Operational Handover Best Practices – Day One Resiliency and Compliance in Facility Operations

Hello, everyone, and welcome to today's webinar, operational handover best practices, day one resiliency and compliance and facility operations. Our speaker today is Mark Mogul, strategic account executive at Brightly, a Siemens company. And before joining Brightly, Mark was a cofounder and senior vice president at Facility Health Inc, where he was instrumental introducing new infrastructure investment solutions and benchmarking capabilities to the health care industry. Mark has a bachelor's degree in mechanical engineering from Purdue University, an MBA from the University of Michigan, and has held executive leadership roles in multiple industries, providing a unique perspective on the challenges facing health care facility management today. Mark is also certified health care facility manager and was recently granted senior status by the American Society for Healthcare Engineers. As an advocate for increased infrastructure investment in our industry and a member of the ASHI National Advisory Board, Mark is passionate about sharing his experience with all who serve and are all served through the environment of care. Before we begin, I'd like to remind the audience to please feel free to submit your questions for the webinar using our question and answer feature. We will have time at the end of the webinar to answer your questions, and information on how to view the recording of today's webinar will be sent out in a following email, so please look out for that. Thank you very much for joining, and I would now like to join to turn it over to Mark. Please go ahead. Thank you, Regina. Appreciate it. Thank you all for joining. I appreciate, having you here with us today. As Regina said, my name is Mark Mockel. I'm very happy to, spend a few minutes with you here this afternoon and talk through this very important topic. So the title of the presentation is strategic asset management and PDC or planning, design, and construction. We're really gonna focus on the relationship between those two parts of the organization, and the importance of operational handover. The end game, though, is a real focus on resiliency. And so we're gonna start there, and then we'll get into this topic a little further. When we look at resiliency, what do we mean by that? And there's two definitions, when you look at Webster. Right? The ability of something to return to its original size and shape after being compressed or deformed, that's more of a material perspective. But an ability to recover from or adjust easily to adversity or change. I can't think of a better definition that describes health care facility operations. Right? Resiliency, adversity, adapting to change, that's part of our day to day lives. So we're gonna focus on resiliency as in a desired outcome. We wanna set the organizations up for success. So when we do that operational handover from the planning, design, and construction phase into facility operations, we do so in a way that not only protects the investment that's been made, but sets us up for long term success in operating that facility. By way of introduction, this is my contact information. That's all available to you, as as we go through the webinar and as information is sent out. And as Regina mentioned, I'm very proud and honored to serve on the national advisory board, as as one of two associate members, with ASHI. And in doing so, it's also important that I provide a disclaimer. I'm not speaking today on behalf of ASHI. I'm not representing, formal policy statements by ASHI or the American Hospital Association. Just sharing my experience with you as a subject matter expert, both as, Brightly representative and overall my, influence and work in the industry. So thank you for that. In terms of learning objectives, we're gonna kinda walk through, a case study, some real world examples, but understand that the relationship or the evolution of asset management or strategic management starts in the construction phase. And this is a cultural discussion as much as a technical discussion. We've got some really nice examples that I think will bring this home. At the end of the day, the goal is to utilize an asset driven objective framework that can be used for business planning, continuous improvement, and, again, setting up facility operations for the best success possible, as we renovate or construct new facilities in our portfolios. So let's start with a true story. Now I've paraphrased this story here to draw your attention, but I'll just tell you what happened. So a little over a year ago, I received a call from a a friend of mine in the industry, a facility director at a at a hospital in the Midwest, and it was a rather urgent call. And I hadn't spoken with this individual for some time, but it was an urgent call. And the question was, does your farm or do you still perform facility condition assessments? Can you bring resources in to tag to to inventory assets to put bar codes and and do all of that type of work? And the short answer is or was, yes. We do that. Tell me what's go and and my next question was, where are you at? And and I knew they were in a construction phase, but my next question was, where are you at? Are the ceilings still open? Can we get to, the above ceiling assets, etcetera? And the response to me was actually quite shocking. No. We've been in the building for almost two years. So this is a facility that had been constructed. It was an addition to a site handed over to facility operations. The compelling event, in going in to do an inventory validation or a facility condition assessment was an impending compliance survey. Now that's not atypical. I've seen that in the industry quite frequently, but it is troubling to think about the fact that this facility had been running for almost two years without any inventory in a maintenance management system, which begs the question, how have you been performing work? How have you been tracking compliance? These are questions to this particular owner. Right? What are you doing from a preventive maintenance strategy? And that highlighted for me the very topic of this conversation, which is what I think is a big gap in the industry. We can build them, and we can operate them, but we don't always link those two together in the most efficient manner. In this case, I think that's quite troubling. Again, this facility is up and running, and we shouldn't be preparing for this compliance survey in the months before the window. This work all could have been done much earlier in the process. So a little bit of a backstory. Right? Why does this happen? Well, we had done a facility condition assessment at the legacy facility back in twenty eighteen, twenty nineteen before COVID. A lot of that