Inside ASHE - Fall 2017 - 19

Avoid operating in silos-share success
and shortcomings with leadership and
peers and request their guidance and
recommendations.

facility managers, if they are honest
with themselves, are aware of some
of their shortcomings. If you struggle
with objectively analyzing your
shortcomings, seek out a trusted peer or
someone from your leadership team and
ask them for their perspective.
Once an improvement opportunities
list is compiled, attempt to narrow the
list to those that are best aligned with
your institution's goals and mission
and vision statements. A health care
facility manager performs an endless
number of functions routinely; these
functions, if measured, can be used as
benchmarks for a facility manager's
performance improvement. Regardless
of the metrics that are chosen to gauge
improvement "success," the metrics
must be measurable and objective in
nature. Opinions simply don't count!
The benchmarks must possess
definable outcomes. The outcomes
must be directly or indirectly influenced
by actions. If you cannot influence
the outcome, the measurement is
not a viable indicator of success. The
facility manager must be in the driver's
seat, directly influencing the metrics.
Others may provide guidance and offer
assistance, but the manager must be able
to steer the journey to success.
ASHE and its affiliated chapters
provide members a wealth of resources
that can assist facilities managers
in identifying and creating custom
performance initiatives. The process
toward improvement includes:
* Objectively benchmarking
performance against metrics in the
field or past outcomes

* Setting realistic improvement goals
that are measurable
* Creating and implementing an
improvement plan
* Actively measuring and continuously
assessing progress
* Modifying plans as needed
Avoid operating in silos-share
success and shortcomings with
leadership and peers and request
their guidance and recommendations.
Evaluate suggestions in an effort to
determine if plan modifications are
deemed appropriate. Don't define
success by a single indicator or a single
focus; cast a broad net.
A health care facility manager can
choose among many performance
initiatives and goals to accomplish or
improve on. The list includes the following:
* Professional certification or
designation. If you do not already
possess your Certified Healthcare
Facility Manager (CHFM) or Certified
Healthcare Constructor (CHC)
certification, set aside time daily
toward improving your body of
knowledge in preparation for the test.
Consider performing the appropriate
measures toward qualifying for ASHE's
senior or fellow designation (SASHE
or FASHE) by contributing to the body
of knowledge in the field through
presenting, publishing, and serving
on boards, committees, or task forces.
To volunteer for ASHE task forces and
other volunteer opportunities, visit
www.ashe.org/volunteer.
* Operational. Operational metrics
can include staffing turnover rates,
overtime rates, utility and equipment

up-time percentage, average work
order completion time, preventive
maintenance completion rates, project
on-time completion rates, utility
consumption metrics, employee
injury rates, and the total number of
non-compliant regulatory findings.
* Financial. Financial indicators
can include metrics that measure
improvement for labor, total
maintenance and repairs, purchase
services expenses per square-feet,
energy procurement cost per units or
consumption per square feet, project
cost variance, or the ability to stay
within operating budget parameters.
All of these can be potential
performance improvement initiatives
that you can track and work toward
incremental improvement.
* Customer satisfaction. Satisfaction
indicators can include employee,
independent service provider
(physicians and other clinical
business partners), and patient
experience scores.
* Regulatory. Regulatory metrics
include your track record as it relates
to the accreditation surveys process.
There is no prescription for
improvement initiatives; the key is
identifying an area of opportunity
that could be affected by your actions.
After the metric has been identified,
continuously work toward incrementally
improving the outcomes compared
to past performance. Adopting the
philosophy of "I want to be better than I
was, but not yet as good as I eventually
plan to be" can be a foundation for
true success.
www.ashe.org 19


