Hear how New Jersey HHS is making their CMMS data work for them!

It's just about one o'clock. Again, thanks for being here. My name is Jennifer Perkins, from Brightly Software, and I'm really excited to be joined today by Christian Casteel of the New Jersey Department of Health and of Human Services. He is a a fantastic, storyteller, and I really am excited for you to, to be able to hear his story. So the webinar is titled advanced asset management. Hear how New Jersey is making their CMS work for them. We are need to just tell you a few logistics before we get started. This webinar is being recorded and will be posted on the NAFSA website in a couple of days. If you've got questions during the presentation, please feel free to submit them via the chat box on your dashboard. Or following the presentation, feel free to raise your hand. And once recognized, unmute yourself, and you can ask your question out loud. We will answer questions at the end of the presentation. I'm here as a government specialist, industry principal with Brightly Software. I've joined Brightly in the February of twenty twenty four. My past history, I've worked at every level of government, state, local, and federal. And, right now, I focus and spend my time with state and local governments, to be able to be more efficient using state of the art solutions to manage public assets as well as helping with long term planning. And I'll let Christian, introduce himself. He I am particularly excited excuse me. I am particularly excited to have him here today because of the, in engineer in in very different ways that he's using the CMMS data that he's already collecting through his, through Brightly and being able to utilize that in a bunch of different ways that help him with compliance and warranty and closing out construction projects and things like that. So super excited to introduce you, Christian, and, I'll hand it right over to you. Alright. Thanks, Jen. Hi, everybody. My name is Christian Castillo. I'm the director here at the office of property management construction at New Jersey Department of Human Services. I've been with DHS for about eighteen years. I started in one of the electric shops at one of our facilities, kind of worked my way up into our property owners team and started off managing projects, putting together capital budget requests, and now we oversee the unit. We have, we actually support two different state agencies in New Jersey, Department of Health and Department of Human Services. All told, we have about three hundred active construction projects going on at any time, and those are at, over ten facilities. So I'm gonna kinda go through this the slides here today and tell you a little bit about our usage of Asset Essentials, which is currently deployed at most of our sites. We'll talk about some of the challenges that we've had, some, some of the, uses that we're, trying to blend to other processes that are part of our unit functions, and then we can talk about some of the challenges and some of the methods that we're employing to try to overcome that. So we'll start off with the background and challenges. As we just talked, we'll talk about some basic CMMS uses that we've been utilizing for over ten years now. Some of the advanced usage, has been part of our more recent strategy, some pilot projects that we have going to sort of deploy some of those advanced CMMS functions, and then what our long term vision is for the future. So just background. So we manage the environment of care for ten facilities across two two state agencies. Those are include New Jersey's psychiatric hospitals and developmental centers, and then we also have a smaller facility that provides care and training for individuals with visual impairments. Each building has each campus has dozens of buildings associated with them and on average from about two hundred to four hundred clients being served at each facility. Some of our facilities are very old with the oldest being built in eighteen forty eight, and then we have some newer facilities. You probably see the picture on this slide is Greystone Psychiatric Hospital, which was built in two thousand and six. And our annual capital budget request around five hundred and sixty million dollars for each department. So let's talk about some of the challenges. So we we're now currently using a system called Asset Essentials, and that's been through several acquisitions and different programs over the years. There used to be a program that was internally developed by the state in use in the nineties that was phased out eventually. And around two thousand and twelve, we started, utilizing a web based, CMMS system. And so some of the challenges that we had with getting, moving from that state deployed, really just a work order generating system into a proper CMS program is that we hadn't had any experience for that before, so there wasn't really a means for tracking preventative maintenance. They facilities were really just utilizing an old DOS based program to generate work orders on an ad hoc basis. It wasn't really efficient. It didn't allow us to gain any kind of analytics from the work being performed. So and that that also deprived us of the ability to take a look at those analytics and make decisions based on the data that those yielded. And then we have a lot of different deferred maintenance, and we'll get into some of that in a moment. But one of the challenges was taking those processes and all of the various statutory requirements that were held up to as health care facilities and sort of creating preventative maintenance schedules that aligned with those various requirements so that we could try to get out of the reactive maintenance mindset and sort of into a proactive or even predictive maintenance mindset. The other the other challenge that we had is that we were increasingly getting requests from office of management budget or the capital commission to justify our capital needs. So we were looking for a system that would be able to provide us with any kind of reporting or analytics to help achieve that. So we'll talk about that in a little bit too. And then one of the other major challenges that we have, which is really still a challenge, is that for decades or, in some cases, over a century, some of our facilities have been operating really as a stand alone unit, and they have