data was actually used by the owner to make assessments of not only constructing the new, patient tower or wing, but how are they going to tie that into the existing infrastructure. So this project was quite unique in that it wasn't just adding, a bed tower. It was also updating, modifying, expanding the capacity of the energy plant to take on that additional square footage. So a lot of the work had been done prior to the construction phase, but for lots of reasons, the efficacy of that work had had fallen off. And in this case, it was a brand new start then to go back in and look at those assets. Now in this case, there are a lot of reasons which we'll get into in the next slide. COVID certainly, impacted the organization. There was a lot of staffing change. There were changes in the baseline CMMS platform going on and on. Long story short, we were able to mobilize a team to go in and quickly recover that facility. But it was a very inefficient spend, and it was a very urgent and anxiety producing effort for both our team and for the owner, quite frankly, to to to establish that new foundation in the months leading up to a survey window. Now why did this happen? I mentioned some organizational changes. There were leadership changes in the organization. There were portfolio changes in terms of acquisition and and and, depreciation of facilities. There was a value or what I call devalue engineering exercise that dramatically reduced the scope of commissioning. Commissioning was done on the new building, but it was very, very limited, which I think was a missed opportunity to to perhaps do something different. So value engineering is always a challenge as many of you know. The requirement for the validation and transfer of the asset inventories from the construction teams to the facility teams was not well orchestrated. In fact, I think it was an assumption that somebody was going to do it, but it was not clearly stated as a requirement to whether it was the general contractor, the a and e firm, the installation team, the commissioning agent, everybody thought somebody else was going to take care of it. Right? So that was a big issue. There was data that was included in the handover documents, but it was not easily consumable. It was, you know, electronic copies, PDFs, thumb drives, that type of thing. So it was very unorganized, very hard to get it done. And at the end of the day, it resulted in a loss of momentum, for the internal staff to be able to to validate, that information. We all know the urgency to bring a new facility online. There are organizational requirements. There's return on investment needs. You know, there's census data that we we need those beds to open up, etcetera. And at the end of the day, my conclusion or my opinion is that the value of transferring this data properly and early in the process was missed. And and and that's really what I wanna focus on here. This is an organization that spent hundreds of millions of dollars to construct a new facility, but the value of finishing out that commissioning and hand and doing that operational handover in an efficient manner was lost. So we've got a two hundred and fifty million dollar investment, but a lack of focus or a lack of value on let's do everything we can to protect that investment and make sure that we bring it online as efficiently, and as, positively as we can. So this leads me to a quote from Yogi Berra. I love this quote. If you don't know where you're going, you'll end up someplace else. And so the focus today is to rethink. We know where we should be going. We know how to build facilities. We know how to operate facilities. So let's put one and one together and get a three. Let's make sure we define what do we want the outcome to be in both technical and operational commissioning of a facility. So let's talk about operational handover and some different trends that I'm seeing in the industry as it relates to this very topic. But first, I wanna step back and think about commissioning. Now commissioning itself, as a as an expertise was originally developed in the United States Navy. We've all heard the phrase, we're commissioning a ship or a submarine in this case. And if you think about it, it's the ultimate form of operational handover. So commissioning of a warship, in the United States Navy is not just a technical confirmation that everything in the ship or or the submarine is functioning properly. Commissioning also includes all of the operational elements, the standard operating procedures, maintenance procedures, detailed tracking of every asset in the in the, in in the vessel. Has it been maintained properly? All of those things up to and including proper training of the crew, it's all baked into the concept of commissioning. We often think of commissioning as an engineering exercise. Right? But in if we really look at commissioning, it is the holistic approach to operations. Now this extreme example provides a a real use case. I don't know if we have any navy veterans on the on the call. And if we do, or any veteran, certainly appreciate your service, and thank you for for for that service. But in in the navy in particular, on a submarine as we're looking at, there's two crews, blue crew and a gold crew. And the operational commissioning is so robust that this boat can come in from a six month deployment or whatever the deployment is. We can take the whole crew off and put a whole crew on, and that vessel will continue on in its stated mission. Now imagine in a hospital if we had to remove and replace the entire maintenance crew and and had to do so in a way that did not disrupt operations. Now that's not a real world example in health care, but I love the mindset, which means the facility or the vessel is so well commissioned, and and the procedures to maintain and operate that vessel are are so well defined or that facility that we have that level of performance. Now, okay, let's get back to reality. What happens typically in the transition between planning, design, and construction, and facility operations? It's often viewed as a linear step. Right? We design the building. We go through the, or sorry. We collect requirements. We do the design. We eventually move into construction. We then commission. And then very typically, the CMMS configuration and deployment and the stand up of the asset management solution is done after the fact. Right? So that's that's a facility problem. That's not a design and construction problem. So it's very linear. And what we know, though, is standing up a maintenance management system, documenting preventive maintenance procedures, documenting an AEM program, doing all of the things that we need to do to to manage and track and report on compliance. The later in the game that we start that process, the more difficult