Strategic Asset Management and PDC - Operational Handover Best Practices

Hello, everyone, and welcome to today's webinar, strategic asset management and PDC operational handover best practices. Our speaker today is Mark Mogul, strategic account executive at Brightly Assignments Company. Before joining Brightly, Mark was a cofounder and senior vice president at Facility Health Inc, where he was instrumental in introducing new infrastructure investment solutions and benchmarking capabilities to the industry. Mark has an MBA from the University of Michigan, has held executive leadership roles in multiple industries, providing a unique perspective on the challenges facing health care facility management today. As an advocate for increased infrastructure investment, Mark is passionate about sharing his experience with all who serve and are served through the environment of care. Recently, Mark was selected to serve on the American Society for Healthcare Engineering National Advisory Board. Before we begin, I'd like to remind the audience that please feel free to submit their questions through the question answer feature. Mark will leave time to address questions. Also, information on how to view the recording of today's webinar will be sent out in a follow-up email. And now I'd like to turn the time over to today's presenter. Mark, please go ahead. Great, Regina. Thank you. Appreciate the chance to speak with everybody today. Thank you for the introduction. Again, my name is Mark Mockel. Happy to talk with you about the this concept of operational handover. So for those of you that have been to some of my other sessions, maybe webinars, or heard me speak at at conferences, a lot of times we're talking about infrastructure investment from a from a capital perspective. Gonna shift gears a little bit today and talk about some operational investment that can be made. So let's get into it. So in terms of there we go. So here's my contact information. If anybody wants to follow-up with this, we can, we can catch up after the fact as well. And as Regina mentioned, I, was recently, honored to to be elected to the advisory board with ASHI, and I'm looking forward to sharing some of my experience, and and helping to drive the organization for for many years to come. As part of that, I need to make a disclaimer, as this is a sponsored event. The content and recommendations that we'll be talking about today are based on my personal experience in the industry, leveraging data with from Brightly and and formally from a company called Facility Health Incorporated. And this is not, an endorsement by ASHI or the American Hospital Association. So, we'll get into the content now. From a learning objectives perspective, we're gonna hit on four topics to talk a little bit about strategic asset management. A little bit of the content will be stuff that maybe you have seen before, but it's very, very relevant to today's conversation. We'll talk about an asset management framework that we can use to define the relationship between, PDC and facility management teams. Excuse me. We're gonna use some case study examples to talk about the best practices. I think the key thing is we we wanna continue to focus on asset driven metrics, leveraging data to assist in all facets of operational, facility management. So this is a pair of, paraphrasing a conversation that I had earlier this year. And for the sake of today's webinar, the individual that I'm speaking with on the phone is named Bill. But on June sixth, this is a true story, got a call from a former customer, and it was a rather urgent call. And I won't read this line by line, but long story short, the customer asking, do we still perform facility condition assessments? Do we still provide services to help organizations validate inventory and create data records for the installed infrastructure? And the answer is yes. We still do that. Why is this so urgent? What's going on? Well, the customer's response in this case is we're three months away from our survey window. We don't have an accurate inventory of assets in our maintenance management system, and we need to get this done quickly before the surveyor comes on campus. Right? Now my question is, oh, I didn't realize you're done with with construction. I asked some questions. Can we get above the ceiling? Can we capture some of the VAVs, the fan coils? And the answer was, no. We've been in this building since October of last year. So expletive or whatever you wanna call it, this is the nice answer. What the heck are we talking about here? Now my point is, in this in the middle of this, in my in my head, I'm starting to think about all these questions. What have they been doing for the last year? How are they managing the facility? How are they doing preventive maintenance? How are we tracking compliance? Right? Where do we start? And and and, also, this is a site that we had surveyed previously. So this construction project, this new tower was being connected to the old hospital. So there's a lot of ramifications to that type of a major renovation at a site. I don't know if this has ever happened to anybody. I'd be curious to know, but this is real, right, in our industry. We know in a lot of cases that we're occupying buildings, and then we're figuring out after the fact how do we wanna manage those facilities. So the back story on this is a little bit interesting because in twenty eighteen, twenty nineteen, we did perform facility condition assessments. We worked with this customer to optimize the data for the legacy building. And we had clean inventory. We had a good CMMS system in place. And then that information was used to help endorse and help inform the construction project. So it's a very a lot of good things that had been happening at this facility. But