.S. Department of Energy’s Energy Information Administration issues a Commercial Buildings Energy Consumption Survey every few years, which includes five climate zones based on its 30-year average heating degree days (HDD) and cooling degree days (CDD) for the period of 1971 through 2000. Designation of a climate zone serves as an indicator of heating and air conditioning use.
Natural Resources Canada’s Office of Energy Efficiency (OEE) regionalizes Canada into four climate zones. These four zones are based upon an average number of heating degree days during a 30-year period.
Cooling Degree
Days (CDD)
Heating Degree
Days (HDD)Climate Zone
US 1 (coldest) 2,000 < More than 7,000
US 2 2,000 < 5,500 to 7,000
US 3 2,000 < 4,000 to 5,499
US 4 2,000 < 4,000 <
US 5 (warmest) 2,000 or More
4,000 <
CN 1 (coldest) --- > 8000
CN 2 --- > 5500 to≤ 8000
CN 3 --- > 3500 to≤ 5500
CN 4 (warmest) --- ≤ 3500
INTRODUCTION
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Competitive BidA method to deliver a project based upon the negotiated terms and conditions of two parties.
Construction ManagementA method to deliver a project in which the overall planning, coordination and control of a project from inception to completion is aimed at meeting a client’s requirements through a single process.
Cooling Degree Day (CDD)A measure of how warm a location is during a period of time relative to a base temperature, most commonly specified as 65 degrees Fahrenheit. The measure is computed for each day by subtracting the base temperature (65 degrees) from the average of the day’s high and low temperatures, with negative values set equal to zero. Each day’s cooling degree days are summed to create a cooling degree day measure for a specified reference period. Cooling degree days are used in energy analysis as an indicator of air conditioning energy requirements or use. (U.S. Department of Energy, Energy Information Administration)
Cost of OperationsAnnual cost of operations includes the total costs associated with the day-to-day operation of a facility. It includes all maintenance and repair costs (both fixed and variable), administrative costs (clerical, time-keeping, general supervision), labor costs, janitorial, housekeeping and other cleaning costs, utility costs and indirect costs (all costs associated with roadways and grounds).
Current Replacement ValueThe total amount of expenditure in current dollars required to replace the organization’s facility/facilities to its optimal condition (excluding auxiliary facilities). It should include the full replacement cost for all buildings, grounds,
utility systems and generating plants. Furthermore, it should meet the current acceptable standards of construction and comply with regulatory requirements. Insurance replacement values or book values should not be used. Current replacement value does not include cost of contents.
Data Systems DesignIncludes the planning, designing and construction of data-based systems to support the functional use of building space, MEP and electronic business needs.
Deferred MaintenanceThe total dollar amount of existing major maintenance repairs and replacements identified by a comprehensive facilities condition audit of buildings, grounds, fixed equipment and infrastructure needs. This estimate should not include projected maintenance, replacement or other types of work such as program improvements or new construction, as these items are considered capital projects.
Design BuildA method to deliver a project in which the design and construction services are contracted by a single entity.
Direct Digital Control (DDC)A control system utilizing voltage as a power source.
Energy TypeType of energy mass used to support a utility. Includes natural gas, electricity, steam water and sewer (sanitary). Fuel oil includes distillate fuel oil (Nos. 1, 2 and 4); but this study requested consumption of fuel oil No. 2.
Exterior Gross AreaThe area of the floor measured to the outside face of the walls that enclose the floor(s) of the building. (ASTM E1836-08)
E-WasteElectronic waste, e-waste, e-scrap, or waste electrical and electronic equipment, describes discarded electrical or electronic devices.
Facility Condition Index (FCI)An industry term that describes the process in which professionals perform an analysis of the condition of a group of facilities that may vary in terms of age, design, construction methods and materials. The industry professionals are typically engineers of various disciplines and skilled trade technicians. Architects are sometimes used as well. This analysis can be done by walk-through inspection, mathematical modeling or a combination of both. The FCI is expressed as a ratio of the cost of remedying existing deficiencies/requirements, and capital renewal requirements to the current replacement value.
Facility Operating Current Replacement Value (CRV) IndexThis indicator represents the level of funding provided for the stewardship responsibility of an organization’s capital assets. The indicator is expressed as a ratio of annual facility maintenance operating expenditure to current replacement value (CRV). (Asset Lifecycle Model for Total Cost of Ownership Management, 2005)
Facility ManagementFacility management is a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process and technology.
INTRODUCTION
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Full-Time EquivalentA measurement that standardizes the mix of part-time and full-time employees within a fiscal year. The measurement reflects the number of people necessary in terms of full-time status by dividing the total number of paid hours in a year by a factor of 2,080 hours.
Gross Square Meter (GSM)The basis used for most calculations in this report.
HVACHeating, ventilation and air-conditioning system.
Heating Degree Day (HDD)USA: A measure of how cold a location is during a period of time relative to a base temperature, most commonly specified as 65 degrees Fahrenheit. The measure is computed for each day by subtracting the average of the day’s high and low temperatures from the base temperature (65 degrees), with negative values set equal to zero. Each day’s heating degree days are summed to create a heating degree day measure for a specified reference period. Heating degree days are used in energy analysis as an indicator of space heating energy requirements or use. (U.S. Department of Energy, Energy Information Administration)
Canada: A measure of the severity of the weather. One degree day is counted for every degree that the average daily temperature is below the base temperature of 18 degrees Celsius. For example, if the average temperature on a particular day was 12 degrees Celsius, six degree days would be credited to that day. The annual total is calculated by simply adding the daily totals. (Natural Resource Canada, Office of Energy Efficiency)
Integrated Project Delivery (IPD)A method to deliver a project in which a collaborative alliance of people, systems, business structures and practices create a process that harnesses the talents and insights of all participants to optimize project results.
Interior Parking SpaceThe space used for vehicular parking that is totally enclosed within the (occupied) building envelope.
Kilowatt Hour (kWh)A unit of work or energy measured as 1 kilowatt (1,000 watts) of power expended for 1 hour. One kWh is equivalent to 3,412 Ltus.
Major Vertical PenetrationsInclude stairs, elevator shafts, utility tunnels, flues, pipe shafts, vertical ducts and their enclosing walls.
Master Planning An organization’s process of defining its building planning efforts or direction and to support the business in making decisions on allocating its resources to pursue a plan for renovation, relocation or construction.
MeanSee definition for “average.” Mean and average are used interchangeably, and the interpretation is the same.
Mechanical/Electrical/Plumbing Design (MEP)MEP includes the planning, designing and constructing of forms of utility systems to support the functional use of building space. Generally excludes architectural and low voltage, data and telecommunication systems.
MedianThe middle value in a range of responses. One-half of all respondents will be below this value, while one-half will have a higher value. The median is also known as the 50th percentile. The advantage in using the median is that it is not affected as much by extreme highs or lows in the range of values as is the case with the mean.
NThe number of cases supplying the data being described. It is important to note the size of the sample for the value you are comparing.
Negotiated ContractA method to deliver a project based upon the negotiated terms and conditions of two parties.
Occupational Safety and Health Administration (OSHA)OSHA is an agency of the U.S. Department of Labor. Its mission is to assure safe and healthful working conditions by setting and enforcing standards and by providing training, outreach, education and assistance.
PDAPersonal digital assistant.
PercentileIndicates dispersion of data. A specific percentile identifies where a value lies in relation to other values in a range of responses. The 25th percentile is the lower one-fourth point in the range of values in the group. The 50th percentile, also referred to as the median, represents a value of which one-half of the group falls below and one-half falls above. The median is not affected by extreme high or low values, whereas the mean could be distorted.
INTRODUCTION
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Planned Gross AreaThe portion of the floor that is totally enclosed within the interior face of perimeter encroachments at the floor plane, and where there is no perimeter encroachments enclosed at the inside finished surface of the exterior walls. To obtain plannable gross area, one would subtract exterior gross to dominant portion, excluded areas, interstitial areas, restricted headroom areas, interior parking and perimeter encroachments from exterior gross area. (ASTM 1836-08)
PneumaticControl system utilizing compressed air as a power source.