a tendency to see central office oversight as sort of intrusive. And so we're trying to work together to unify processes across all these different facilities that have different different org structures and different cultures. So I pulled up here just a list of these are all of the various AHAs and requirements that we have to comply with for the state's developmental centers and psychiatric hospitals. I won't go through each and every one of them, but as you can see, they're pretty voluminous. We have federal accrediting requirements that are necessary for our hospitals to function. We have regular code requirements that are part of IVC and NFPA. We have fire code requirements. We obviously have to comply with PIOSH and OSHA requirements. We have boilers, and we have to comply with boiler and pressure vessels. And then we have a a variety of various environmental permitting requirements as well. So taking a look closer here, we have some just kind of this is a overview of what are we're using the CMMS for at a basic level. These are eight of the ten sites. We do have one smaller site that doesn't use the program at all, and we do have another site that has been purchasing licenses and hasn't actually been using it. So but as you can see here, there's sort of a distribution with the orange bar indicating preventative maintenance work orders and then the blue bar indicating reactive maintenance work orders. So as you can imagine, staffing resources in the public sector can be a challenge, and oftentimes, we're chasing down problems and performing more reactive maintenance. But you'll see here that some facilities have actually gotten to the point where they're able to now start doing more preventative maintenance than reactive maintenance. So that's a good thing. So, you know, we we utilize the system currently for we're we're creating reactive maintenance work orders, and those are generated from requests from a range of people within the organization. Some facilities dispense request or licenses out to everybody as part of their philosophy that everybody is responsible for the environment of care for the psych hospital patients and DC residents. And then some some of the facilities restrict that access to maybe one person per building can put in a request. So then we have preventative maintenance. Those are generated on schedules determined in collaboration between the facility maintenance departments and our team. And then there's some other functions that the that our current software provides that are maybe being utilized to a lesser extent. We do have a couple of facilities that are using it to track vendor information. We don't quite have quite the penetration of use of the use of the inventory side of the software just yet. That's something that we're working on. But we are able to track labor costs as we can assign the various staff that are working on these projects. We can assign vendors that are working on the projects. And what that tells us is it it can help us take a closer look at, on average, what are we spending per year. So assuming that the facilities are providing us with timely information about the salaries of their maintenance employees, we can actually generate a look at, assuming they're entering the data timely, how much labor and material is being spent on a particular asset within the system. We can also see downtime reports. We recently rolled out new analytics features and reporting, and we also are now in the process of assigning work orders to particular assets so that you can pull up an asset and see all of the work done on that particular report. And we're also in the midst of rolling out a more robust survey of our assets within each facility. So things like facility conditions assessments can assist with that. And that allows us to do things at a glance. Like, we're putting together a capital budget request, and we need to quantify the number of fan quote units in a building. Now we can actually go to do that, and we don't have to reach out to somebody at the site and bug them. As long as the information's in there, we can pull it up and run a report on it. Alright. So then some of the other advanced topics for CMMS use, those are those are topics where we saw a potential for synergy between our current unit functions and some of the features that exist in our current CMMS software and how those interplay with certain regulatory requirements that we're required to maintain. So the first one is the state of New Jersey allows for facility maintenance departments to have an annual construction permit, and we'll go over the specifics of those requirements in a bit. But we're able to use this as a tool to show compliance for maintaining the documentation necessary that under state law for our annual construction permits. The second topic is having to do with documenting institutional knowledge. So you're losing staff. You have retirements. You have, you know, other retention issues. So you're able to actually include photos, locations, specific pieces of information that are gonna help new staff be able to kind of pick up and hit the ground running, know what was done on a piece of equipment before, and you're not having to rely on that email chain or archives or paper folders about a particular piece of assets. Everything is under one roof. We also are working on integrating this into our capital construction project so that we're not making our systems obsolete as far as what assets are in the system. As we complete projects, we're now making this a part of our closeout activity so that we can make sure we're maintaining warranties. And then one of the other uses is we're we've been asked to supply reports to both our office of legislative services and OMB for various audits performance audits that are done on the facility. So we've been utilizing for that, and we'll go through I have a slide for each of these topics. So under New Jersey law, our annual construction permit allows us to perform all work that normally requires a permit. We have to make sure that we're engaging engineering services for design. And the main requirement as it pertains to a CMMS is that we are maintaining a permanent work record, and each facility's maintenance office has to have that available at the time of the inspection. And, currently, those are semiannual. So one of the benefits that CMMS