from twenty twenty to twenty twenty three, had a lot of things going on. Right? The pandemic, this organization had a lot of turnover with both facility staff and corporate leadership. Obviously, focused on the construction of the new tower. A lot of different things came to play, but what what ended up is a rapid mobilization of our team to get on-site, collect the inventory, and help recover this, rather difficult situation. So let's step back from this. Different versions of this story happen across the country with multiple health systems. But why does it happen? Well, in this case, again, organizational changes, system changes, the impact of the pandemic, of course. Lot of different things came came to came to pass in this particular example. The new facility, beautiful facility, well designed, well constructed, one of the most beautiful new energy plants that I've seen recently. But through the course of that construction, value engineering or what I call devalue engineering, there were obvious reductions in the staffing, one of which was a reduced scope for the commissioning agent. In this case, the commissioning was not responsible for inventory tagging or for validation. We'll come back to that towards the end of the presentation. The requirements for the validation and the transfer of the asset inventories were not clearly defined. They weren't clearly stipulated in the PDC processes, and they weren't made, a definitive it was not in the definitive scope for the general contractor or even the A and E firm. It did include handover of documents, but those documents were in analog form. So it was not easily consumable by the maintenance staff. Lot of PDFs, lot of Excel spreadsheets, things like that. And then, ultimately, when the staff took ownership of the building, there was a loss of momentum to go and validate that inventory and get it into the maintenance management system. But these are all symptoms. Right? My conclusion from this, and I think this is relevant to a a lot of you, it's relevant to our industry. My conclusion is that the value of a clean operational handover is not fully understood. Right? Construction projects are always under the gun to reduce cost, to hit the timelines, to make sure we hit the occupancy date. So the operational handover is usually done in firefighting mode. Right? We're trying to build the airplane and fly it at the same time. And what I hope to do is is kinda change that thought process a little bit and shares other examples of different ways that we can look at it. But long story short, I love this quote by Yogi Berra. If you don't know where you're going, you'll end up someplace else. So I think the punchline here and the and the goal of this presentation is to rethink this operational handover. How can we do it better? And I do wanna encourage everybody. If you have questions or comments, please drop those into the q and a. And, Regina, if anything comes up, please stop and let me know. I can I'm happy to answer questions real time as well as waiting until the end. So let's take a step back for my conclusion. Why does this happen, as as a culture in our or in our industry? What are we talking about here? Well, the typical transition, the typical PDC to FM transition is very linear. Right? In this case, I'm showing a construction phase. Now the design phase may have started many years before, but we have the construction phase. We have the engineering commissioning phase, and then there's a hard line in the sand when we actually take occupancy. Now everybody's got a little bit different version of this, but I I wanna illustrate a couple of points. That CMMS configuration and deployment often happens right at occupancy or right after occupancy. Right? And then we have to spend a lot of labor, a lot of time to build out the efficacy of that solution. The challenges are who is ultimately responsible for providing that asset information to populate the maintenance management system? Is it the architect? Is GC? Is it the A and E firm, the commissioning agent, the owner? Ultimately, the owner is responsible because the owner has to do reporting on compliance, but let's break that down a little bit. It usually happens again with spreadsheets, as built, own ONE, owner's manuals, thumb drives, you know, whatever it might be. But it's an analog transfer of data. The full CMMS deployment in this case and optimization may take years. I've seen organizations spend two, three, four years after occupancy still working to get the CMMS system up and running for the facility. The physical audit is usually the only option at that point. We've actually performed facility condition assessments as in this case on a brand new facility because it's easier to go manually update and and validate those assets, apply barcodes, and so on. But that's a very, very expensive option, and it also has other ramifications because the assets are already depending beginning to depreciate. In this sample that we talked about, there was approximately forty two million dollars worth of new MEP assets associated with the new bed tower. There was also an additional twenty million dollars spent to retrofit and replace new or put new assets into the legacy infrastructure to complete all the tie ins to the energy plant, emergency power, and so on and so forth. So this was a huge, huge investment by this organization. And so what we wanna talk about now is is the return on investment, if you will, of spending a little bit more money to make sure that we complete that operational handover in a clean fashion. So the reality is even though the CMMS system and the occupancy take place at a specific date, many of the critical assets, the boilers, the chillers, the fire alarm, the fire suppression, the emergency power, these are all installed