Preventive MaintenancePlanned actions undertaken to retain an item at a specified level of performance by providing repetitive scheduled tasks that prolong system operation and a useful life (inspection, cleaning, lubrication, part replacement). (Cotts, Lee, 1992)
Property ManagementThe operation, control and oversight of real estate involves the processes, systems and manpower required to manage the life cycle of all acquired property as defined above including:
acquisition, control, accountability, responsibility, maintenance, utilization and disposition.
Real EstateThe business profession of buying, selling or renting land, buildings or housing. May consist of the land and the buildings on it, along with its natural resources such as crops, minerals, or water; immovable property.
Repair MaintenanceWork that is performed to put equipment back in service after a failure to extend life of the equipment or to make its operation more efficient. (Armstrong, 1996)
Site PopulationThe number of full- and part-time employees, contract workers and/or tenants located at the facility/facilities.
Stationary EngineersLicensed personnel (also called licensed engineers) assigned to operate a power plant, including the steam and hot water boilers or a chilled water plant. Some states and municipalities require licensed engineers on watch 24 hours, seven days per week. These individuals are
not allowed to leave the power plant to perform maintenance outside of the power plant.
TurnkeyA method to deliver a project that includes all of the steps involved for completion including: the site selection, negotiations, space planning, construction coordination and complete installation.
Units of Measure(for the purposes of this survey)
UPSUninterruptable power supply.
Workers Compensation Board of Manitoba (WCB)WCB is an agency of the Government of Manitoba. It is regarded as an injury and disability insurance system for workers and employers and is paid for by employers.
US Canada
Square Feet (SF) Square Meter (SM)
Cubic yards (cubic yds)
Kilograms (kg)
Pounds (lbs) Kilograms (kg)
Gallons Gallons
INTRODUCTION
SECTION 1
Facility Description
Institutions Represented
Facility Description
Locations of Hospitals
Hospitals by Region
Climate Zones
Facility Age
Facility Setting
Ownership
Ownership by Institutions
Developed Acres
Days and Hours of Operations
Central Plant
Exterior Gross Area
Adjusted Patient Days and Discharges
Space per FTE
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N=184
Space within a building
Multiple buildings in multiple locations
Multiple buildings in one location
A single building
59%
8%
1%
32%
Number of Cases (N)
Percentage of SampleInstitution Definition
Academic or Research Hospital
17 9% Academic or research health care organizations are those which are often linked to a medical school and/or research facilities.
Acute Care Hospital
118 64% An institution that is primarily engaged in providing diagnostic and therapeutic services for medical diagnosis, treatment and care, by or under the supervision of physicians, to injured, disabled, or sick persons or rehabilitation services for injured, disabled, or sick persons.
Behavioral Care Facility
2 1% An outpatient treatment center for psychiatric and mental disorders, Alzheimer’s and developmentally disabled. Outpatient and psychiatric counseling for substance abuse patients.
Children’s Hospital
9 5% An institution for health care providing patient treat-ment by specialized staff and equipment, and often, but not always, providing for longer-term patient stays, which offers its services exclusively to children. Children’s hospitals are characterized by greater attention to the psychosocial support of children and their families.
Outpatient Health Care Center
6 3% An outpatient clinic where persons can receive a wide range of medical services including diagnostic services, laboratory services and imaging.
Critical Access Hospital
9 5% Critical Access Hospitals (CAH) are rural community hospitals that receive cost-based reimbursement.
Long-term Care/Nursing Home
8 4% A facility that provides rehabilitative, restorative, and/or ongoing skilled nursing care to patients or residents in need of assistance with activities of daily living.
Medical Center
13 7% A large medical complex that provides a comprehen-sive array of health care services in both outpatient and inpatient settings.
Rehabilitation Center/Hospital
2 1% A recovery facility oriented toward long-term treat-ment and training of sick/injured persons so they can function in society. Rehabilitation centers specialize in physical therapy for trauma/stroke victims.
Institutions RepresentedThe adjacent chart describes the types of institutions that participated in the benchmarking study in 2012. With a total of 184 hospitals responding to this survey, the distribution of institutions represented was skewed toward large acute care hospitals.
Facility DescriptionTo provide a more accurate comparison of costs and practices, respondents were asked to report on a single building, preferably the largest or most active.
FACILITY DESCRIPTION
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Regional Climate ZonesClimate and severe weather shifts can adversely affect hospitals’ energy consumption and landscaping costs. For that reason, respondents were asked to select the climate zone which best corresponded to the location of the reported hospital.
While Canada accounted for 60 percent of the survey results, it is important to note that the US and Canada have similar climate zones for a number of areas represented by respondents.
The U.S. Department of Energy (DOE) classifies the United States into five climate zones, which are derived by averaging the number of annual heating and cooling degree-days in a 30-year period. Natural Resources Canada’s Office of Energy Efficiency (OEE) regionalizes Canada into four climate zones. These four zones are based upon an average number of heating degree-days during a 30-year period.
United States
Zone 1Zone 2Zone 3Zone 4Zone 5
Canada
Zone 1Zone 2Zone 3Zone 4
Number of Heating Degree Days
Number of Cooling Degree DaysClimate Zone N
US 1 (coldest) 18 More than 7,000 Less than 2,000
US 2 7 5,500 to 7,000 Less than 2,000
US 3 17 4,000 to 5,499 Less than 2,000
US 4 14 Less than 4,000 Less than 2,000
US 5 (warmest) 13 Less than 4,000 2,000 or more
CN 1 (coldest) 2 More than 8,000
CN 2 58 5,501 to 8,000
CN 3 47 3,500 to 5,500
CN 4 (warmest) 8 Less than 3,500
18
717
14
13
2
58
478
FACILITY DESCRIPTION
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FACILITY DESCRIPTION
Facility AgeSixty-eight percent of the facilities reported in this study were 21-50 years in age.
Facility Setting
50 years
7%
10%
32%
36%
11%
4%
Suburban Area
Business Park
Central Business District
Secondary Downtown
Rural Area
Academic or Research Hospital
Acute Care Hospital
Behavioral Care Facility
Children’s Hospital
Critical Access Hospital
Long-Term Care/Nursing Home
Medical Center
Outpatient Health Care Center
50% 50%
83% 17%
25% 38%38%
13% 13%13%63%
8% 25% 17%50%
20% 40% 20% 20%
7% 11% 34% 46%
12% 82% 6%
2%
N=184
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OwnershipThe vast majority of health care centers are owned, and owner occupied.
Ownershipby Institutions
Developed AcresIn this report, the majority of health care organizations have land masses of 20 acres (or 8 hectares) or less.
Ownership (N=184)
Note: Hospitals with a sample size of less than 5 are not included in the table.
Leased, owner occupied with
sublet space to other tenant(s)
Owned,completely
leased
Owned, owner occupied with
leased space to tenant(s)
Owned, owner
occupiedInstitution N
Academic or Research Hospital
17 6% 12% 29% 53%
Acute Care Hospital 118 0% 1% 18% 81%
Children’s Hospital 9 0% 0% 33% 67%
Outpatient Health Care Center
6 0% 0% 33% 67%
Critical Access Hospital
9 0% 0% 22% 78%
Long-term Care/Nursing Home
8 12.5% 0% 12.5% 75%
Medical Center 13 0% 8% 23% 69%
Leased, owner occupied with sublet space to other tenant(s)
Owned, completely leased
Owned, owner occupied with leased space to tenant(s)
Owned, owner occupied
77%
2%1%
20%
N=141
50 acres
29%
24%
16%
22%
9%
FACILITY DESCRIPTION
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Days and Hours of Operations
Central PlantThe majority in this survey derived power from a central mechanical plant.
FACILITY DESCRIPTION
Note: Hospitals with a sample size of less than 5 are not included in the table.