it is, the more expensive it is, and the higher the risk. So the challenge is, who's responsible? Who has the accountability to make sure this happens? It often falls on the facility team, again, after the fact. Right? So the real reality, though, is that the assets are already starting to depreciate. By the time we take occupancy of a facility, some of the core assets, emergency power, chillers, boilers, etcetera, have already been in operation, sometimes for multiple years depending on the size and the complexity of the facility. So even if we take occupancy, in this case, in twenty twenty four, the facility itself could actually be and the assets, the MEP assets, can oftentimes be dated back to twenty twenty one, twenty twenty two, twenty twenty three, depending on when they were installed. So that's what we wanna start thinking about, the full life cycle of the asset. Now for this sample hospital that I mentioned, there were over forty two million dollars worth of new utility assets, new MEP assets installed as part of the, the new tower as well as the energy plant expansion. But there were additional twenty million dollars invested in the repair and the replacement of legacy assets that were closely connected to the energy plant, and or the new facility. So these were assets in the existing hospital that were also replaced. So it was a major campus overhaul. What I am seeing in the industry, and this is something for all of you to pay attention to with your commissioning agents, with your, with your general contractors, any of the engineering firms, the A and E firms that you may be working with. We are starting to see a trend and an understanding that this work is important. It's important to do this work earlier in the process. Right? So some of the some of the key benefits that are listed here, what we wanna avoid is double work. Okay? And what I'd like you to think about is by the time you take occupancy of a facility, how many people have laid eyes or touched a particular asset? Right? The boiler was installed two years before. The chiller was installed. The the the systems are up and running. Countless people from the, installers to the commissioning agents to the local staff have been in the proximity of those assets. Going back after the fact to collect that information, in my opinion, is double work. Why don't we define a better way, capture that information earlier in the process? Now I am seeing some construction firms, general contractors or subcontractors, installers are starting to introduce what I would call a a transition service line. So, there I have seen organizations that are developing facility management type, capabilities where they can aid the owner in that transition. That's certainly something to explore with with your engineering firms. They may actually be producing some type of facility management service to aid in that in that transition. This is a good move. I think this is great for the industry. However, I should caution. Most general contractors, most construction firms, they are excellent at contracting and construction and installation. They may or may not have the subject matter expertise as it relates to facility operations and compliance to lead that effectively. So if you are pursuing that with any of your your vendors, if you will, make sure you vet them out and and and that they're they're qualified to, to lead that facility transition or that operational service. Now what we're proposing from an origin perspective is a is a very different approach. Leveraging our origin strategic asset management solution, which is which is optimized for data collection and also our CMMS capability or quite frankly anybody's CMMS capability, The goal here is to move all the way to the front of the line. And our recommendation is that the minute an asset goes into the building, that's when the clock starts ticking. Right? When an asset is installed, there's a great opportunity there, low cost, no cost, assuming that you have a functional CMMS system. As assets go into the building, it's a great time to go ahead and put that information into the maintenance management system, whether it comes from a BIM model, a CAD file, or whether it comes from, somebody putting eyes on that, taking some pictures, putting a barcode on it, etcetera, etcetera. There's a lot of different ways to to to do that. But the key thing here is we can build this program in such a way that when we take occupancy and we go live with the facility, the CMMS system, the asset management capability is already installed as a function of bringing it to occupancy, and we're off to the races. We should be able to maintain a facility, or or I'm sorry. The, the transition from PDC to facility operations, that certificate of occupancy, we should be able to maintain the facility through that without any bumps. Right? And, hopefully, that's new not too theoretical. I think it's possible. So let's get into it a little bit more. So before we do that, though, we're gonna take a couple of poll questions. And I've already given you the answer to one of them, but let's see. But, Ashley, if you wanna pull up the first poll question, let's walk through that. So when is the and and and these are opinions, but I'm curious to see what you guys think. When is the best time to collect asset information? As soon as design is finished, as assets are installed in the facility, three months before occupancy, an initial accreditation survey, post occupancy FCA so we know all the changes are complete, or we just add them as needed when maintenance techs are in the field. I'd love to get some feedback from you guys. Take a quick drink of water. So, Ashley, I don't know if we can start to show results. Let's see what, what the audience says. Awesome. Okay. As soon as design is finished, we got a high yeah. As assets are installed, that's certainly my opinion, and then three months before. Okay. Very good. And and I think the key thing here, there is not a singular right answer. For for those that responded, you know, from BIM, CAD files, etcetera, I'd be really curious to learn more about that. That's an excellent idea. Certainly, if there's a robust BIM model or there's a robust design model, CAD file, electronic drawings, etcetera, even better. Right? Now that requires us to know the make model serial number, and all the relevant asset details, But, absolutely, that's an electronic import that minimizes the, you know, the field effort. So maybe we import from BIM and CAD and then do field validation. But I love this. Thank you to the team for reporting that. I I think this is spot on. So let's go to poll question two. So, ultimately, who is responsible for inventory accuracy? Is it the design firm, the GC, the equipment installers, and or subcontractors? Is it the