and function well before the formal occupancy. Right? So the best time to capture asset details and information is at the time the assets are installed, not the date of occupancy for the owner. Now most organizations attempt to use internal resources to validate inventory, but in the heat of battle in construction, again, it almost always becomes a lower priority. At the end of the day, though, trying to build these records after the fact is essentially double work. We are touching these assets as they're being installed, whether it's the vendor doing the work, the commissioning agent doing the work, or the owner staff. There are ample opportunities during the construction and commissioning phase to collect this information. Now the industry trend, I am seeing this more and more from a and e firms and general contractors. There are many firms that are now starting to offer what I call operational, commissioning, which means members of the team construction team are specifically dedicated to literally conducting this transition, collecting the information, right, populating ACMMS, or at least organizing that data in a way that it can be consumed by the CMMS system. But, again, construction firms and A and E firms, they're not typically facility operators. Right? So even though they they are making the attempt to do this, oftentimes, they're not thinking about the long term ramifications of making sure those systems are set up for for use in multiple years. And, ultimately, owners, con constructors, commissioning agents, CMMS configuration, who leads the best practices. And that's really where we wanna focus the rest of this conversation. When we talk about integrated strategic asset management and PDC, what what we're talking about here, excuse me, is applying the same discipline in the data phase during construction and commissioning that we would if we were performing, a traditional facility condition assessment. Right? We wanna capture this information. As the assets are coming in. We can populate the CMMS system as the assets are are being installed and and and becoming operational. We can also begin then to do our preventive maintenance. We can begin to track work orders. We can begin to track our inspection, testing, and maintenance real time. And we can also help to justify staffing because we have a very good idea of the asset density in the new space. And, again, it's just a proactive thought thought process that gets us there. In this case, we used our facility condition assessment or strategic asset management tool called Origin, which is highly optimized for this type of effort. And at the end of the day, what we're just what we're building here is a continuous improvement model that allows us to onboard the facility, onboard the maintenance, but do so in a much more controlled manner. Turnkey operation, when we talk about strategic asset management enablement, following these industry best practices, we have developed our location hierarchy. We have data standards and naming conventions. We can actually deploy risk ranking and PM optimization. We can start our life safety inspection testing and maintenance, again, from day one. The real benefit, though, is it significantly lowers the data acquisition acquisition, excuse me, and CMMS deployment cost. We're preconfiguring these systems rather than retro configuring them, if that makes sense. It does provide us with complete visibility and monitoring of all the assets, particularly during the warranty period, and we know this is a big, big deal. Good way to think of this. We know that the assets during the warranty period are going to be maintained or should be maintained based on owner's recommendations. We can do that in this case. We can also then after a warranty period, we can set ourselves up with risk ranking to be able to deploy an AEM maintenance strategy if indeed that is something the organization wants to do. But in any case, we're fully prepared, and we're ready for that expansion and that occupancy. And, hopefully, we can do so in a more streamlined fashion. So I hope this is a helpful framework to, to kinda talk about the next steps here. I'm gonna take a drink of water and, clear my throat. Just a moment. Regina, any questions come in so far? Not yet, Mark. I'll let you know. Not yet. Okay. No worries. So we talk about strategic asset management and deployment, and I've already given away the punchline here because I moved the toggle too fast. It's all about the data. And the reason I frame that up, and I love this quote from from, doctor Deming, without data, you're just another person with an opinion. So I think at the end of the day, the sooner we collect data, the easier we can make these management decisions going forward. Now this is where I wanna define strategic asset management, and this is the core, message that we use when we're talking with customers about their existing buildings. Here, we're talking about new construction. But, ultimately, we wanna manage the maintenance of the physical assets through the full life cycle of the assets. And that's the real beauty here. If we follow this prescription, this prescribed methodology, we can actually see the full history of the asset from the time it was installed and set up the organization over the next decades to have clear line of sight to what's happened with that asset. Now this is a people, process, and technology. Right? It's the typical, three legged stool. We're obviously talking about software. That's our core competency. But we're also talking about business processes and a culture here. Right? How can we increase collaboration between the facility management teams and the PDC side of the organization? You may also hear this called enterprise asset management. To me, it's one in the same. It's