Institution N Hours/Day Days/Week
Academic or Research Hospital 17 24 7
Acute Care Hospital 118 24 7
Children’s Hospital 9 22 7
Outpatient Health Care Center 6 21 7
Critical Access Hospital 9 24 7
Long-term Care/Nursing Home 8 22 7
Medical Center 13 21 7
N=184
Decentralized Plant
Centralized Plant
38%
62%
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Exterior Gross AreaTo provide uniformity, all of the annual costs reported are divided by exterior gross area. Exterior gross area is defined as the area of the floor measured to the outside face of the walls that enclose the floor(s) of the building. For the rest of the report, square meter is referred to as gross.
Numbers reported vary greatly based upon the types of services and supporting departments located within the reporting health care organization.
Facility Size (GSM) N Total Adjusted Patient Discharges
Less than 23,225.6 61 4,068.15
23,225.7-46,451.1 14 19,831.00
46,451.2-69,676.7 10 177,994.90
69,676.8-92,902.3 6 93,116.67
92,902.4-185,804.5 9 99,366.89
More than 185,804.5 9 38,602.00
Overall 109 37,329.30
PercentileGSM/Discharge
(N=102)
90 125.67
75 96.41
50 56.87
25 26.43
10 10.30
Mean 84.89
PercentileGSM
(N=171)
90 151,216.83
75 64,192.77
50 13,656.63
25 6,239.97
10 3,646.97
Mean 52,564.20
Exterior Gross Area (N=171)
Less than 23,225.6 GSM
23,225.7-46,451.1 GSM
46,451.2-69,676.7 GSM
69,676.8-92,902.3 GSM
92,902.4-185,804.5 GSM
More than 185,804.5 GSM
57%
12%
9%
5%
9%
8%
FACILITY DESCRIPTION
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While the Academic or Research Hospitals reported the largest gross square meters, the Acute Care Hospitals had the largest gross square meters per adjusted discharge.
Note: Hospitals with a sample size of less than 5 are not included in the tables.
GSMInstitution N Mean Median
Academic or Research Hospital 16 193,998.61 173,082.87
Acute Care Hospital 112 36,849.41 11,043.48
Children’s Hospital 8 79,640.75 60,610.55
Outpatient Health Care Center 5 19,580.73 4,972.69
Critical Access Hospital 9 8,594.02 8,185.06
Long-Term Care/Nursing Home 7 7,967.86 6,688.96
Medical Center 10 77,380.99 49,702.71
GSM/DischargeInstitution N Mean Median
Academic or Research Hospital 11 855.88 662.94
Acute Care Hospital 64 1062.20 618.00
Children’s Hospital 5 541.40 299.39
Critical Access Hospital 7 303.21 297.05
Medical Center 7 699.49 736.99
FACILITY DESCRIPTION
21 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
Adjusted Patient Days and Discharges Unlike other industries that rely exclusively on dollar per square meter as a metric of operational efficiency, hospitals also use cost per adjusted discharge and cost per adjusted patient day.
Respondents were asked to provide adjusted discharges and adjusted patient days, as these figures help standardize the per unit measure allowing for more valid comparisons. Here are the calculations used for these two indicators:
Adjusted Patient Days(Gross Revenue/Inpatient Revenue) × Inpatient Patient Days
Adjusted Discharges(Total Gross Revenue/Inpatient Gross Revenue) × Discharges (or days)
For this report, adjusted discharges were used as a denominator for costs and other consumption data.
These charts indicate the number of Total Adjusted Patient Days and Total Adjusted Discharges reported from survey respondents.
Space per FTEEven though hospitals are more likely to use adjusted patient days and adjusted discharges as a means to measure throughput, this report also includes a space per person measurement.
This chart indicates the mean for the number of Adjusted Discharges supported per Full Time Equivalent.
More than 100,000
75,001-100,000
50,001-75,000
25,001-50,000
Less than 25,000
Total Adjusted Patient Days (N=122)
20%
6%
12%
8%
54%
More than 30,000
20,001-30,000
10,001-20,000
Less than 10,000
Total Adjusted Discharges (N=110)
21%
6%
14%
59%
SQ Meters per FTEPercentile N=101
90 75.25
75 58.62
50 44.13
25 32.89
10 23.13
Mean 48.68
Percentile Adjusted Discharges/FTE
90 87.83
75 24.09
50 11.19
25 5.95
10 4.16
Mean 37.96
FACILITY DESCRIPTION
22 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
Non-ProfitThe majority of the hospitals that participated in this survey were non-profit organizations.
Data CentersApproximately 2/3rds of health care organizations do not have on-site data centers.
FACILITY DESCRIPTION
N=184
N=184
No67%
Yes33%
Non-Profit98%
For Profit2%
23 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
Facility ParkingSurface parking remains by far the most used type of parking.
Is the Maintenance and Operations of this Parking Structure/Lot Included in Your Departmental Budget? (N=184)
No30%
Yes70%
Facility Parking (N=184)
92%
24%
14%
Surface lot
Separate structure
Underground building
FACILITY DESCRIPTION
24 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
FACILITY DESCRIPTION
Devoted AreaAverage square meters reported by survey respondents for supporting three questioned areas.
Alternative PowerMore than 50 percent of today’s health care organizations can operate 100 percent on alternative power with nearly 100 percent of their facility being cooled or heated.
Area Devoted To N SM
Operating Suites 116 3,427
Parking Structure(s) 70 35,220
Data Center 51 190
N=184
55%
97%
Can operate on 100% of
alternative power
Is air-conditioned/heated
SECTION 2
Utilities
Utility Costs
Utility Consumption
Energy Use Index
Building Automation System
26 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
Utility CostsUtility 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. About 86 percent of the respondents 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 meters and adjusted discharges.
Based on the results for cost per gross square meter (GSM) for utilities, electricity remained as the biggest contributor to the total cost of utilities.
UTILITIES
$/GSM
PercentileTotal
Utilities Electricity Fuel Oil #2Natural
GasChilled Water Steam
Domestic Water Sewer
90 52.17 35.68 0.69 13.31 24.22 16.39 6.45 4.05
75 43.27 30.22 0.38 10.84 4.88 13.86 4.73 2.70
50 35.55 24.95 0.15 9.01 2.53 12.74 3.03 1.54
25 25.89 19.24 0.11 6.47 0.82 8.90 1.84 0.98
10 13.38 10.93 0.05 2.53 0.33 2.09 0.60 0.21
Mean 34.29 24.42 0.31 8.59 10.74 11.15 3.42 1.97
N= 169 156 57 144 9 8 146 24
$/Discharge
PercentileTotal
Utilities Electricity Fuel Oil #2Natural
GasChilled Water Steam
Domestic Water Sewer
90 478.11 364.37 2.54 136.82 99.09 209.59 52.35 26.20
75 349.11 249.07 1.40 77.78 33.14 106.18 28.54 17.90
50 187.62 127.55 0.66 42.45 12.15 83.50 15.31 5.11
25 89.30 59.44 0.17 15.20 1.51 14.95 8.40 3.75
10 14.21 16.38 0.12 3.63 0.75 11.28 1.65 1.05
Mean 227.49 163.63 1.08 60.52 31.86 92.43 20.97 10.46
N= 109 97 44 92 10 9 94 18
Utility Costs per Discharge by Percentile
Utility Costs by Percentile
BES
T I
N C
LASS
BES
T I
N C
LASS
27 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
Institution NTotal
Utilities Electricity Fuel Oil #2Natural
Gas SteamDomestic
Water Sewer
Academic or Research Hospital 16 31.96 23.59 0.41 7.48 -- 3.35 --
Acute Care Hospital 111 36.65 25.66 0.30 9.18 1.85 3.44 2.08
Children’s Hospital 8 50.43 30.35 0.26 8.04 -- 5.58 --
Critical Access Hospital 9 21.44 17.75 -- 5.90 -- 2.30 --
Long-term Care/Nursing Home 6 21.55 13.25 -- 5.27 -- 3.51 --
Medical Center 10 27.54 22.69 0.24 8.53 -- 2.89 1.92
Utility Costs by Institution
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.
Colder environments have their advantages. According to the results from this study, organizations with the highest utility costs per gross square meter are in the warmer climate zones. This is likely due to their higher demands for air conditioning.
While newer buildings are amongst the lowest in utility costs, the oldest are also. Middle aged buildings demonstrate a higher operating costs.