commissioning agent or the owner? See what we get on this one. Give you a few seconds to reply. K, Ashley. Let's show those results as well. The owner. Yes. Thank you. Okay. So from a compliance perspective, right, from a joint commission, CMS, DMV, however you are accredited, At the end of the day, it's ultimately the owner's responsibility to not only validate inventory, but to apply risk ranking. If for those that answered commissioning agent or installers or general contractors, those are not incorrect answers as long as you, the owner, have designated that deliverable, and you can hold those organizations responsible for delivering the result. At the end of the day, however, it's the owner that's gonna be answering from an accreditation standpoint. So the owner is the correct answer. How you facilitate that with your supply chain, and your supporting, associate organizations, great. Just please make sure that it's specified. Good stuff. Okay. Let's go ahead and close that out, Ashley, and we'll move into a couple more examples. So I vote for assets as they're installed in the facility. If you can get the information sooner, great. And then absolutely the owner. So those were those were my answers to the question. So onboarding assets, let's talk about that a little bit. At the end of the day, it's all about the data. Right? Now from a Brightly perspective, I'm gonna kinda walk through some of the key things to think about. And it it really, to me, comes down to facility transformation. Whether it's a legacy facility that we're trying to recover, whether it's a brand new greenfield hospital, or whether it's a hybrid like the situation that we talked about. It really comes down to these fundamental questions. What assets do you have? How old are they? How are they functioning? How much is it going? How much does it cost or will it cost to maintain them? What's the risk or impact if those assets were to fail? What's the impact of failure? How much would it cost to replace them proactively versus reactively? How much energy? There's all of these things. Right? Now as an industry, we're still doing a lot of this stuff in Excel and PDFs, and we all have our compliance binders. Right? Our goal with the Brightly solutions is we wanna we wanna digitize that information. We wanna get that information into a maintenance management or strategic asset platform as soon as possible so that we can track those things. Oftentimes, what's missing in asset management in any organization is the element of time. Right? We're looking at the asset in real time. We're looking at it now. But what we wanna start thinking about is the full life cycle of the asset. And that requires us, obviously, to start tracking that asset from day one. Lost my click here. Alright. Do you still see the screen, Regina? Something just tweaked on me here. Yes. All good on the form of Okay. Thank you. Sorry about that. So what we're really talking about is strategic asset management. And in my opinion, this is really the management of the maintenance. And this topic is really a management leadership, topic as as much as it is a maintenance topic. So when we look at people, process, and technology, it's not enough just to have the CMMS system. It's not enough just to have the asset the strategic asset management solution. We also have to define the business processes or standard operating procedures using the navy language or the culture and the people. So it's very important, for any of you that are struggling with this this topic, we we have to approach this also from a business outcome perspective. Set a new culture. We're investing, as I mentioned, hundreds of millions of dollars in constructing new facilities. How is it that we can go through a value engineering exercise and and take out those elements that are that are ultimately going to protect that investment? Commissioning expense is a rounding error in terms of the total construction cost of the facility or even renovation. So I think there's an opportunity for us to think about the culture, make sure we have business processes in place to to define this operational handover and then leverage the technology to make sure that it happens. So at Brightly, we look at asset management from a maturity perspective. And and this is a journey. Right? I think everybody's aware. I hope everybody's aware. We are also part of, Siemens, smart infrastructure. So when we look at Brightly, there's kind of that foundational element of maintenance management. We call it the works hub. That's our solution. And that's really focusing on not just work orders, but it's compliance and general operations. Yes. It's work orders, but it's also preventive maintenance. It's also OEM versus AE or AEM preventive maintenance strategies, and it's everything related to compliance. So there's a lot of key information that is that is stored in a CMMS system that is so important to not only business continuity and compliance, but overall efficient operations. And that all begins with a foundation of an accurate inventory. It's almost impossible to talk about asset management, strategic asset management, or to even efficiently deploy a maintenance management solution if we don't have that good foundational data of inventory accuracy. With that in place, we can then focus on productivity using the CMMS system in the most efficient way. And then we move into Origin, which is our strategic planning tool. That's a a capital and operational budgeting and forecasting tool. Then we start talking about investment needs. What's the relationship between operational spend, I e maintenance, and life cycle of equipment, which is capital, prioritization, risk, and criticality, and then ultimately moving towards an optimized facility environment, which then gives us the ability to achieve all of the strategic goals listed on the right side of the screen. So the key topic here is think about in your organization. Challenge yourself. Challenge your staff. Where are we in this maturity model? Are we very reactive? Are we prevented, preventive? Are we predictive? How good is our accuracy? Now when I talk with clients or prospects, I always ask this question. How good is your data today? And I usually get the answer, well, it's pretty good. Well, what does pretty good mean? Is it fifty percent? Is it seventy five percent? Do you have good life safety inventory, which is kind of the minimum standard? And oftentimes, what I find is that when organizations do a real assessment of do they have good data or not, then we can start moving in this process. And then we have to look at ways to recover that data, whether it's a full blown facility condition assessment, a a hybrid validation, maybe it's internal staff validation. There's lots of ways to get there. But it all starts with that