provides is that now we have this archived record. We can go back as far as we need to. We're not relying on somebody filing it in a shared folder or putting it a paper file somewhere or digging it out of their email records to show we can attach photographs of work. Right? So when it looks at what's actually required here, it's the the statute requires us to have the date, a brief description, and photographs of the work. We actually can go beyond that with the CMMS. So there is the opportunity to upload photos. We can demonstrate the origin of the request. So, for example, we can see, did it originate from a requester in that works in one of the buildings? Did it originate from maybe an AHD citation? It gives us that history and that background so that we can tell a fuller picture about what the origin of that work is. We can have the maintenance staff input an action taken to complete the assignment. We can we can also take a look at how many hours it took to do that work. So if you're trying to plan resources for a similar project in the future, you now have a basis for comparison. We also we also can demonstrate who worked on the project in case DCA has any questions about whether or not that particular person is covered under the annual permit license where they have the appropriate permitting or licensure to do that work. And then we could also we haven't done this yet, but the option is there. We we don't wanna clutter up the system too much because some drawing files can be quite large. But we could, in theory, attach drawings for the projects. We tend to keep them separate, but we can include plan review numbers or any other numbers that DCA can then use to reference to see that, hey. This project did go through a code review. It's not required for annual permit work, but we could always include that information in there so that they know that somebody on their plan review team looked at it. So documenting institutional knowledge. So we have we have issues with attracting or training knowledgeable staff. And one of the things that we're seeing and I'm hearing from a lot of people both in, you know, contractors and their companies, engineering firms, and also many of our facilities is that we're seeing this missing middle. Right? We have a lot of people who are deeply experienced but are on the edge of retirement, and then we have some new employees coming in that are interested in public sector work, and they don't maybe have as deep of a skill set. So one of the challenges with that is that since we don't always get the entirety of our capital budget request, We're averaging about two to three percent of our requests every year. We have a lot of vintage equipment. So that equipment is gonna require KSAs and, you know, expertise that maybe isn't being taught currently in trade school or or maybe it's, you know, an an opportunity to learn that maybe somebody who's coming in new wouldn't necessarily have if they had, say, started in the private sector or with a different entity. So what the CMMS allows us to do is really keep all of that knowledge under one roof so that they can take a look at what work was performed. We can include any any array of piece of information about this particular asset to provide kind of a depth of information that somebody could go back in and take a look at even if they were wholly unfamiliar with that particular piece of equipment or even the preventative maintenance work associated with it. Right. So the next piece has to do with how you can utilize the CMMS to integrate into your existing capital construction projects. So this is something that's fairly new. We only just started doing this within the last year, but we're in the process of doing facility conditions assessments at some of our sites. And I realized that we're also installing new equipment at those sites. So we just got done surveying everything. We now have a facility where we have barcodes on all major pieces of equipment. And what I wanted to make sure that we're we're not doing is making that effort obsolete. Right? So I thought, how can we capture that? And there are several benefits to doing that. So one of them is that you just have all this new equipment. Now you can capture that new equipment as it's coming in. In many cases where we haven't done facility conditions assessment or we haven't fully deployed barcodes on assets, we and last entered that information maybe a decade ago. So now we can make sure that as we're closing out the project and installing a new piece of equipment, whether it be a chiller or a new air handler unit, we can capture that new information, get the supplier information, the make and model, all of that entered in so that it's correct. And now we're not relying on sort of a a means book estimate for a particular vintage piece of equipment. We actually have newer data that we can reference. So that that's one of the first benefits. And then the the other thing too is that so you will likely have an o and m manual, and that's gonna have required preventative maintenance on that particular asset. And if you're not intertwining your CMMS program into what you're doing at the project level, you risk maybe not completing a particular task that would be required to help you maintain that warranty. So integrating that process with your contractor closeout is something that we've been working on. So we get our O and M manuals back. So far, we've internally been identifying what are the major pieces of equipment that definitely need to make sure that we enter them into the CMMS. Obviously, we don't wanna enter smaller pieces of equipment that maybe aren't getting that same level of preventative maintenance. But the large pieces of equipment that have extensive warranty requirements, we wanna enter those. Right? We wanna show that there. So we can capture those so that we're maintaining our warranties. We can upload copies of the warranties, right, so that if anybody needs to go to it in the future, they're not have to dig through another file for it. Kind of you're gonna see a unifying theory of some of the things we talk about today is trying to use our CMMS to try to keep things under one roof when possible. So we can include, you know, product cut sheets and submittals as attachments to those. We can enter in the vendor information associated with the particular vendor. So