Presence of a Central Plant
Central Plant N $/GSM
Yes 109 35.38
No 62 36.55
Utility Costs by Climate
Climate Zone N $/GSM
US 1 (coldest) 16 28.14
US 2 7 19.82
US 3 17 32.42
US 4 14 36.68
US 5 (warmest) 10 36.93
CN 1 (coldest) -- --
CN 2 54 40.14
CN 3 45 32.33
CN 4 (warmest) 5 28.98
Utility Costs by Region
Region N $/GSM
Canada 102 36.20
New England -- --
Northeast -- --
Mid-Atlantic 13 35.38
Southeast -- --
Midwest 6 36.05
North Central 12 24.45
Heartland -- --
South Central 8 42.19
Mountain 5 28.36
Pacific 10 24.35
Utility Costs by Facility Age
Facility Age N $/GSM
Less than 5 years 12 31.78
5-10 years 15 37.91
11-15 years 13 37.48
16-20 years 6 40.21
21-30 years 51 33.90
31-50 years 64 34.83
Note: Hospitals with a sample size of less than 5 are not included in the table
UTILITIES
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In 2012, approximately 50 percent of health care organizations experienced up to a 10 percent increase in utility costs.
The number one contributor to changes in utility costs was driven by rate changes.
UTILITIES
>10.0%
5.1-10.0%
0.1%-5.0%
0
-0.1-5.0%
-5.1-10.0%
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Utility Consumption The tables below capture consumption data for electricity, fuel oil, gas, water and sewage. Electricity, domestic water, and sewage were key contributors to the overall utility intensity in health care.
The average number of kilowatt hours (KWH) per patient discharge is 1,829.04 KWH. Based upon the average number of KWH used per day (30.16 KWH) in US homes as provided by the US Energy Information Association, each patient discharge is equal to more than two months of electricity in our homes.
Annual Consumption/GSM
PercentileElectricity
kWhFuel Oil #2
GallonsNatural Gas
ThermsChilled Water
Ton HoursSteamM-LBS
Domestic WaterGallons
SewageGallons
90 368.33 0.19 25.21 342.67 3.71 767.03 718.49
75 311.45 0.12 21.25 24.66 1.75 567.36 587.82
50 261.85 0.05 16.54 3.89 1.11 379.62 314.99
25 199.70 0.03 10.10 0.02 0.75 205.07 57.36
10 126.80 0.01 1.62 0 0.02 24.92 0.98
Mean 254.07 0.08 15.55 74.02 35.24 413.32 378.04
N= 146 49 137 12 12 141 26
Annual Utility Consumption by Percentile
Annual Consumption/Discharge
PercentileElectricity
kWhFuel Oil #2
GallonsNatural Gas
ThermsChilled Water
Ton HoursSteamM-LBS
Domestic WaterGallons
SewageGallons
90 3380.40 0.72 190.72 898.47 838.84 5583.76 4106.94
75 2455.43 0.42 126.17 307.84 12.36 3724.04 2403.96
50 1463.77 0.19 62.59 4.71 5.53 1889.20 671.46
25 827.56 0.05 22.31 0.12 1.63 671.99 51.35
10 368.04 0.03 1.41 0.0009 0.73 33.03 8.58
Mean 1829.04 0.28 92.30 295.29 463.20 2529.97 1559.70
N= 94 41 89 9 9 90 23
Annual Utility Consumption per Discharge by Percentile
UTILITIES
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Energy Use Index Consumption for electricity and gas can also be measured using an Energy Use Index (EUI). To derive the EUI for electricity, kilowatt hours are multiplied by a conversion factor of 3.415 creating kBtus. The new number is divided by gross square meters. To calculate the EUI for natural gas, therms (100 CF) are multiplied by a factor of 100 and divided by gross square meters.
UTILITIES
Climate Zone NElectricityKBtus/GSM
Gas KBtus/GSM
US 1 (coldest) 12 899 1,198
US 2 4 -- --
US 3 15 967 921
US 4 13 1,055 1,437
US 5 (warmest) 4 -- --
CN 1 (coldest) -- -- --
CN 2 51 928 2,141
CN 3 41 743 1,551
CN 4 (warmest) 5 661 1,073
Gas & Electric EUI by Climate
PercentileElectricitykBtus/GSM
Gas KBtus/GSM
90 1,258 2,523
75 1,064 2,126
50 894 1,655
25 682 1,011
10 433 163
Mean 868 1,557
N= 146 137
Gas & Electric EUI by Percentile
Institution NElectricityKBtus/GSM
Gas KBtus/GSM
Academic or Research Hospital 14 892 942
Acute Care Hospital 103 866 1,810
Critical Access Hospital 6 790 1,026
Long-Term Care/Nursing Home 5 633 748
Medical Center 6 927 859
Gas & Electric EUI by Institution
Note: Hospitals with a sample size of less than 5 are not included in the table.
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%Practices N=184
Replaced existing light fixtures with new lights 68%
Retrofitted existing light fixtures 61%
Installed energy-efficient motors 32%
Installed occupancy sensors 35%
Set back thermostat 20%
Installed energy management system 17%
Installed energy-efficient chillers 22%
Installed energy-efficient ventilation equipment 16%
Installed energy-efficient heating equipment 16%
Recommissioned building systems 15%
Energy-efficient plumbing fixtures 22%
Energy-efficient windows 10%
Improved building shell insulation 4%
Retrofitted building envelope 3%
Adjusted HVAC operating hours 41%
HVAC flow reduction strategies 20%
Other 12%
Utility Conservation Practices
Given the double digit increases in utility rates, maximizing energy efficiency is a priority within the health care sector. Here are some of the ways in which survey respondents have reduced their utility usage. “Replaced existing light fixtures with new lights” and “retrofitted existing light fixtures” remained the top two choices for energy efficiency in this survey.
In general, hospitals with a larger facility size were more likely to have sustainability or energy management programs than those with a smaller facility size.
Facility Size (GSM) NHave Sustainability or
Energy Management Program?
Less than 23,225.6 97 20%
23,225.7-46,451.1 21 33%
46,451.2-69,676.7 15 53%
69,676.8-92,902.3 9 44%
92,902.4-185,804.5 16 75%
More than 185,804.5 12 75%
Overall 170 35%
Facility Size (GSM) N
Energy management program overseen by a
formal green team?
Less than 23,225.6 19 26%
23,225.7-46,451.1 7 57%
46,451.2-69,676.7 8 38%
69,676.8-92,902.3 4 60%
92,902.4-185,804.5 12 50%
More than 185,804.5 9 56%
Overall 59 44%
UTILITIES
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%BAS Type N=85
Pneumatic 36%
Direct Digital Control (DDC) 62%
Direct Digital Control (DDC)/Pneumatic Retrofit 48%
Type of BAS Used
Building Automation System Forty-seven percent of the hospitals managed their utilities using a Building Automation System (BAS) in this survey.
The majority of the hospitals in this study reported using Direct Digital Control (DDC) technology.
UTILITIES
BAS Usage
Facility Size (GSM) N BAS Used
Less than 23,225.6 66 21%
23,225.7-46,451.1 27 41%
46,451.2-69,676.7 25 68%
69,676.8-92,902.3 24 71%
92,902.4-185,804.5 28 71%
Overall 170 47%
Facility Size (GSM) N
Does your BAS trend utility utilization and provide energy
management summary reports?
Less than 23,225.6 27 22%
23,225.7-46,451.1 13 38%
46,451.2-69,676.7 11 36%
69,676.8-92,902.3 6 17%
92,902.4-185,804.5 12 58%
More than 185,804.5 8 50%
Overall 77 35%
Facility Size (GSM) N
Does your BAS serve as a single integrated system
for multiple buildings?
Less than 23,225.6 27 48%
23,225.7-46,451.1 14 43%
46,451.2-69,676.7 11 73%
69,676.8-92,902.3 6 83%
92,902.4-185,804.5 12 83%
More than 185,804.5 8 63%
Overall 78 60%
Facility Size (GSM) N
Does your BAS have the ability to compare multiple building
energy performances with one another?