hard question, where are we today, and where do we wanna be? Now a little bit of information about the WorksHub and origin. Again, the WorksHub is a CMMS system. We are unique in the industry in that the brightly CMMS system, the WorksHub, is designed specifically for health care and senior living. So all of the appropriate compliance information, whether it's references to to DMV, to the joint commission, or to any of the other credit to the accreditation agencies, that's embedded. The ability to deploy an AEM program is embedded. So we've built as much intelligence as we can into the solution to enable you as the owner to focus on deployment, not when should you or how often do you wanna test your generators? Well, we know the answer is monthly. Right? So we're gonna ask you what day of the month do you wanna do your generator test, and the system is prepared to take that over. So pay close attention to that as you're looking at CMMS systems, etcetera. Make sure that any organization that you work with has the subject matter expertise to give you a solution that is appropriate for the criticality and compliance requirements in our industry. Origin then is our strategic asset management solution where we take that data and we we provide that strategic intelligence. So in this case, a CMMS system is going to give us very good visibility to operate what I call operational intelligence, how are we doing today, etcetera. That is the source of truth for those assets. Origin then is an extension of CMMS. We're trying to look out into the future. What type of investments are going to take over the next decade to, to replace, to renovate, to repair assets? What type of capital needs do we have? How much should we be spending in preventive maintenance to affect the life cycle of the equipment? That's really the financial discussion. And then you say, well, wait a minute, Mark. This is supposed to be about the operational handover from PDC to facility operations. And you're right. But the same mentality, if we don't start measuring the performance of the assets from the day they are installed, we we quickly lose the ability to do this long term forecasting. I think probably many people on this call, you still have a new hospital in your portfolio that's actually fifteen or twenty years old. It's not a new hospital. It's just the newest hospital in the portfolio. And oftentimes, nonfacility leaders are surprised when the new hospital has capital investment needs. Well, even a fifty year building needs investment. Right? We're gonna be replacing key assets, maybe fifteen, twenty, twenty five years, etcetera. So making sure that we have clear line of sight to the long term investment needs is appropriate even when we're standing up a new facility. Because ten, fifteen, twenty years down the road, we're gonna start to see some of those assets fail. So why not do that? Why not plan for that? Why not include that discussion in the whole life cycle cost conversation? So using a mobile application. Right? Again, when the assets are going in the building, there is technology available today. This is our origin data collection app to literally go in the field, take pictures, apply the barcode, assign the barcode to the asset, and collect all of the relevant information, about that asset that's required for life cycle planning, but also to put that information directly into the CMMS so that we can start doing that work. So we put a lot of time and effort into optimizing this to make make it as easy as possible, but also to enforce data standards right up front. So everything's defined, asset types, risk ranking, etcetera. So this is a great way to to transition into a more standardized, and centralized data management, strategy in your organization. As an example, this is what a new asset would look like. I actually took this from from another institution. Right? But it's a brand new asset. In this case, it was installed in twenty twenty one. It was given a five star health score, which means it's brand new. We can predict how many hours of preventive maintenance should be applied. We can track a lot of information, and all of this can be gleaned from that initial assessment, as the asset, is installed in the facility. It also gives us the ability to document replacement cost right up front so that we know, in this case, it's modeled at one point seven million dollars. That's automatically gonna be carried forward into any strategic planning, obviously, adjusted for inflation. So that one point seven million dollar air handler could be three million dollars ten years from now. We don't know, but we can model that and project it. And we can also then assign that risk and criticality. So, again, this is a very different perspective than a spreadsheet or a thumb drive or PDF report. And I highly encourage you to get digital records, in a software solution as quickly as possible because once it's there, we don't have to go back and try to find it, after the fact. In the assignment of risk, just focusing on compliance. This is a risk ranking framework that we've used for close to ten years in the industry, and this is bringing the application of NFPA ninety nine two thousand twelve risk ranking and criticality factors. So the way this works, ultimately, if we're looking at all of the air handlers, right, those are environmental support assets where disruption of comfort may be the baseline impact if that asset were to fail. But as we all know, air handlers that serve an ICU, an operating room, an isolation space, etcetera, have a much higher criticality. So, again, as the building is being constructed, we may have two identical air handlers. Both are brand new, same make and model, and their serial numbers are one apart. Right? One of them serves a business occupancy. One of them serves, a critical acute occupancy. Same asset, same installation date, same performance criteria, but very different risk applications. And we can we can take care of that in the very beginning because we know the spaces that they serve, which is a way of saying, even in a brand new building, there's still an opportunity to look at the total inventory of the assets that are being installed and to create that Pareto chart. So we're gonna isolate life safety, product safety, clinic you know, radi any radiology assets. I know this is a facility discussion, but the same thing applies to clinical engineering. We know the generators are life safety assets, so let's manage and maintain them to that compliance standard from day one. We can also isolate high risk assets, roofing. Right? Any assets that are around or touch a critical occupancy type, we can designate that, etcetera, etcetera. So even though the building is new and all of the assets are in the building are new, the risk and criticality