now that is further deepening that pool of vendors that is in the system that the facilities can then utilize if they need to do work in the future. They have additional names that they can call. They can quickly recall the information about who installed that equipment. So that's all a benefit to them. So, you know, the benefits, we're not missing any PM required for maintaining warranty. We can now show downtime trends on new equipment. So this is another piece too. You just install a a piece of equipment. And how many times have you really been in a situation where a new piece of equipment has failed and you don't have the information readily available or you're having to manually put that together about that piece of equipment failing, well, now if you get it into the system right away, you have you should have a means to run a report to show exactly what that downtime is. That's gonna help you in discussions with your your warranty holder. So the O and M manuals, that's obvious information. You're generating a PM. Oftentimes, those PMs are just based on industry standards, but you could actually take the specifics from your O and M and capture them in real time while it's fresh in everybody's head. And then the last benefit of that being you now have your key project information available to everybody and your documentation under one roof. Alright. Then we also talked about using this for audits. So we sometimes get business level audits from our office of legislative services or office of management budgets. And what we found was that the facilities who were regularly entering in the reactive and preventive maintenance work orders into the CMMS, they were having an easier time articulating to OMV for the purposes of satisfying an audit question why a certain number of staff were needed, why x dollars was spent on a particular engagement with a contract vendor to to perform that work. So by having that information in the system, we were able to more quickly respond to them. And they actually in in some instances, one of our developmental centers, the OLS auditor liked it so much, they actually came back with a ton of recommendations to suggest how we could utilize that further. And now that's actually helped to improve the utilization at that particular developmental center. They're actually now doing a better job of tracking contractor or or vendor labor, which was something that they were mostly focused on tracking internal labor before. And one of the things we'll get to in a minute or later on in the presentation is that some of our facilities are putting in requests to justify their staffing levels, or they're utilizing over overtime to complete non routine projects with internal staff, or they wanna buy additional equipment to maintain as attic stock for high mortality parts. So now the CMMS tool allows them to have a better track record to help justify that to an auditor. So, you know, in the case of staffing levels, right, sometimes even making a strategic decision about where do you wanna add staff. You might have an instinctive view of where that staff should be placed, whether you need somebody in the electric shop or somebody in your Mason shop. But now you have data to back it up, and that data can show, you know, a variety of topics. It can show where your the majority of your work orders are going. It's gonna show where your equipment downtime is and your time to completion. Right? So your time to completion, if you see that starting to trend up, that might signify that there's some kind of issue with your staffing levels. Maybe you don't have enough staff necessary to complete that work in a timely manner. So those are all tools where you could use that to justify new staff or justify your current staffing levels. And then the use of OT, now if you have all of your labor being tracked in the CMMS, you can actually now better demonstrate how the cost of using that OT for in house staff is more cost effective mechanism for completing the work than maybe going up to an outside vendor where that expertise lies within your in house staff. And then, you know, showing the, you know, the the the frequency of repairs would also allow you to make or justify certain equipment purchases for that attic stock. Right? And you can even show use reports that such as downtime analysis to to help justify that request. So, you know, if a facility, their engineering department is putting in a request, and and one of the things we see frequently is they sometimes get pushed back from the business office. Didn't we just buy this? Right? Well, now you have a little bit of additional data to justify that request. So we have a few other advanced CMMS uses. So one has to do with environmental compliance reminders. The other, we somewhat touched upon, which is warranty requirements and then NFPA required tests. So I have a a somewhat nonexhaustive list here, and I won't go through every single thing, but just going over the variety of environmental permits that we have to comply with at our facilities. So we have air permits. We have wastewater treatment plants at some of our sites. They have a variety of different discharge permits. We have some facilities that are very rural, and they operate off of wells and are considered public community water systems and have a variety of treatment components. We have, you know, system stormwater management systems. We have some large volume fluid storage, and then we deal with some of the environment other environmental shifts such as hazardous release and soil remediation. We have some historic landfills, and we also have a one site that has a reservoir with a dam associated with it. So all of the permits that are associated with all of these various components, they're all quite complex. Some of them are a hundred pages, and our facility maintenance teams frequently tell us that they have challenge even reading through those permits and understanding what the requirements are. So one of we sort of took a case example where we had a facility that has a title five air permit, sort of a high emissions facility. They had a retirement of their former boiler house operator who used to fill out all of the reports, and and they used to do a lot of the environmental reporting in house. So after he retired, the board was a great boiler operator, but not that great with a