http://www.ashe.org/volunteer http://www.ashe.org

Table of Contents for the Digital Edition of Inside ASHE - Fall 2017

Letter from the president
What’s new
Pop quiz
The measurement of a health care facility manager: How do you define success?
Creating a program to identify and monitor pressure dependent spaces
Critical considerations for specifying a building automation system for health care
Bright ideas: LED renovation at Boulder Community Health
Selecting the right fire extinguisher for operating rooms
Still battling reheat energy in hospitals: Short- and long-term ideas for hospitals’ biggest energy use
The financial impact of variable speed ventilation controls in hospital kitchens
Data driven culture fuels University of Florida Health’s success in energy and operational optimization
Energy management in a critical access hospital: How Barnesville Hospital reduced energy consumption by 39 percent
Value analysis: Improving operating margin through cost savings
Member spotlight
Advertisers’ index
Inside ASHE - Fall 2017 - Intro
Inside ASHE - Fall 2017 - bellyband1
Inside ASHE - Fall 2017 - bellyband2
Inside ASHE - Fall 2017 - cover1
Inside ASHE - Fall 2017 - cover2
Inside ASHE - Fall 2017 - 3
Inside ASHE - Fall 2017 - 4
Inside ASHE - Fall 2017 - 5
Inside ASHE - Fall 2017 - 6
Inside ASHE - Fall 2017 - 7
Inside ASHE - Fall 2017 - 8
Inside ASHE - Fall 2017 - Letter from the president
Inside ASHE - Fall 2017 - What’s new
Inside ASHE - Fall 2017 - 11
Inside ASHE - Fall 2017 - Pop quiz
Inside ASHE - Fall 2017 - 13
Inside ASHE - Fall 2017 - 14
Inside ASHE - Fall 2017 - 15
Inside ASHE - Fall 2017 - 16
Inside ASHE - Fall 2017 - 17
Inside ASHE - Fall 2017 - The measurement of a health care facility manager: How do you define success?
Inside ASHE - Fall 2017 - 19
Inside ASHE - Fall 2017 - Creating a program to identify and monitor pressure dependent spaces
Inside ASHE - Fall 2017 - 21
Inside ASHE - Fall 2017 - 22
Inside ASHE - Fall 2017 - 23
Inside ASHE - Fall 2017 - Critical considerations for specifying a building automation system for health care
Inside ASHE - Fall 2017 - 25
Inside ASHE - Fall 2017 - 26
Inside ASHE - Fall 2017 - 27
Inside ASHE - Fall 2017 - Bright ideas: LED renovation at Boulder Community Health
Inside ASHE - Fall 2017 - 29
Inside ASHE - Fall 2017 - 30
Inside ASHE - Fall 2017 - 31
Inside ASHE - Fall 2017 - 32
Inside ASHE - Fall 2017 - 33
Inside ASHE - Fall 2017 - Selecting the right fire extinguisher for operating rooms
Inside ASHE - Fall 2017 - 35
Inside ASHE - Fall 2017 - 36
Inside ASHE - Fall 2017 - 37
Inside ASHE - Fall 2017 - 38
Inside ASHE - Fall 2017 - 39
Inside ASHE - Fall 2017 - 40
Inside ASHE - Fall 2017 - 41
Inside ASHE - Fall 2017 - Still battling reheat energy in hospitals: Short- and long-term ideas for hospitals’ biggest energy use
Inside ASHE - Fall 2017 - 43
Inside ASHE - Fall 2017 - 44
Inside ASHE - Fall 2017 - 45
Inside ASHE - Fall 2017 - The financial impact of variable speed ventilation controls in hospital kitchens
Inside ASHE - Fall 2017 - 47
Inside ASHE - Fall 2017 - 48
Inside ASHE - Fall 2017 - 49
Inside ASHE - Fall 2017 - 50
Inside ASHE - Fall 2017 - 51
Inside ASHE - Fall 2017 - Data driven culture fuels University of Florida Health’s success in energy and operational optimization
Inside ASHE - Fall 2017 - 53
Inside ASHE - Fall 2017 - 54
Inside ASHE - Fall 2017 - 55
Inside ASHE - Fall 2017 - Energy management in a critical access hospital: How Barnesville Hospital reduced energy consumption by 39 percent
Inside ASHE - Fall 2017 - 57
Inside ASHE - Fall 2017 - Value analysis: Improving operating margin through cost savings
Inside ASHE - Fall 2017 - 59
Inside ASHE - Fall 2017 - Member spotlight
Inside ASHE - Fall 2017 - Advertisers’ index
Inside ASHE - Fall 2017 - 62
Inside ASHE - Fall 2017 - cover3
Inside ASHE - Fall 2017 - cover4
Inside ASHE - Fall 2017 - outsert1
Inside ASHE - Fall 2017 - outsert2
Inside ASHE - Fall 2017 - 70
Inside ASHE - Fall 2017 - 71
Inside ASHE - Fall 2017 - 72
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Inside ASHE - Fall 2017 - 75
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