profile of those assets is very different. So let's highlight that from day one. Ultimately, this leads to situational awareness, which is this is this is an example of metadata that we're tracking in the industry. This is deferred maintenance and so on and so forth. But what we really wanna be able to do is to provide this visualization even for a brand new building because there will not be deferred maintenance in year one. There won't be deferred maintenance in year five. There may not ever be deferred maintenance if we set up the program properly, and and we can help advocate, at least try to get the appropriate maintenance resources, the appropriate operating budgets, and even some capital to minimize the depreciation of that building for as long as possible. Let's talk about that again. If we talk about a two hundred and fifty million dollar construction project. Right? I'm picking that number. What if using data, we can at least advocate for proper maintenance. If we start doing the right preventive maintenance from day one, we can significantly extend the life cycle of many of those assets and even the building itself, which to me is a very minor investment in comparison to the cost to construct the building itself. Now I realized that the CF no or the CFO or the CF no gets a vote. So, again, I said it's all about the data. The only way I know to effectively engage the the the c suite or the administration is to bring the data to the table. We may not always get what we want, but at least we're having an objective and, hopefully, a collaborative discussion. So let's talk about a success story here in the last few minutes. This is a case study where we did it in a different way. Now this this system this story goes back to twenty twenty. This is a a relatively large regional health system that we've worked with for many years and a fourteen hospital system, seven point eight million square feet. And starting in in, twenty eighteen, twenty nineteen, this organization had a pretty good foundation. And as part of their centralization efforts, they had standardized it it was not a brightly CMMS, which is fine. They'd standardized, though, on one common platform for all fourteen hospitals. However, the data was not standardized. So we were hired, in this case, to go do a facility condition assessment for the fourteen hospitals, but not just do an engineering assessment, but also to advise on data standardization to help in the deployment of the risk ranking and criticality scores to help develop an AEM program. But it was all done in a standardized way. So what was really cool about this is even though they had a new tower that was had already begun construction in twenty eighteen, what we did in this case is we level set the organization around data standards, which in then enabled us as the new hospital was coming online. There was a predefined, a standard, if you will, or an operating procedure that the new assets in the new hospital were going to be were gonna come into the portfolio following the same methodology. So the the goal of doing a facility condition assessment on the legacy facilities was not just to stabilize those facilities, but it was to create the standard by which the new hospital could come on board and thus make the new hospital kind of a flagship, if you will, but in but but raise, you know, let's say a rising tide lifts all boats. Let's raise the quality of the entire portfolio. So how did we do that? In twenty twenty, again, focusing on, condition assessments and data standardization for the existing sites. And in doing so, in writing that standard operating procedure for the existing sites and how the maintenance management system was going to be used, it created a standard that was provided, in this case, to a commissioning agent so that when the commissioning agent was in the field doing the work and the maintenance techs were in the field, there was already a standard by which they would collect that data. Through twenty twenty one, we stabilized that data, again, continuous improvement. And then in twenty twenty one, as assets were going in the building, again, we we were moving forward in a parallel path ultimately leading to a common and consolidated data, and not only for the new hospital or the new tower that was constructed, but any future construction projects at this particular site, these same data standards were written written into the requirements document. Now in this case, they were able to use a commissioning agent to do the work as a as a and supplementing that with internal staff, but but the point here is the owner took the responsibility to make sure that someone was, had the, requirement to deliver that information. Right? So here's some pictures from that effort. I'm there in the middle, still carrying a few COVID pounds and didn't have my beard yet. But, you know, we had our masks on and doing all that kind of stuff. But the real benefit here is we were able to collect a lot of information above ceiling assets before the ceiling was closed. Right? We're not having to work around patients and all those types of things. We had unfettered access to the facility to capture a lot of assets that may or may not be captured otherwise. So fan coil units and VAVs, the stuff that's above the ceiling that never causes a problem until it causes a problem. Well, in this case, we were able to document all of that information as well. So here's a example of a benefit. Right? So this is a chiller, and what I wanna pay want you to pay attention to here, the facility occupancy in this case was twenty twenty two, spring of twenty twenty two. But if you look, the chiller itself was installed in January of twenty twenty one, so almost sixteen, seventeen months before occupancy. So in this case, this is an operational benefit and a preventive maintenance benefit because, obviously, that chiller was running all summer of twenty twenty one. The facility was closed, but the fitting out, if you will, was underway. And so the chillers were up and running, full tilt. Chillers were being maintained. Now I asked a question to a group in in when I did this presentation live, what's the typical warranty period on a chiller? Depending on you what you use, you may only have a one or maybe a two year warranty period. But in this case, it was a one year warranty period, and the the chiller was technically out of warranty before the owner had even occupied the building just based on runtime. Right? So think about that also as a potential benefit to sell to your leadership. Why is it important to invest time, resources to build out our maintenance plan during the construction phase? Well, there was no warranty claim on this chiller, but had there been, the owner in this case would have had full documentation of the