computer, didn't really understand all of the environmental permitting requirements. So one of the things that we did is we sort of leveraged we have a rotating two year contracts. So we reached out to an environmental compliance consultant, and we have them put together sort of what we call a cheat sheet or a compliance calendar. And what they they basically went through the permits, and they distilled it down into a nice, easily digestible Excel file. It still had a lot of different rows, and they broke it out versus monthly, quarterly, semiannual, and annual compliance requirements. And one of the things we thought when looking what that was, oh, this information should absolutely be in the CMMS. Otherwise, you're relying on somebody to remember to look at the spreadsheet in order to know what the requirements are. So we turn that over to them and, you know, suggested that, hey. We're we're inputting these various compliance tasks into the CMMS, and those include testing and report submissions. So if you have, you know, fuel tanks, are you you're periodically checking the pressure on them. Right? Are you doing stack tests on your boulder breaching? Any kind of data collection that's happening, any kind of inspections, monitoring, and maintenance plans. Here in New Jersey, we do environmental justice and community impact statements that are due at specified frequencies. So all of those tasks, we're in the process of mapping out as preventative maintenance items that are on a schedule where facility staff are getting push notifications for in the CMMS, and it allows us to stay on top of that and make sure that we're not missing a an important deadline and then being subject to any kind of citations and or penalties. So, you know, the the facilities, they used to track it, but it was inconsistent on various systems. Some of them had word files. So what this provided the opportunity is to create a more uniform way in which we handle that. So the facilities now you know, they benefit from having this be in the permanent record. So, you know, to kind of referencing back to what we talked about before regarding that institutional knowledge is now if there's somebody else coming in, they can look back, and they can see the history associated with all of that equipment. There's there's no more forgetting of those milestones. There's always, you know, opportunity for human error, but at least people are getting notifications. And as long as we're getting contacted when people retire and ask to reassign any PMs associated with them, those should just go and and start being transmitted to the next person who's taking over that role. We we can show everything that we've done to complete it. The ability to attach documents is really helpful. So, for example, if we have any kind of test reports, we can include them. And, again, you know, that that major benefit of having all of your compliance documentation in one place is really helpful. So we talked a little bit before. We kinda talked about warranty requirements as part of the integrating of your capital budget process or your your capital project process into your CMMS data entry. So just to give you some additional examples. So we had a couple of instances where roofing manufacturers were giving us some flack about inspections on newly installed roofs not being performed in a timely manner. So that was what sort of made us take a look at that process and see how can we build this into our CMMS in a way where people aren't forgetting. So now as we were getting that information, we can start generating. Well, we typically generate three things. Right? So now as part of our closeout, we're generating a new vendor to the extent that that vendor hasn't been used by the facility before. We're generating a new asset for that new equipment and then an associated preventative maintenance schedule for that asset. So now we do that. We started doing it as part of our in house support for the facilities as part of our closeout process to them. But one of the things we're looking at doing in the future is actually building that into our consultant scopes of work so that when they're preparing bid documents, they're actually identifying much as they would with a warranty log or a submittal log key warranty requirements that the contractor would submit separately from the O and M manual to sort of make it a little bit easier for the facilities to know what data they need to enter so they don't have to sift through a thousand a thousand page O and M manual or something like that. So that's one of the processes that we or one of the some of the feedback that we got from the first couple of these sort of integrate integration sort of test cases that we did was that the facility had a really hard time digesting what what equipment from the o and m manuals needed to get into the CMMS. And in a lot of cases, our technical staff working at the facility engineering departments aren't doing CMMS data entry. They're usually delegating it to somebody who's a support staff. So they may not have that same level of expertise. So that was one some of the feedback that we got, and we're in the process of modifying that. And we'll start including that in future scopes of work for our, design consultants to make sure all of that is separated or bifurcated in a way where we can just turn over that single stand alone document to the facility, and whoever they assign that data entry to on the CMMS side should be able to follow along pretty closely. So as I'm sure many of you here, you probably deal with a variety of NFPA required testing and inspections. So one of the one of the things that we're using the CMMS for is really just to demonstrate to both the state fire marshals and the variety of AHAs that inspect our facilities that we are performing testing on the required intervals, and we utilize preventative maintenance schedules for that. So we're testing a number of systems from standby generators to fire alarm and suppression systems, pumps, hydrants, extinguishers. We also have a couple of sites that have medical gas and suction systems. Those get separate inspections. We have backflow preventers, elevators. And so we're capturing now almost all of our facilities are utilizing the CMMS program to send PM reminders to make sure that that testing is getting completed on time. One of the recommendations