Less than 23,225.6 27 4%
23,225.7-46,451.1 14 29%
46,451.2-69,676.7 11 9%
69,676.8-92,902.3 6 17%
92,902.4-185,804.5 12 42%
More than 185,804.5 8 63%
Overall 78 22%
SECTION 3
Maintenance
Maintenance Categories
Maintenance Costs
Roads and Grounds
Facility Operating Current Replacement Value (CRV) Index
Maintenance Tracking
Maintenance Management System Used
Maintenance Staffing
Maintenance Management
Administrative Support
Total Maintenance Staff
Service Provision
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Maintenance CategoriesThe survey divided maintenance costs into five distinct categories which are defined below.
External Building Maintenance• Roof
• Skin (siding, masonry, sash, glazing, window washing, external doors)
• Exterior signage
Interior Systems Maintenance• Electrical systems (primary and secondary
systems, emergency electrical systems, UPS, lighting systems, egress signage, master clocks, fire/life safety systems, alarms and remote monitoring, elevator maintenance/repair)
• Mechanical systems (HVAC, chillers, boilers, plumbing, extinguishing systems, back flow prevention, refrigeration and non-process related pumps)
• Building and general maintenance (interior walls, doors, ceilings, partitions and interior finishes, pest control)
• Interior signage
• Administrative support services
• Trouble desks
Roads and Grounds Maintenance• Roadways, sidewalks, parking lots (paving repairs,
sealing, striping, parking, roadway lighting, power washing), snow removal, de-icing
• Landscaping (planting, mowing, irrigation)
• Parking structures (surface repairs, sealing, striping, lighting and drainage systems)
• Storm sewers (catch basins, manholes, sub-surface drainage systems)
• Underground fire systems and hydrants
Utility/Central System Maintenance• Electrical (generation/distribution)
• Mechanical (steam, hot and cold water systems)
Process Treatment and EnvironmentalSystems
• Process cooling water systems
• Process gas systems
• Air discharge scrubbers
• Waste water systems
• Water treatment plants
• Incinerator operation
• Solid waste management system
MAINTENANCE
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$/Discharge
PercentileTotal
MaintenanceExternal Building
InteriorSystems
Roads and Grounds
Utility/Central Systems
Process Treatment andEnvironmental
Systems
90 612.56 13.67 223.61 30.11 83.96 8.81
75 451.93 8.43 154.68 14.92 36.06 4.93
50 231.63 2.82 77.37 8.40 10.10 1.18
25 81.23 1.78 24.39 4.33 3.16 0.56
10 24.62 1.14 9.49 2.54 1.34 0.30
Mean 287.68 6.11 100.78 12.32 25.49 5.70
N= 82 35 43 44 27 31
Maintenance CostsAnnual maintenance costs, also broken out by square meters and adjusted discharges, include all repair, preventive, materials, direct labor and contract costs. Similar to the utility cost data, the costs listed in the “Total Maintenance” column do not equal the sum of the component costs due to the different sample sizes for each category.
With regards to total maintenance expenses, the average mean was $54.25 Canadian dollars per gross square meter with 45 percent being spent on interior systems.
On a cost per patient discharge, only an average of 35 percent was spent on interior systems.
Maintenance Costs per Discharge by Percentile
BES
T I
N C
LASS
$/GSM
PercentileTotal
MaintenanceExternal Building
InteriorSystems
Roads and Grounds
Utility/Central Systems
Process Treatment andEnvironmental
Systems
90 96.45 3.57 43.55 6.80 15.19 1.68
75 78.18 2.20 34.38 4.87 5.98 1.05
50 51.33 1.01 24.05 2.79 2.73 0.59
25 29.94 0.63 8.26 1.34 1.28 0.24
10 14.91 0.29 4.06 0.98 0.82 0.11
Mean 54.25 1.52 24.43 3.44 5.41 0.76
N= 140 47 56 58 34 36
Maintenance Costs by Percentile
BES
T I
N C
LASS
MAINTENANCE
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MAINTENANCE
Maintenance Costs
This survey indicates that demand maintenance, repairs, and breakdown maintenance increase as a building ages. This is consistent with increases in the total costs of utilities as a building ages.
Maintenance Costs by Region
Region N $/GSM
Canada 83 59.15
New England -- --
Northeast -- --
Mid-Atlantic 13 39.82
Southeast -- --
Midwest 5 42.16
North Central 10 50.82
Heartland -- --
South Central 7 25.51
Mountain -- --
Pacific 8 54.61
Note: Hospitals with a sample size of less than 5 are not included in the table.
$/GSM
Institution NTotal
MaintenanceExternal Building
InteriorSystems
Roads and Grounds
Utility/Central
Systems
Process Treatment and Environmental
Systems
Academic or Research Hospital
13 39.37 1.18 28.25 2.88 8.90 0.65
Acute Care Hospital 89 59.36 1.80 24.89 3.48 6.03 0.70
Long-Term Care/Nursing Home
7 36.20 1.93 26.95 4.18 -- --
Medical Center 9 43.13 0.74 -- 1.89 1.57 0.62
Maintenance Costs by Institution
N% Target planned
maintenance% Target demand
maintenanceFacility Age
Less than 5 years 11 77% 23%
5-10 16 64% 36%
11-15 13 58% 42%
16-20 8 60% 40%
21-30 57 56% 44%
31-50 62 53% 47%
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Maintenance Costs
N% Preventive
Maintenance/Discharge% Repair/Breakdown
Maintenance/DischargeFacility Age
Less than 5 years 10 0.02% 0.01%
5-10 10 0.02% 0.02%
11-15 11 0.01% 0.01%
16-20 5 0.02% 0.03%
21-30 25 0.09% 0.08%
31-50 38 0.04% 0.07%
NAnnual Year’s
Depreciation Expense ($)Facility Size (GSM)
Less than 23,225.6 22 1,557,831.19
23,225.7-46,451.1 10 3,671,396.22
46,451.2-69,676.7 5 6,552,576.57
69,676.8-92,902.3 2 6,856,415.75
92,902.4-185,804.5 8 17,801,178.84
More than 185,804.5 4 57,324,842.21
Overall 51 9,591,583.57
NNet Depreciated
Plant and Equipment ($)Facility Size (GSM)
Less than 23,225.6 19 8,213,987.55
23,225.7-46,451.1 10 22,716,205.12
46,451.2-69,676.7 4 36,838,395.33
69,676.8-92,902.3 1 46,862,998.00
92,902.4-185,804.5 8 168,393,602.16
More than 185,804.5 3 534,400,622.60
Overall 45 79,436,846.17
Age of Facility N $/GSM% PreventiveMaintenance
% Repair/Breakdown
Maintenance
Less than5 years 10 43.98 70% 30%
5-10 14 43.03 58% 42%
11-15 12 53.65 53% 47%
16-20 6 54.71 41% 59%
21-30 45 54.29 47% 53%
31-50 48 57.37 45% 55%
MAINTENANCE
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Climate Zone $/Developed Acre $/Developed Hectare
US 1 (coldest) 5,579 13,786
US 2 6,758 16,699
US 3 7,708 19,047
US 4 3,830 9,464
US 5 (warmest) 2,430 6,005
CN 1 (coldest) -- --
CN 2 8,655 21,387
CN 3 8,691 21,476
US 4 (warmest) 6,796 16,793
Facility Setting $/Developed Acre $/Developed Hectare
Central business district 9,415 23,265
Secondary downtown location 7,837 19,366
Suburban area 6,360 15,716
Rural area 4,006 9,899
Facility Use $/Developed Acre $/Developed Hectare
Single Building 6,065 14,987
Multiple buildings, one location 6,511 16,089
Multiple buildings, multiple sites 7,663 18,936
MAINTENANCE
Roads and Grounds The maintenance of roads, grounds, parking surfaces and structures are also represented as dollar per developed acre or hectare. Snow or lack thereof, impacts the cost of maintaining roads and grounds as demonstrated by the climate zone chart.
