By Carla Shade, Contributing Writer

Healthcare facilities management historically has been focused on mitigating the effects of critical issues – patching an aging pipe, repairing a downed elevator, conducting storm remediation and so on. The priority for managers and their front-line staffs was to correct the problems that arose rather than prevent them from happening in the first place. At the same time, many of the departments, teams and vendors who touched the built environment, such as construction, energy management and compliance, were disjointed and siloed. 

Without a strategy to coordinate disparate teams that contribute to one environment, healthcare facilities have no choice but to carry on with a disconnected break-fix model. Not only is this inefficient, but it leads to unnecessary spending and frequent disruptions to operations and patient care delivery, making it far more difficult for facility leaders to keep pace with the changing needs of the organization and the people it serves. 

It is difficult to keep up with reactive repairs, let alone forecast resource needs months or years down the road. As a result, leaders are often battling sky-high costs stemming from emergency fixes, unplanned downtime, accelerated equipment replacement, increased risks, and physical spaces that are not aligned with actual patient needs or organizational goals.

Unfortunately, this model is still the standard at many hospitals. It is time for that to evolve, which is the reason a growing number of healthcare leaders are embracing integrated facilities management. 

Any healthcare leader can name the common challenges forcing their organizations to find new ways to operate, including inflation, shifting regulatory mandates, aging equipment, a shrinking workforce, new sustainability goals and rising concerns around behavioral health. The ways healthcare facilities have been managed for decades are no longer adequate, and the ramifications of getting management right or wrong are profound, either driving or derailing patient outcomes, profits and many other organizational goals. 

The right balance starts with widening the lens of the physical environment and the way every element interconnects and builds on one another. 

Integration reshapes delivery 

While some aspects of healthcare facilities management — maintenance, regulatory compliance, environment of care — seem to go hand in hand, others traditionally have been siloed and work independently from one another. These aspects include: landscaping and grounds management; planning, design and construction; real estate management; safety and emergency preparedness and response; sustainability and environmental stewardship; capital planning; and supply chain and vendor partnerships. 

Integrating facilities management means inextricably linking each of these components to the next, and their success or failure impacts the whole system. Thinking of it like the human body, there are various systems – cardiovascular, nervous, lymphatic, respiratory — all working together. Neglect any of these systems, and the whole body suffers. Integrated facilities management is akin to a whole-body healthcare approach rather than treating symptoms as they arise. 

Related: Skills Gap Remains Wide in Facilities Management

For example, managers involved in building or renovating patient rooms also will need to heed regulatory scrutiny of ligature risks. The facilities team then would collaborate with safety, emergency management, and planning, design, and construction experts to ensure the physical spaces are ligature-resistant and meet patient and regulatory needs. 

Another example is real estate management. Many health organizations struggle to manage their property portfolio, but integrated facilities management bridges the gap between physical spaces and overall business goals. 

Collaboration fosters innovation 

The multidisciplinary approach to integrated facilities management can fuel innovation and creativity. It is only through close collaboration that facilities teams can fully grasp the interdependencies and complexities affecting one another. The benefits of an integrated approach can include: 

• aligned culture and goals among teams or departments 
• focus on preventive maintenance instead of chasing repairs 
• prioritization of outcomes, not output 
• better cost control, with sustained savings 
• improved regulatory compliance and survey readiness 
• extended asset life 
• improved forecasting accuracy for capital and resource planning 
• increased on-site expertise, reducing reliance on costly external contracts 
• greater buying power through a vetted network of suppliers and partners. 
• Integrating so many critical functions with precision and speed requires integrated technology, data capture and analysis. Computerized maintenance management systems should enable teams to track work orders, manage preventive maintenance schedules, measure performance, forecast operational and capital investment needs, and benchmark performance in the industry. 

The technology space alone is rapidly changing with the rise in artificial intelligence (AI). There is a transformative potential for AI to streamline processes and improve accuracy in regulatory compliance. Its predictive analytics can provide improved outcomes in operational efficiency and resource management. With the automation of routine tasks, AI also provides opportunities for facilities experts to focus on more pressing issues, such as safety management and infection control. 

The built environment is the foundation for any health system’s goals. With rising complexities and constant pressure to increase efficiencies at lower costs, integrated facilities management offers the most successful path forward for building and maintaining better healing environments. 

Carla Shade is vice president of operations at Medxcel, an integrated facilities management organization with a sole focus on healthcare.