I would have associated with that is plan it as you normally would if you even if you weren't using a CMMS for earlier in the month. Right? Start at the beginning of your test window, and then that makes sure that, you know, if you get that notification about a PM being due, it's early enough in the cycle that you have time to test it if if it slips through the cracks or somebody's on vacation. And, you know, again, this allows us to document all of the compliance requirements. We can upload fire alarm test reports into the system if if anybody chooses, or they could add additional information that allows them to locate that somewhere else if those reports are large and we don't wanna clutter up the CMMS. And, you know, it allows us to prove to the various ASJs that everything's been performed on time and compliant. So next up, there's wanna talk a little bit about analytics and reporting as part of our advanced CMS use, and this is one of the areas where this is very much still in in progress. So we recently rolled out training for the analytics and reporting modules within our CMMS, and we extended that not just to the maintenance teams, but we extended it to the facility leadership as well. So their CEOs, their business managers, because we wanted them to understand what kinds of reports were available within the system. And this way, they can kind of either send us ad hoc requests or pull the reports themselves. And they also know that if they're asking for this information from the facility maintenance teams that it does exist, they can get it. So we we've been using this like, one of our goals is to compare demand and capacity. We talked a little bit about using the CMMS to justify FTE requests for more staff. So and Corus Psychiatric Hospital, which we'll talk a little bit about, they're they were being challenged by their CEO. Show us exactly where you need the staff. Give us documentation to support your request. So we started a pilot program, which we'll talk about more in a minute. And the goal is really to make sure that that is accurately reflecting all of the work being done so that our FTE requests are rooted in hard data and the totality of assets collected. The the other thing that we had been requested was to show downtime by asset class. Right? That's that's part of also the justifying the FTE request. For example, if you're seeing a lot of HVAC equipment down, that might be a sign that perhaps you need to staff more people in your HVAC department rather than, you know, putting people in the Mason shop or the electric shop. But you would use data to drive those, hiring decisions. And then one of the challenges that we struggle with because we did talk about sort of cultural variations from each facility that we manage is sort of creating data standardization and consistency across the facilities. So one of the challenges we run into is for the last ten years that we've been using the system, the facilities for example, the work order form has four different kind of drop down menus that you can select from. They're called category, class, type, and problem. Right? So they might actually indicate that it's part of the electric shop, but they're putting that in column one rather than or or in the type column or type drop down menu rather than the problem. So what we found is that when we're running those analytics, we're sometimes not capturing all of the data because it's being not stored consistently and not entered in the right spots. So we're sort of embarking on, in the coming year, sort of a a data harmonization process to get everything standardized and create some sort of automated, like, cascading drop down. So, for example, somebody might identify what shop they think that work belongs to when they submit a request, and then it might trigger a subsequent drop down menu where if you select electric shop, now you get a variety of problems that would come up that maybe the electric shop would typically handle, like lights out or, you know, breaker tripped or something like that. So we want those to be logical so that the requesters putting in those work order requests for reactive maintenance can kind of easily follow along, and they don't have to guess whether or not, oh, should they be putting electric shop under this particular drop down menu or the other one? And it should unify our reports, but that is an issue that we have. Sometimes when you have multiple sites, you have to really create a standardization for how you perform your data entry. So, you know, we we talked a little bit about some of those challenges. So adoption is sort of an ongoing continuous improvement process. So, obviously, we talked about workplace cultural barriers. And so what are some ways that you might be able to assist with that? So, obviously, one of the key elements to dispelling workplace cultural barrier challenges would be to demonstrate how the system can benefit the facilities. So in our particular case, we had a lot of pushback initially about facilities feeling like they were being monitored or micromanaged. And, you know, over the years, they have pretty much seen that that's not the case. But now we're sort of pitching it to them as, listen. There might be other uses such as being able to help your administration out during an audit, being able to better track all that new equipment that we just spend a lot of capital funds on, or being able to help you obtain additional titles. So right. So communicating the potential benefits, and there's still some functions that our facilities aren't using, such as the inventory system within our CMMS. So those are things that rather than doing that on pen and paper, we're trying to communicate the facilities. Look. If we transition you into using the system, it's gonna be a lot easier to manage your inventory. So you wanna try to tap those benefits and ways that the use of the system will make their lives and their jobs easier. We run into technological barriers or dissonance between generations. So we talked about that missing middle. So we still run into issues where a lot of the the crew supervisors, the higher level leadership within the facility maintenance departments, they're maybe less computer savvy than some of their younger counterparts. So we're looking at ways to reduce that data entry or ways where we can automate it. So one of the