$/Developed Acre $/Developed HectarePercentile N=48 N=48
90 15,477 38,244
75 9,332 23,060
50 4,725 11,676
25 2,129 5,261
10 1,064 2,629
Mean 6,493 16,045
Institution $/Developed Acre $/Developed Hectare
Academic or Research Hospital 10,654 26,327
Acute Care Hospital 6,424 15,874
Long-Term Care/Nursing Home 6,244 15,429
Note: Hospitals with a sample size of less than 5 are not included in the table..
Note: “Space within a building” is not included in the table because the sample size is less than 5.
Note: Business Park is not included in the table because the sample size is less than 5.
39 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
Facility Operating Current Replacement Value (CRV) IndexThe CRV index represents the level of funding provided for maintaining an organization’s portfolio of capital assets. This percentage is derived by dividing total annual maintenance by current replacement value and multiplying 100. The 1990 National Research Council report Committing to the Cost of Ownership: The Maintenance and Repair of Public Buildings recommends a budget allocation for routine maintenance and repair to be in the 2 percent to 4 percent range of aggregate current replacement value.
Maintenance TrackingIt is clear that facilities departments are getting their primary number of work requests electronically, which can include email. Direct telephone communication also ranks as a key means of obtaining work requests.
CRV Index %Percentile N=52
90 1.92
75 1.50
50 1.20
25 0.89
10 0.51
Mean 1.25
How Do Customers Request Work? (N=184)
Send request electronically
Contact a call center or help desk
Personally tell maintenance personnel
Fill out a paper request
Contact the individual FM function needed
Other
61%
40%
38%
16%
2%
35%
MAINTENANCE
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MAINTENANCE
Maintenance Management System UsedIn this chart are key productivity measures being collected by facilities departments. Staffing levels and the backlog of corrective work remain as top focus points.
Percentage
Maintenance Productivity Data Collected N=184
Response time for work requests 31%
Percentage of work orders closed on time 39%
Cost per square meter 38%
Number of service complaints 26%
Maintenance staffing per square meter 55%
Percentage of budget spent on breakdown (unplanned) maintenance 12%
Corrective backlog and PM completion 55%
41 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
Maintenance StaffingRespondents were asked to complete a detailed worksheet indicating the number of workers employed or contracted in the respective hospital operation. The worksheet was split into three categories: maintenance workforce (trades), maintenance management and administrative support. Custodial workers and groundskeeping staff were not included in this maintenance headcount. The data provided shows the number of FTEs based upon facility size, provision of labor, and number of shifts and days worked. Variation swings may be explained by cross training of different trades.
Facility Size (GSM) N Number of FTEs % In-house % ContractNumber of
shifts per dayNumber of
days per week
Less than 23,225.6 23 1.05 87% 13% 1.0 4.5
23,225.7-46,451.1 18 1.51 94% 6% 1.2 5.0
46,451.2-69,676.7 10 3.20 91% 9% 1.3 5.3
69,676.8-92,902.3 7 2.21 86% 14% 1.3 5.0
92,902.4-185,804.5 11 4.45 97% 3% 1.3 5.2
More than 185,804.5 10 8.18 100% 0% 1.4 5.3
Electricians
Facility Size (GSM) N Number of FTEs % In-house % ContractNumber of
shifts per dayNumber of
days per week
Less than 23,225.6 13 0.80 95% 5% 1.2 4.8
23,225.7-46,451.1 15 1.05 100% 0% 1.1 4.9
46,451.2-69,676.7 6 1.90 100% 0% 1.4 5.8
69,676.8-92,902.3 7 1.64 86% 14% 1.1 5.0
92,902.4-185,804.5 11 3.18 100% 0% 1.3 5.2
More than 185,804.5 9 6.78 100% 0% 1.3 5.3
Plumbers
Facility Size (GSM) N Number of FTEs % In-house % ContractNumber of
shifts per dayNumber of
days per week
Less than 23,225.6 8 0.61 81% 19% 0.9 4.1
23,225.7-46,451.1 5 0.82 100% 0% 1.0 5.0
46,451.2-69,676.7 3 0.87 100% 0% 1.0 5.0
69,676.8-92,902.3 3 1.70 67% 33% 1.0 3.7
92,902.4-185,804.5 7 2.71 86% 14% 1.0 5.0
More than 185,804.5 6 3.95 83% 17% 1.0 4.2
Controls & Low Voltage
MAINTENANCE
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Maintenance Staffing
MAINTENANCE
Facility Size (GSM) N Number of FTEs % In-house % ContractNumber of
shifts per dayNumber of
days per week
Less than 23,225.6 21 1.04 89% 11% 1.2 4.6
23,225.7-46,451.1 14 2.27 100% 0% 1.4 4.8
46,451.2-69,676.7 10 2.23 99% 1% 1.5 5.5
69,676.8-92,902.3 5 5.12 100% 0% 2.3 6.5
92,902.4-185,804.5 8 7.38 100% 0% 1.7 6.0
More than 185,804.5 9 8.51 89% 11% 1.7 5.6
HVAC & Central Plant Operators
Facility Size (GSM) N Number of FTEs % In-house % ContractNumber of
shifts per dayNumber of
days per week
Less than 23,225.6 11 1.59 100% 0% 1.7 5.6
23,225.7-46,451.1 11 3.57 100% 0% 1.3 5.8
46,451.2-69,676.7 7 6.57 100% 0% 2.3 6.5
69,676.8-92,902.3 4 7.24 100% 0% 2.4 6.2
92,902.4-185,804.5 11 11.64 100% 0% 2.2 6.6
More than 185,804.5 8 11.00 100% 0% 2.4 7.0
Stationery Engineers
Facility Size (GSM) N Number of FTEs % In-house % ContractNumber of
shifts per dayNumber of
days per week
Less than 23,225.6 11 0.84 90% 10% 1.1 4.2
23,225.7-46,451.1 11 1.57 100% 0% 1.0 4.9
46,451.2-69,676.7 7 2.08 83% 17% 1.2 5.3
69,676.8-92,902.3 5 1.80 100% 0% 1.0 5.0
92,902.4-185,804.5 8 2.88 100% 0% 1.0 5.0
More than 185,804.5 9 5.14 100% 0% 1.0 5.0
Carpenters
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Maintenance Staffing
Facility Size (GSM) N Number of FTEs % In-house % ContractNumber of
shifts per dayNumber of
days per week
Less than 23,225.6 76 2.39 99% 1% 1.2 5.1
23,225.7-46,451.1 14 4.96 100% 0% 1.3 5.4
46,451.2-69,676.7 12 4.80 99% 1% 1.9 5.9
69,676.8-92,902.3 5 7.80 100% 0% 1.8 5.8
92,902.4-185,804.5 8 18.05 100% 0% 1.9 6.1
More than 185,804.5 7 10.86 100% 0% 1.7 6.0
Generalists
Facility Size (GSM) N Number of FTEs % In-house % ContractNumber of
shifts per dayNumber of
days per week
Less than 23,225.6 4 0.42 71% 29% 1.0 5.0
23,225.7-46,451.1 5 0.59 80% 20% 1.0 5.0
46,451.2-69,676.7 6 0.89 80% 20% 1.2 5.8
69,676.8-92,902.3 6 1.00 100% 0% 1.0 5.0
92,902.4-185,804.5 4 1.40 100% 0% 1.0 4.5
More than 185,804.5 9 1.67 100% 0% 1.0 5.0
Locksmiths
Facility Size (GSM) N Number of FTEs % In-house % ContractNumber of
shifts per dayNumber of
days per week
Less than 23,225.6 10 0.77 95% 5% 1.1 3.9
23,225.7-46,451.1 9 0.91 89% 11% 1.0 5.0
46,451.2-69,676.7 6 1.46 84% 16% 1.25 5.0
69,676.8-92,902.3 6 2.00 92% 8% 1.2 5.0
92,902.4-185,804.5 9 2.00 100% 0% 1.0 5.0
More than 185,804.5 11 4.18 100% 0% 1.3 5.1
Painters
MAINTENANCE
44 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
Facility Size (GSM) N Number of FTEs % In-house % Contract% Exempt (Salaried)
% Non-exempt (Hourly)
Less than 23,225.6 16 0.72 94% 6% 69% 31%
23,225.7-46,451.1 12 1.10 92% 8% 69% 31%
46,451.2-69,676.7 9 3.67 100% 0% 38% 62%
69,676.8-92,902.3 6 1.67 100% 0% 71% 29%
92,902.4-185,804.5 11 2.45 100% 0% 57% 43%
More than 185,804.5 11 4.64 100% 0% 30% 70%
Facility Size (GSM) N Number of FTEs % In-house % Contract% Exempt (Salaried)
% Non-exempt (Hourly)
Less than 23,225.6 65 0.47 98% 2% 94% 6%
23,225.7-46,451.1 19 0.97 95% 5% 100% 0%
46,451.2-69,676.7 12 1.29 100% 0% 100% 0%
69,676.8-92,902.3 5 1.77 100% 0% 100% 0%
92,902.4-185,804.5 12 2.50 100% 0% 92% 8%
More than 185,804.5 11 3.95 100% 0% 90% 10%
Group Supervisor
Operations and Maintenance Manager
MAINTENANCE
Maintenance Management
Administrative Support
Facility Size (GSM) N # of FTEs
% In-house
% Contract
Less than 23,225.6 7 1.00 83% 17%
23,225.7-46,451.1 3 2.00 95% 5%
46,451.2-69,676.7 6 1.67 83% 17%
69,676.8-92,902.3 6 1.00 100% 0%
92,902.4-185,804.5 7 4.41 100% 0%
More than 185,804.5 9 2.78 98% 2%
Help Desk
Facility Size (GSM) N # of FTEs
% In-house
% Contract
Less than 23,225.6 37 0.41 97% 3%
23,225.7-46,451.1 17 1.01 97% 3%
46,451.2-69,676.7 9 0.91 92% 8%
69,676.8-92,902.3 5 1.20 100% 0%
92,902.4-185,804.5 12 1.90 97% 3%
More than 185,804.5 11 3.97 100% 0%
Administrative Assistant
45 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
Total Maintenance StaffBecause of the different sample sizes for each type of maintenance staff, the total maintenance staff does not equal to the sum of the numbers of all maintenance staffing categories.