just that more strategic view about asset management in the organization. So some typical asset types that we look at. And in the next few slides, I'm gonna outline the way that we approach facility condition assessments and the way that we approach CMMS optimization efforts. And the beauty is it's the same methodology, whether we're talking about legacy sites trying to recover inventory as I talked about in the in the front end of the presentation, or in this case, if we're doing proactively. Right? We're looking at all of our life safety. What we call the tier one assets is really the key. But in this case, we know we need to provide, the joint commission or DMV, whoever your accreditation, organization is. We need to also look at all of our life safety components. We need to have all of our sprinkler heads identified, our pull stations, horns, strobes on the fire alarm, fire extinguishers, fire doors, the whole thing. Right? All of that has to be reported as part of the initial accreditation of a site. And all of that data is required to maintain accreditation. So why not build that into the requirements at the very front end of the construction process? Which also then begs the question, this is really a cultural question more than a technical one. Where are you today with your work order system? So for those of you that have a legacy site, but you're also doing new construction, which every health care facility I've ever seen, it's important to look at the work order system. Is it meeting your needs? Do you have centralized, standardized workflows, or is it decentralized? Meaning, does every site have its own unique CMMS and none of them are the same? There's no wrong answer. I I think the the recommended best practice is to centralize and standardize, but there may be situations where that's not possible. In either case, do we have an accurate inventory of the assets? Are our technicians using the system to accurately track work efforts and PM performance? How are we doing on compliance? And it's important to understand how are you dealing with those situations in your current facility because whatever's happening in the current facility, good or bad, is probably what's gonna happen in the new facility. So new construction projects, especially if they're major expansions, great time to actually sit down with your maintenance staff and have these conversations. How how are we managing the facility today? How do we wanna manage it tomorrow? Because the organization is investing tens of millions, if not hundreds of millions of dollars in this new construction, so why not use that as an opportunity to recalibrate our facility management practices? The foundation, of course, is going to be the maintenance management system itself and then leveraging, other solutions like our strategic asset management and so on. Now when we have that part of have that conversation, a lot of times, we're gonna ask some tough questions, right, with our teams. If we're not using our work order system correctly, let's have the conversation why. And, again, I come back to this question of how do we want to manage the facility going forward? Do we wanna stay in reactive mode? Do we wanna fix things after they fail, or do we wanna try to be more preventive or even predictive? Do we want to manage our facilities in a centralized or decentralized way? What about asset naming? What about tagging, barcodes? You know, the the the the best thing we can do in the early stages of construction is make sure we're putting barcodes on each of the assets so that, again, we can create that digital record. And then, ultimately, what is an asset? You know? Is it the air handler itself is the whole asset? Is it just the box is an asset and the VFDs and the fan wall is an a separate asset? Now you're getting into parent child relationships and things like that. Each organization might have different definitions, but what's important is that everyone in the organization is using the same definition. We wanna set these up so that as we onboard new facilities, we can bring these new assets into the fold seamlessly, and we can now compare new versus old, etcetera. So this is really a cultural and now a business process discussion, again, that I would encourage all of the facility leaders. Spend the time with your team as best you can. Try to have these strategic conversations even as everybody is scrambling to try to meet the deadlines of the construction and actually perform the physical handover. Then we get into the next question. Now this is more geared towards legacy sites. Do you know what assets you have and how they are performing? And this is where we start to tee up the concept of inventory validation, facility condition assessments, location hierarchies. Do we know the make model serial number and the engineering capacity of each of our assets? Do we know when they were installed? Are we or do we have clear line of sight to expected useful life, etcetera, etcetera. Now interestingly, I made the comment earlier that I have actually seen and performed facility condition assessments in brand new facilities. Now we didn't have to worry about the condition because the assets were all new, but we had to follow the same rigor to deploy resources, to walk into every space, and manually validate everything that was on-site. And that's really one way or the other, we need to get that data. Again, it's it's much more expensive to do it after the fact. But this becomes our operational performance baseline, And this is the the foundation that we're gonna build everything from, not only our maintenance management system, but even starting to look at capital planning. Now you say, why do we need to do capital planning in a new hospital? Well, we all know there are a lot of hospitals