things that we're looking at is the use of mobile apps, the use of QR codes to scan a particular asset and take you straight to the work order, ways in which you can sort of outsource the data entry so that it's not bottlenecking at one administrative person or one crew supervisor that maybe is very good at the technical aspects of their job but less computer savvy. So that those are some of the ways that you can help reduce those technological barriers. Taking things one step at a time is really important too. So right now, we're getting ready to roll out for probably the first time. Some of our facilities have been using personal cell phones and the mobile app, which our CMMS has to take take pictures, enter data. So we just rolled out at our Ankura site. They're they're actually buying tablets for each of the shops and the or I'm sorry. Not tablets. They're buying phones, and those would get assigned to all of the techs within the various units. And then they would be able to go out and scan a QR code on a panel and pull up that particular asset and all associated work orders with that asset. So it does require some that particular improvement that we make, it does require some level of, I what I would call centralized support from an IT perspective. You do wanna make sure that you're managing permissions. You don't want somebody that maybe can go out with a cell phone to be able to also log in and delete an asset. So that's really just part of the overall management of the system. But by deploying those features one at a time rather than overwhelming them, you're going to have easier time getting buy in from your users. And then, you know, the other piece of the ongoing adoption is looking at ways that we can make it easier to use. So, for example, maybe we don't make every single field mandatory. Right? We don't want a crew supervisor to be filling out, you know, twenty different fields in order to close a work order if we can accomplish the same task with five. So sort of identifying those key and necessary pieces of information that need to be entered so that we're not making them do more work than need needed to to to make the system data that's being input useful. Sometimes that means providing an interface between the the maintenance departments and their local IT people for support. So we ran into that a little bit at Ancora. The IT procurement for the new phones needed to go through a different procurement process than what maintenance was accustomed to, so we connected those people. So identifying those IT interconnections is really important because it is, you know, software on the back end. And then one of the other things that we're looking at is creating a regular cycle of training. So when you're renewing your licenses for a year, you might have some initial training that you want to deploy to new users, but then you may also want to in addition to your particular CMMS vendor and whatever training materials they make available, you may wanna do just kind of a top off training for that year, like, buy some additional hours to help new users, maybe go over some new features that have been rolled out in the last year. So that's something that we've been getting some positive feedback from our sites on. So our current pilot project so this is the first facility in Cora Psychiatric Hospital where we rolled out a facility's condition assessment, and we actually put QR codes on every single asset in the facility. And we're in the process of doing a little bit of data validation before we go live. We're probably at, like, the ninety eight percent completion mark. We're just trying to reconcile some some challenges with some of the hours that are entered on some of the PMs. So what are some of the feedback that we're getting from the site? So what we found was that we had there was a setting toggled in one of the features that was generating a new work order for every single asset listed under preventive maintenance schedule. So what that might look like is if you have a building where you have fifty emergency lights or fifty exit lights tied into one PM, there was a setting enabled where it was generating a a work order for each of those. And the facility was getting really overwhelmed and startled by that, so we had to go in and make some adjustments to that. But the point is that you wanna make it you wanna create the ability to do a gradual rollout so that the data isn't overwhelming because that's gonna be counterproductive. You don't wanna put your facility staff who are probably already under resourced in a position where they don't feel like they can complete all of the objectives. So you wanna have buy in to what the goals are, and you wanna make them smaller and more manageable. And that sort of ties into the next point is just because you can do something doesn't mean you should. It's very important that if you're rolling out an upgrade, you want to consult with your facility to see what they think that they're gonna have the ability to sustain. As we talked about the the PMs on the automated generated work orders. So we had also worked with a subvendor, and they did the facility conditions assessment. They're called Alpha. So one of the useful pieces of feedback that we got was that the facility still felt that the time because there's an estimated time entry for each PM and work order, that that time was probably not realistic. And when we went back to Alpha, we talked to them. They were using an RS means average for labor, and we decided that we wanted to correct it because getting into a secure unit and a psych built a psych psychiatric hospital building, you know, is gonna add to that windshield time. Right? It's gonna add to the length of time needed to complete a particular task. So right now, we're going through, and we're doing sort of a sort of a true up, if you will, on all those RS means labor hours so that when that system finally goes live, the estimated duration for each of those tasks on each PM, on each reactive work order where there's an underlying estimated hours is accurate. And that way, if they're sharing that information with their leadership to justify FTEs, they're not under accounting how much work is gonna be needed to complete those tasks. And, you know, obviously, we talked a little bit about using that to justify the additional personnel, and that was one