Hospitals with a facility size of less than 23,225.6 GSM reported 0.005 maintenance staff per adjusted discharge, the highest number among all hospitals of different facility sizes.
While the critical access hospitals had the lowest number of maintenance staff per adjusted discharge (i.e., 0.001), Acute Care Hospitals reported the highest number of maintenance staff per adjusted discharge. This variation may be due to the number of reporting organizations that were Acute Care Hospitals, representing nearly 70% of the data sampled.
Facility Size (GSM) N # of FTEs
Less than 23,225.6 94 4.12
23,225.7-46,451.1 20 14.59
46,451.2-69,676.7 14 19.73
69,676.8-92,902.3 8 26.00
92,902.4-185,804.5 15 46.42
More than 185,804.5 11 83.50
Total Maintenance Staff by Facility Size
Total Maintenance Staff per Discharge by Facility Size
Facility Size (GSM) N Total Maintenance Staff/Discharge
Less than 23,225.6 59 0.005
23,225.7-46,451.1 13 0.002
46,451.2-69,676.7 9 0.001
69,676.8-92,902.3 5 0.001
92,902.4-185,804.5 8 0.001
More than 185,804.5 9 0.002
Institution N Total Maintenance Staff/Discharge
Academic or Research Hospital 11 0.002
Acute Care Hospital 66 0.004
Children’s Hospital 6 0.002
Critical Access Hospital 6 0.001
Medical Center 7 0.002
Total Maintenance Staff per Discharge by Institution Type
Note: Hospitals with a sample size of less than 5 are not included in the table.
Institution N # of FTEs
Academic or Research Hospital 15 63.05
Acute Care Hospital 113 11.75
Children’s Hospital 9 26.64
Critical Access Hospital 8 4.77
Long-term Care/Nursing Home 8 3.23
Medical Center 13 26.69
Total Maintenance Staff by Institution Type
Note: Hospitals with a sample size of less than 5 are not included in the table.
MAINTENANCE
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MAINTENANCE
Service Provision The majority of the study respondents (80 percent) rely on a separate department such as biomedical or clinical engineering to handle maintenance for medical equipment.
Medical Equipment Management Performed By (N=167)
In-house, separate biomedical or clinical engineering department
In-house, part of facilities operations
Contracted (not included in the facilities operations budget)
Contracted (part of facilities operations)
80%
4%
10%
5%
SECTION 4
Environmental Services
Environmental Services Costs
Environmental Services Staffing
Contractor Practices
48 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
ENVIRONMENTAL SERVICES
Environmental Services CostsEnvironmental 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 non-capital equipment. Labor is the major component of the cost, therefore any change in wages can affect the overall cost significantly.
Percentile $/GSM $/Discharge
90 88.60 722
75 62.36 329
50 47.91 159
25 28.58 81
10 19.65 32
Mean 53.44 273
N= 77 62
Environmental Services Costs by Percentile
BES
T I
N C
LASS
EnvironmentalServices Performed by: N $/GSM $/Discharge
In-house staff 60 56.52 259
Contracted service 5 43.77 196
Combination by both 12 42.39 256
Environmental Services Costs by Staff or Contract
Institution N $/GSM $/Discharge
Academic or Research Hospital 13 49.30 364.20
Acute Care 32 53.33 210.23
Children’s Hospital 5 36.65 282.28
Critical Access Hospital 8 27.94 85.87
Long-Term Care/Nursing Home 6 84.89 --
Medical Center 7 49.72 270.44
Environmental Services Costs by Institution Type
Note: Hospitals with a sample size of less than 5 are not included in the table.
49 BENCHMARK ING 2 .0 Health Care Facility Management Report © IFMA 2013
Environmental Services CostsUnlike the cost of maintenance and utilities, the cost of Environmental Services falls as the building ages.
Facility Age N $/GSM $/Discharge
Less than 5 years 11 71.08 231
5-10 10 54.93 279
11-20 12 54.82 193
21-30 15 48.23 398
31-50 25 43.77 293
Environmental Services Costs by Facility Age
Environmental Services Costs by Region
Country/Region N $/GSM $/Discharge
Canada 24 61.62 424
Mid-Atlantic 12 57.69 322
Midwest 5 24.22 --
North Central 11 34.63 134
Mountain 5 55.46 155
Pacific 8 77.34 125
Note: Regions with a sample size of less than 5 are not included in the table.
ENVIRONMENTAL SERVICES
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ENVIRONMENTAL SERVICES
Environmental Services CostAlthough labor is a major component of the environmental services cost, it only accounted for 46 percent of the total cost in this survey.
The second major component of the total cost fell into the “other” category. This may be contracted services, capital equipment, or sustainability activities.
(Note: respondents were not asked to specify, “other”)
Environmental Services StaffingEighty-two percent of the institutions represented in this study hired predominantly in-house employees to staff the environmental services function. Nine percent used contracted staff to perform this function, and another 9 percent used a combination of both.
Facility Size (GSM) NNumber of Environmental
Services FTEs
Number of In-House Employees Supervising Contract
Less than 23,225.6 32 11.20 1.0
23,225.7-46,451.1 15 34.30 1.1
46,451.2-69,676.7 9 53.41 1.0
69,676.8-92,902.3 5 91.34 --
92,902.4-185,804.5 8 140.83 2.0
More than 185,804.5 10 211.42 1.5
Number of Environmental Services FTEs/Discharge
Facility Size (GSM) N Mean
Less than 23,225.6 25 0.008
23,225.7-46,451.1 11 0.003
46,451.2-69,676.7 7 0.003
69,676.8-92,902.3 5 0.005
92,902.4-185,804.5 6 0.005
More than 185,804.5 9 0.006
Note: Results for the number of in-house employees supervising contract per adjusted discharge are not reported because the sample size is less than 5 for all facility size categories.
Labor
Cleaning Supplies/Paper Products
Supervisors/Staff Support
Day-porters/Matrons
Non-Capital Equipment
Other
N=174
46%
6%
3%
3%
2%
40%
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Terms of Contract (N=19) Contractor PracticesWhen contracted, health care organizations are mixed in terms of paying for performance or based upon tasks and frequencies.