out there. They're the new hospital even though it's twenty years old. It's newest hospital in a portfolio, and so we still call it the new site. But as many of you know, there are a lot of assets inside the building. It might be a fifty year building or even a hundred year building. But there are other assets that are going to need to be replaced on a regular basis every ten, fifteen, twenty years. Usually, what we see, water heaters. Right? Commercial water heaters. Ten to fifteen years, we start to see the need to change out some of those things even though the building is, quote, unquote, new. Right? So, again, this is our baseline going forward. Now when we do these assessments, what we recom what we use is we have a data collection app that's that's highly optimized for this very exercise. It's very important. Photograph the equipment. Collect all the necessary nameplate information, the warranty information, the engineering capacity, and, yes, the baseline condition. Now, hopefully, it's new. It's in great condition. Right? But we all know infant mortality can happen, and it does happen. So a lot of times, we end up dealing with maintenance issues in the very early stages of the operational life of an asset. So why not have those records built out in our system so that we can track that? It is obviously a need if we have to deal with warranty issues with a particular vendor. But whether it's a warranty issue or not a warranty issue, it's still good to have that, those data records in place. Now when we do collect this information on a new asset, it looks just like the information we would collect on a on a vent what I call a vintage asset or an older asset. But we have all of these digital records. We know the information. We have the make, model, serial number because nameplates fall off. So why not take pictures of that stuff right up front? And in this case, we can already begin to model the replacement cost of that asset. Even though we're not gonna be talking about replacing it for a long, long time, we're starting to put a dollar value on the infrastructure itself, which, again, if you have a combined facility where there's a new wing, an older wing, maybe an older energy plant, having that line of sight to the relative age of all the different equipment that's in the site, again, very, very important. Now the last piece, I think this is most important. This is also a great time to focus on risk ranking or what I call criticality. So many of you you may have seen this before. This is information I've shared in in previous webinars. When we look at risk and criticality, we wanna tag the assets and identify the spaces that they serve. So in this case, we're primarily focused on HVAC, of course. But if we look at all of the air handlers, they're installed in a particular hospital. If you're on a million half million to a million square foot site, you might be looking at forty five, fifty, maybe up to eighty or ninety air handlers depending on the configuration of the building. We wanna look at all of them and say, air handler is an air handler. Right? It's an environmental support asset. If we look at NFPA, we can tie it to disruption of comfort as a risk, average maintenance, and average redundancy. Now as we go through the building and the beauty is with the new building, we should have up to date drawings. Hopefully, up to date life safety drawings are part of the package, but also what I call zone mapping for the HVAC. This is a great time to look at the facility and clearly identify which air handlers are serving which spaces, how are those spaces, ranked from an NFPA perspective, but don't stop at the air handlers. Exhaust fans. Right? How many times do you walk on a roof and you see an exhaust fan and nobody knows what room it's connected to? Right? So it's a great way to visualize all that. We definitely wanna isolate ICUs, ORs, any isolation spaces. We wanna tag those as infection control assets and systems right out of the gate. Gives us clear line of sight to what we're looking for. As we do that, then again, we can also separate out the, quote, unquote, less critical assets. So in in this case, I'm looking at an air handler or an HVAC, whether it's a package unit or an exhaust fan, etcetera. If it's in a nonacute space, it's a professional office building. Let's downgrade the criticality of that. It's a nonclinical space. There's really no risk. I mean, if we lose the air handler or the package unit, we can send everybody home. They can work remote. Whatever it is, it's not really going to disrupt operations. Now the counterpoint, as I mentioned earlier, we do wanna have clear line of sight to those assets that are could impact infection control, patient care, and and negatively impact the environment of care if there are any disruptions. And as we all know, you know, COVID made it clear for everybody. Airborne pathogens, we have to pay close attention to our test and balance, to our temperature humidity control. I'm preaching to the choir. Everybody knows how critical that is in the health care space. But what these risk and criticality scores allow us to do is to prioritize these assets. And when we apply this risk ranking, it gives us this Pareto so we can isolate our life safety assets. Now life safety is easy. Right? It's generators, automatic transfer switches, fire alarm, fire suppression, even the, you know, the critical or emergency, electrical distribution. Right? But why not do that right out of the gate? All of that stuff should be clearly labeled in the building as we're constructing it. So we isolate our life safety. We've now built out our ability to report from a compliance perspective. We can then isolate the highest risk assets. So think about roofing. Right? Now it's a new roof. It shouldn't leak. But