complete life cycle of that asset. So just having access to not just the warranty date, but I think we all know it's important to be able to prove in a warranty claim that you've done all of the appropriate preventive maintenance, to that asset. Right? Which brings us to another, key point. Warranty claim information and and and that that installation date of an asset, it's very hard to determine post occupancy. So when we do FCAs, we go into a building, We don't know when the chiller was installed unless we can find a specific date on the chiller. So we tend to default and say, well, it it was you know, the facility was occupied on a certain date. I just wanna highlight the fact that the life cycle of the asset may be different than the life cycle and the occupancy of the facility itself. Above ceiling, I mentioned that. So here's an example of a VAV that was, again, installed in February of twenty twenty one, fourteen, fifteen months before occupancy, but probably six months before the ceilings were closed up. So anything we can do to get data before the ceiling tiles go in is always gonna be a good thing. And then lastly, from a compliance perspective, the generators were installed in March of twenty twenty one, which means we have to start doing our testing. We or we want to start doing our testing, not just the load bank stuff, but our monthly tests, etcetera. Why not start tracking that compliance in a work order system from day one so that we have a complete record of testing success or failure and corrective, for that given asset? It just strengthens the whole compliance discussion. Ultimately, what we're talking about here is being more proactive instead of reactive. In this case, it's a success story the facility management team really led, took ownership of, and led the validation of the inventory. They working with the PDC folks, working with the owner's rep, working with the commissioning agent, there were clear requirements. Those requirements were met, and it made this handover much, much more efficient. They had the ability to lock to log track, appropriate PMs and work orders. They deployed an AEM program, by having all of that data in place, inform warranty claims, etcetera. And I think the biggest benefit was that compliance element. The compliance inspection, testing, and maintenance requirements for this new hospital, this is a Greenfield hospital, were documented and in place literally from from day one. So we've got about ten minutes left. I wanna open it up for for any questions. Regina, I I haven't been able to watch the chat, so please let me know if anybody has any questions or comments, that I can address. Perfect. Thank you. I just wanna, take the time to invite our guests to put in their question. Feel free to put it in the oh, and then the question, section. There is one. I'm just gonna it just popped up. So I'm just gonna read the first one on the screen. Excellent presentation, Mark. I really like to include, the inclusion of FCA into CMS platform. Is there ability to include condition based monitoring into the condition assessment? In most cases, FCA is based on age and visual inspection alone. Having good diagnostic and asset health is important in measuring asset condition, meaning its function FCA score. Let me know if you need to read that again. No. That that makes complete sense. So, so certainly, a traditional FCA is, when we've been doing them for decades. Right? It's gonna be based on age. It's going to be based on condition as best we can observe it in real time. Now can we incorporate predictive maintenance information into an FCA? Well, the answer is yes if it exists. So so that question speaks actually to the importance of what we're talking about here. It's very hard to do condition based monitoring of an asset that's been in the field for fifteen years, and there's no history of what's been done. So I would go back and point to, you know, the need to to get that information into the CMMS, as soon as possible, as soon as the asset's in so we can build that history so that we can do condition based or reliability centered, maintenance strategies. But if we don't have the data, it's very hard to do that. I hope I answered that question. Very good question. Yep. And, David, if you wanna have a follow-up on that, just ping it in the chat. Next question, just comes in just to confirm that this is primarily for infrastructure, correct, and not for Biomed? They just want to thank you and just to get that confirmation from you. Yeah. This is I'm primarily focusing on on infrastructure and utility assets because it's so relevant. I would suggest the same approach, though, applies to, clinical engineering assets, in particular, radiology. You know, a lot of that equipment's gonna be installed, well before occupancy. Right? It has to be tested and validated. So I think the concept can apply to both, but to this person, to the requester, yes. I'm focusing on the, mechanical, electrical plumbing assets as the primary focus. Great question. Alright. There's another question. Thanks. I keep bringing these in. This one is talking about importing. So is there a timeline for automatic data importing from Siemens BAS system into Brightly, such as pressure reading or other alarms, automatic traded work orders? Yeah. So that's a that's a slightly different, data integration type discussion. For the purposes of this conversation, what we're really talking about is creating the asset inventory itself. To to the the person asking this question, part of the Brightly Siemens roadmap is further integration with building automation, etcetera. So our vision for the future is if we see, fault detection, we see issues from a building automation standpoint, that information can be used to inform, work orders and and and follow-up. That's that's a capability that's really gonna demonstrate its value in in the ongoing facility operations. But, again, tying it back in here, we can't do any of that if we don't know what's in building first. So if we're installing a Siemens building automation system, Desigo, or any of the competitors or the fire alarm or the chillers or the boilers or the air handlers, all of that information has to be tracked and understood so that we can leverage those future state, integrations. Great question. Again, I hope I answered it. Yep. And they're still coming in. Got a few more. Next one's coming from Frank. In your experience, do you see value in the use of equipment labeling whose nomenclature describes the equipment type and location and other details? I think what you're referring I I can't see the last names. It might be the Frank that I know. If you're in New York, hi, Frank. If not, hi, Frank. I'd love to meet you sometime. I think what you're referring to is smart naming conventions. Right? So, where