Health care organizations who choose to contract out services tend to stay with a contractor for longer terms.
Contractor Provides (N=31)
Background Checks
Supplies
Equipment
Paper Products
48%
45%
39%
35%
Number of Years Contract has been in Place (N=18)
Tasks and frequencies
Performance based
11+ years
6-10 years
5 years
3-4 years
Less than 3 years
58% 42%
34%
22%22%
11%
11%
ENVIRONMENTAL SERVICES
SECTION 5
Waste
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Waste UtilizationWaste management has become increasingly important, as waste is often viewed as a measurement of overall business performance. The ability to manage and reduce waste impacts the bottom line.
WASTE
$/Discharge
PercentileSolid
WasteInfectious
Waste
Hazardous Waste
(Non-Pharma-ceutical)
Hazardous Waste
(Pharmaceu-tical)
ChemoWaste
Compostand Food
Recyclables (co-mingled) E-Waste
90 16.90 13.46 5.27 6.57 1.12 2.10 4.08 1.47
75 8.44 6.29 3.42 3.19 0.87 1.24 2.23 0.53
50 5.28 1.98 1.61 0.94 0.20 0.66 0.99 0.14
25 1.72 0.70 0.63 0.40 0.07 0.29 0.15 0.04
10 0.78 0.26 0.28 0.21 0.03 0.27 0.09 0.02
Mean 8.15 4.58 2.30 2.20 0.53 1.00 1.71 0.44
N= 42 26 26 27 14 7 14 8
$/KG
PercentileSolid
WasteInfectious
Waste
Hazardous Waste
(Non-Pharma-ceutical)
Hazardous Waste
(Pharmaceu-tical)
ChemoWaste
Compostand Food
Recyclables (co-mingled) E-Waste
90 0.35 3.63 15.68 14.14 8.73 2.26 0.33 1.65
75 0.24 1.67 3.60 6.91 5.34 0.17 0.17 1.19
50 0.15 0.89 1.80 3.26 1.17 0.13 0.11 0.65
25 0.11 0.72 1.09 0.93 0.61 0.11 0.04 0.46
10 0.07 0.46 0.46 0.74 0.56 0.09 0.02 0.30
Mean 0.20 1.45 5.21 5.97 3.71 0.83 0.15 0.89
N= 34 23 25 25 10 6 14 7
Cost per Pound
BES
T I
N C
LASS
Cost per Adjusted Discharge
BES
T I
N C
LASS
SECTION 6
Linen Services
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Is Linen Processed and Laundered at this Facility? (N=172) Linen ProcessedHealth care organizations by far contract out laundry services.
The table below shows annual linen processing cost by kilograms and by adjusted discharges.
LINEN SERVICES
Percentile $/KG $/Discharge
90 2.19 225.04
75 1.85 197.40
50 1.41 131.27
25 1.11 48.36
10 0.80 18.75
Mean 1.45 127.32
N = 37 34
Annual Linen Processing Costs
BES
T I
N C
LASS
No67%
Yes33%
SECTION 7
Operations
Cost of Operations
Customer Satisfaction
Productivity Measure
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Cost of Facility OperationsCombining the utility, maintenance and environmental services costs together will provide a facility’s cost of operations, another indicator of performance. These annual costs are broken out by square meters, adjusted discharges and FTEs.
Outpatient health care centers and long-term care/nursing homes rank amongst the highest. The total cost of operations is much lower for critical access hospitals.
Percentile $/GSM $/Discharge $/FTE
90 166.90 1,287.05 8,440
75 129.30 822.17 6,495
50 101.57 537.92 4,616
25 60.34 231.95 3,085
10 34.53 63.17 1,445
Mean 102.42 599.11 4,930
N = 170 109 100
Cost of Facility Operations by Percentile
Institution N $/GSM $/Discharge $/FTE
Academic or Research Hospital 16 104.01 765.91 4,496
Acute Care Hospital 111 99.65 572.46 5,266
Children’s Hospital 8 116.33 585.29 5,309
Outpatient Health Care Center 5 141.09 620.82 4,757
Critical Access Hospital 9 74.37 221.09 2,760
Long-term Care/Nursing Home 7 127.49 -- 7,368
Medical Center 10 101.14 562.59 3,495
Cost of Facility Operations by Institution
Note: Hospitals with a sample size of less than 5 are not included in the table.
OPERATIONS
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OPERATIONS
Customer SatisfactionOnly 40 percent of those surveyed conduct customer satisfaction surveys, the vast majority are doing them yearly using web based tools.
Conduct Satisfaction Surveys? (N=167)
No60%
Yes40%
Satisfaction Surveys: If Yes, How Often? (N=66)
Daily
Weekly
Monthly
Quarterly
Yearly
69%
9%
9%
2%
11%
Survey Format (N=67)
Web-based survey tool
CMMS generated
In-house electronic form
Paper
54%
15%
22%
43%
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Customer SatisfactionCommunication of work status, delays of work, and comfort rank as the top three customer complaints.
Electronic Hand-held DevicesOnly 12 percent of the hospitals reported using electronic hand-held devices for documentation of work orders and PMs
Most Common FM Complaints or Concerns (N=67)
Do Service Staff Use Electronic Devices for Documentation of Work Orders and PMs? (N=165)
Type of Hand-Held Device Used (N=20)
Communication of work status
Delays of work
Thermal comfort
Timelines
Aged equipment
Parts not available
Coordination of work
Number of repairs
Unpredictable failure
Inability to perform in-house
52%
40%
40%
37%
30%
10%
7%
7%
4%
4%
Yes12%
No88%
OPERATIONS
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OPERATIONS
Help Desk Do You Utilize a Help Desk? (N=182)
Is the Help Desk Integrated Across Multiple Departments? (N=81)
What is the Output of the Help Desk?(N=82)
Departments Supported by the Help Desk (N=53)
Yes45%
Yes65%
No55%
No35%
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KPIs Tracked Percentage (N=184)
Financial variation 58%
Service response 21%
Delays of work 5%
Man hour productivity 26%
Process variation 0.5%
Market rents 3%
Current Replacement Value (CRV) Ratio 28%
Preventive Maintenance (PM) 72%
PM completion rate 47%
PM accuracy 20%
FTE per square foot/meter 45%
FTE per piece of equipment 4%
Compliance 48%
Safety events 35%
Percent of vacant space 8%
Facility Condition Index (FCI) 34%
Waste audits 10%
Energy use 42%
Utility failures/Disruption avoidance 40%
OSHA logs 15%
Adjusted discharge 13%
Adjusted patient days 16%
Key Performance IndicatorsThis chart represents the number of health care organizations conducting key performance indicators in the referenced areas.
Which of the Following Departmental or Organizational Key Performance Indicators (KPIs) Do You Track?
OPERATIONS
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CAFM SystemOverall, 41 percent of the hospitals participating in this survey reported using a CAFM system. When facility size was taken into account, the results show that, in general, the larger hospitals were more likely to use a CAFM system than the smaller hospitals.
Based on the results from this survey, computerized maintenance management system (CMMS), space management, construction or project management, and asset management (FFE) were the top four applications for which the hospitals used a CAFM system.
OPERATIONS
Use CAFM System?Facility Size (GSM) N Yes No
Less than 23,225.6 97 25% 75%
23,225.7-46,451.1 21 38% 62%
46,451.2-69,676.7 15 60% 40%
69,676.8-92,902.3 9 56% 44%
92,902.4-185,804.5 16 81% 19%
More than 185,804.5 12 92% 8%
Overall 170 41% 59%
Does Your Organization Use a CAFM System?
CAFM Application Percentage (N=72)
Construction or Project Management 39%
Space Management 47%
Computerized Maintenance Management System (CMMS) 69%
Leasing 24%
Move Management 5%
Energy Management 14%
Asset Management (Fixtures, Furniture and Equipment (FFE)) 36%
Telecom 5%
Personnel Plans 11%
Security Plans 5%