you know what? If it does and that roof is over an acute space, we still have, potential for infection control issues due to water infiltration. Having this clear line of sight from day one then can be used to help justify staffing because a lot of times and I've heard this. You know, we added a hundred thousand square feet. Did you get any more staff? No. We didn't. Well, having a clear line of sight to the asset density and all of these things, hopefully, there's a way to come back and say, look. Yes. It's a new building. Yes. We should not have a lot of unscheduled work, but we still have to maintain compliance. Right? Compliance doesn't care if the building is new or old. But, again, using the data to justify staffing, to justify the investment needs, for all of those things is is is very, very important. And then, obviously, in health care, I already talked about this, the ability to isolate or designate which assets are we going to continue to main maintain based on OEM recommendations, which assets are eligible for AEM. Again, we're managing forward. We're setting ourselves up to be able to make those types of, decisions as we move down the road. And then lastly, I know, again, capital planning is not usually front and center for new construction. But, again, once we have this data structure identified, we can also start to inform capital planning right out of the gate. We can actually show the DFO. We don't have any deferred maintenance. We should not have any deferred maintenance in this new building. But ten years down the road, we might wanna start thinking about putting a little bit of capital into this building even though it's new. But a little bit of money, we can keep this building new for a long, long time with a very, very minor investment, whether it's operational money with enhanced, preventive maintenance, or whether it's a little bit of capital money to make sure we're addressing any deficiencies as soon as they come up. So, again, it's it's a total culture shift in how we think about onboarding these new facilities. Facility transformation, in my mind, comes down to some very simple questions. And, again, I'm gonna apply this equally to new construction or to vintage or legacy portfolios. What assets do you have? How old are they? How are they performing over time? How much money are we spending to maintain these assets? What's the risk or the criticality if those assets fail? And then what's the impact of that failure? How much would it cost to replace them proactively versus reactively, etcetera, etcetera? Also, a great time to submeter from an energy perspective. That's a different topic, but submetering is can be a very intrusive process. But why not include submeters in the new construction so that we can collect data on energy consumption at a much more discrete level so that we can make better decisions, ongoing with building. All of these things are intended to address the issue that I started the conversation with. How do we move away from Excel spread and PDF, files and binders and thumb drives and and and even static as built drawings? Right? Why don't we collect all of that information, get it into a digital platform, both the CMMS system and other more advanced asset management platforms like Origin, and and, again, manage the building in that fashion from from day one. So Sorry. Yes. We do actually have a couple of questions. Will this be a good time? Yeah. Absolutely. Awesome. Thank you for that. I'll let you take a sip of water there, catch your breath. We have a couple questions. I'm gonna start off with, the first one that came through. How do you ensure alignment between the asset management team and the PDC team during the handover process, and what strategies have you found are most effective for mitigating operational risks that could arise during the transition? Yeah. I that that's a great question. I to me, that's a cultural issue. The best cases where I've seen that done successfully, the facility management team and the planning and construction team have a very close working relationship. Now in in some examples, both the FM team and the PDC team report up to a single point of contact. Right? It's, usually a a vice president level, something like that. It's it's a point in the organization where both entities come together. But that's, you know, that's pie in the sky stuff. That's like hoping everybody does a great job. The way that you operationalize that is to write these requirements into the PDC process and make it a policy that when we are performing construction, one of the many, many, many, many requirements that are gonna go into the design documents for the facility, it includes a requirement for the collection of that data. Now the organization then has to decide who's going to have that responsibility. Is it an owner's rep? Is it, again, the GC, the A and E firm? Can we take that information from a BIM model? Can we can we extract that information from, you know, the CAD files, etcetera? But it really, really starts with the communication and the agreement with both sides of the house that this is a fundamental requirement. It's not a nice to have. It's a requirement for any new construction projects that that particular organization, is going to, undertake. Great question. Perfect. If we have time, there's another one. Hi, Mark. I think another input to your calc calculus related to criticality is business impact to the organization. What equipment or systems are supporting the high revenue generating spaces, and how can they be prioritized as well? Yeah. So the the easy answer is to go look at, you know, again, I I I always go to HVAC because those systems are, obviously designed to serve the spaces, and those those spaces have their their fundamental requirements for air