we embed information into the name of the asset so that we know, you know, what building it's in, what, space it serves, etcetera. I've seen different levels of smart naming conventions. I see tremendous value in it. It it it makes it easier to use the data. It makes it easier to report on it. It can sometimes become cumbersome where, we spend more time trying to maintain the naming convention recommend a smart naming convention, I would absolutely recommend the sooner in the process, the better. It's very difficult to apply smart naming convention retroactively. But if we can design that upfront, make it a requirement, and make sure that we collect and install that data correctly, then I see tremendous benefits. The devil's in the details, Frank, but but but, ultimately, yes. I think you have to weigh the the the risk and the benefit, of maintaining that smart naming convention. And if you can in your organization, then I'd say go for it. Awesome. Yeah. I'm not saying last names, Mark, just in case people don't wanna know them. They do. That's fine. I'm fine with that. We do have one from Walt just asking, is the Brightly CMS also available, or will it be considered for biomedical, I e, CAT scans, MRI, etcetera, for the future? Yeah. So so we do have a buy for the brightly CMMS in health care, we do have a biomedical, capability. I will be honest and say it depends on how far you wanna go with it. If it's if we're looking at, you know, facility or I'm sorry, asset management, maintenance, and so on, then yes. Some biomeds, departments or clinical engineering departments also require very extensive, purchasing workflows, requisitions, and things like that. So the answer is yes, but I think the honest answer is also it depends on how what complexity are you looking at for that particular segment. Clinical engineering is often tied much more closely to ERP systems, to supply chain, interfaith you know, supply chain interfaces to, again, purchasing and requisition type things. So there's a lot to unpack there, Walt. I'd be happy to have a a deeper conversation with you to better understand your your use case. But it's a great question. Alright. So, time for one last question. Yeah. We have, oh, we have there might be one more if you can answer some quickly. We have a facility that is already up and running, and we're trying to build our asset inventory as you go but have limited staff. Does Bradley offer inventory validation services to assist if necessary? Yes. We do. And and to be transparent, we we we use third party, engineering firms that have been, certified, in not only the use of Brightly solutions, but in kind of our data standards and methodology. We can do wholesale inventory validation, but we can also do hybrid, type things to supplement your staff. So the short answer is yes. Obviously, we would have to talk further about scope and, and, you know, and and portfolio, if you will. Alright. And I think have that conversation. This next question, I think, is great, as we come to conclusion of the questions because it talks about the joint commission. So Yeah. Does the Britney software align with joint commission and CMS compliance, and are those standards change? Does the Brightly software stay current with those changes? So, yes, it is. And, yes, it does. The now we track the joint commission. We track the the DMV, all of which are certainly tied back to CMS, guidelines. I think it's important for everybody to know the joint commission has announced that they will be upgrading all of their, elements of performance to to simplify and better align with CMS. We have to wait for the joint commission to actually publish those changes and and their timeline. When that happens, we will be, absorbing those changes into the software. The easy answer, though, is we do monitor those so that we, can always make sure we have the the most up to date information and reference in the software itself. Great question. Perfect. Thank you. So I do just wanna before we conclude, just remind everybody, that an email will be coming out with a recording of today's webinar, so look out for that. We also ask if you could take a few minutes to just, do a short survey before you leave, but we're not done yet. Mark just has a a last minute wrap that he wants to say, and I do just want to let you know if any of you wanna continue this conversation, feel free to reach out to us, to Mark, and we'll be able to continue the conversation. Mark, I'm gonna give you the last two minutes. Yeah. Thank you, Regina. I I wanted to end with this challenge, and and and I appreciate the questions. I'm happy to follow-up. I I challenge each one of you, each one of from a hospital owner or even a a a a supporting member, associate member. Every hospital has some form of construction going on all the time. Small projects, big projects, new construction. I would challenge each one of you to go back, look at your current planning design and construction projects. Somewhere, do you have it documented that somewhere, someone, whether it's a commissioning agent or your staff, that the CMMS population has been considered and will be provided as a deliverable? Take a moment, look at that, and and make sure that you don't miss that, that everybody thinks that somebody else is doing that work. Last two minutes. As we go to end of July, everyone probably is aware of the ASHI HFIC or Health Care Facility Innovation Conference is in Columbus coming up, the last week in July. Brightly will be there. We have a big presence. Please stop by and visit us at booth, one thousand one. I will be in attendance at the conference along with many of our staff if you'd like to look at any of our solutions. I'll be both working in our booth, traveling to educational sessions, and then performing some of my, my board duties. But please, pull me aside. I'd love to talk to you and get information. We do have two speaking events, Taylor first from our health care team. We'll be doing two different updates, updates on the discovery stage, as it relates to operational and strategic asset management and planning, and also focusing on, a holistic compliance, ecosystem. And then lastly, I wanna invite you to our sponsored happy hour. Brightly, along with many of our partner firms, will be hosting this event on Sunday evening from six to nine. The registration link is here and will be shared, by Regina. Would love to see you there. Have a have some beverages, a little bit of food, and and maybe talk a little shop. So I'm looking forward to seeing you all there, and I appreciate your time, in attendance today. Here's my contact information, and thank you so much. I hope to see you in Columbus, and I appreciate all of you joining today. Thank you, Mark. Thank you, everyone. Have a great day. Alright. Thank you.