of the driving factors behind this pilot project in addition to capturing a lot of assets that were just not in the system. So our long our our longer term vision for usage of the system, so and just improvements that we can make to the system is we wanna improve the data accuracy because it's very important, you know, if you have garbage going in, you're gonna have garbage coming out as far as reporting. So we wanted to improve that. We wanna standardize it where possible. We want to be able to better utilize those reports to feed into our capital budget request process so that the legislature or our capital commission can make better decisions. And then we are looking to roll out the inventory, the usage of the inventory model module at all of our sites. And we've even had a a request from some of our safety departments. There's a risk or there's a safety module. So we're required to do something called a preconstruction risk assessment or at some of the sites, it's called an infection control risk assessment. So they were we have had other units within our facilities outside of the maintenance departments inquire into the use of the software. So we're looking at ways that we can expand it to other teams that kind of interact with our maintenance teams so that everything is under one roof. Alright. So we'll open this up to any questions. Christian, that was awesome. I really think you, you know, you had the opportunity to show all the different ways that you're using the system. And so thank you, you know, for sharing your story and for sharing the challenges that you still have. It's not a one and done sort of process, but I think your sort of crawl, walk, run approach is one that we see, customers that are are invested in asset management and see the benefits of it to sort of continue to iterate and and use their own needs to drive some of the activities that you do. So thank you so much. That's just awesome. I guess for me, one of the things that if if I was to have a question, because I don't see any in the chat, is just the overall idea of what impact has this had on your organization, either operationally, fiscally, getting new positions, you know, anything that you feel like you've been able to do that you couldn't do before? So I would say that so we've been utilizing our CMMS for about ten years now. And I will say that in those early stages of implementation, the benefits that we reaped were better being better able to document our processes for the annual construction permit, being better able to quantify and prove to the AHJs that we're meeting our NFPA requirements, being better able to perform preventative maintenance and have that tracked in a logical and consistent manner, Then so I would say those were the benefits that we've already realized. I think some of the other topics that we looked at in the advanced section, those are either newer. So our ability to really comment on the effectiveness of those is still kind of early. The environmental tracking, that's something that we've only started deploying in the first year. And then the use of this just by s FTEs is also somewhat new, but we're getting great feedback from one of our developmental centers in South Jersey that OLS really likes it, and they have responded well to all of the different reporting that they've been providing for audits. That's fabulous. I, you know, I think there's there's there's some in my mind, I always laugh when you say auditors were happy. Auditors are never happy. So the fact that you're able to make some auditors happy is is a huge accomplishment. I should have probably have said satisfied. But Well, that's okay. Even satisfied is hard. Right? They're there to find problems, and to feel like they came back with only suggestions on how it could be better is, you know, says a lot. Steven has a question asking about whether the system's been used for tracking space usage, either tied to, like, badge data or occupancy, vacancy sensors in rooms, workstations, that kind of thing. Have you used this all for space management or understanding, how you're using your space? So so we haven't used that in particular, and I'm not sure that there's necessarily in the particular CMMS that we're using the features that would be, probably appropriate to do that. There might be a a better software mechanism for that. But that is a good question. We have a different lease space unit here. So what I would recommend is you'll see some questions, a couple of emails up on the screen. If you wanna shoot that in a question, I can bounce this off of our lease space unit and see if they're using any particular programs to track that kind of information. It's possible that they're using something else, but we're not using anything for that currently. And I would say from the system point of view, we have customers who are integrating space management with, with the CMMS, but that the I don't know of any customers using it specifically for space. They can use space and then bump that against other you know, bring that into the system and bump it against other things from a analytic perspective. William also has a question to ask if there's are there ways of storing, quote, start up settings, end quote, to assist with retro commissioning when equipment settings get modified by staff to the point where it doesn't work right anymore? So I think this sort of talks talks a little bit about institutional knowledge. So maybe you can if you could expand on that a little bit. So, yeah, there's absolutely a way of doing that, and and it's a good question. I I know, Bill. So it's actually even a a good idea and suggestion that I would present to our team. I know we have some projects in the state of New Jersey where we're looking at retro commissioning. But, yeah, you can save all of that. There's various custom fields that you can add for a particular asset. You can attach documents. So there's multiple ways to get that data into the system. If you even if you took, like, a cut sheet with, you know, commissioning information from your commissioning vendor or your, you know, equipment manufacturer, you could attach that as part of the asset entry into the system. Excellent. Excellent. Well, we've really used all of our time practically. It's, four minutes to go till the top of the hour or three minutes now. So, thank you all so much for coming.