changes, for, you know, temperature, humidity, etcetera. That's the obvious stuff. The next place to look is I, you know, I go to switch gear. Right? Let's look at the emergency, branch. Let's look at the critical branch. Let's make sure that we're isolating the noncritical, or operational branches. But creating that that matrix of risk, it ultimately comes back to, aligning those infrastructure assets with the spaces that they serve. You know, I I was on a podcast this week with, my buddy Greg Christiansen on CMMS radio, and we talked about alignment in this very case. And I don't wanna compete with MRIs or with clinical engineering assets, but if we communicate on a regular basis that these air handlers or the switchgear, whatever it is, is critical for us to provide clinical services in those spaces. So it is it is absolutely a communication method that is that is very, very, it's it's very much required. I would say it that way. It's not easy. But I I would say it this way. Every asset was put into that building for a reason, right, or it wouldn't be there. The architect put it there. The a and e firm put it there. So I always ask, what is it? It's a pump. What does it do? It pumps chilled water. You know, you you follow that daisy chain, and the real reason that pump was put there was to provide air conditioning in a critical space in the hospital. So that daisy chain of value is I think it's a great way to look at it. That asset was put into the building for a reason. So let's figure out what that reason is, and let's make sure that we understand that across the organization. I gave you a long answer, but that's a really, really good question. So whoever asked it, thank you very much. Alright. This is great. I got two more. So we'll go with these two, and then we'll pause. We'll let you continue. We can answer some more. Yep. Oh, this one is, is this data viewed on a proprietary software perspective, we sell maintenance management software. We sell FCA software. We sell, you know, ongoing asset management solutions. There is a fee, of course, to to subscribe to those solutions, but the data belongs to the owner. And and I think that's that's key. So there's nothing proprietary about the data, but getting access to the data does require a subscription, but that's no different. That's not unique to Brightly. I'm not aware of any CMMS providers providing that software, at no cost. But at the end of the day, it's the owner's data, and and it should never be proprietary or un inaccessible by the own. Good question. Fantastic. Okay. One last one about origin, and I'll let you get back to it. If origin program you are suggesting is applied, would you ever have to do an FCA again manually? And if it's required during the life cycle of the assets, is it heavily decreased by using origin? If so, how? Another great question. Origin, in this case, is designed to provide what we call a dynamic facility condition assessment. So once these records are installed in origin and we have that initial baseline assessment, and in this case, if it's new construction, great. We're starting out with a clean, bill of health. And what we do with Origin is we connect that to a maintenance management system. It does not have to be a Brightly system. It can be any CMMS system. And we bring that information in, whether it's historic work orders, historic preventive maintenance activities, and we use that to modify the condition of the asset. Theoretically, you should not have to do a static FCA ever again. The reality is, what I tell customers, leverage the data that Origin provides. If the data suggests that there's potential issues with a with an asset or a system, you might wanna hire an engineering firm to do a deeper forensic analysis on that specific asset or that system, but you should not have to do a comprehensive floor to ceiling inventory validation and facility condition assessment. That is the intent of the origin solution. Great question. So, Regina, I'm gonna unless there's other questions, I'm gonna pivot. Let's talk about a success story. I'll walk through this, somewhat quickly, and then we'll have a little bit more time for more questions at the end. Great questions, by the way. I really appreciate that. So let's talk about a a positive story. Right? We started with a a tough situation. Let's talk about a a a different example. So in January of twenty twenty, we engaged with a regional health system, and we deployed the origin solution. Now the the solution was deployed in a fourteen hospital system with a mix of both rural and urban, facilities all in about eight million square feet. And the purpose of the FCA was twofold. One, to get a clear line of sight on the condition of the assets and and help inform capital planning, deferred maintenance, and all the things that, you know, that we all have to deal with on a daily basis. But the other goal of this implementation was to standardize on the CMMS system. So this particular customer had had spent quite a bit of money and time, in twenty eighteen and twenty nineteen to move away from fourteen individual CMMS instances to migrate to an enterprise standardized platform. But at the time, they did not have the funding to migrate all data in the same standard. And this was not a brightly CMMS, and that's not good or bad. It's just that that was the situation with this particular customer. We were hired. It was then part of what's called Facility Health Incorporated, which is now part of Brightly. We were acquired by Brightly in twenty twenty one. We were contracted to perform that FCA at each site, and we used that data in two ways. One, we did all the deferred maintenance. We gave the owner a scorecard and said, this is where you're at. This is the type of capital investment that needs to be made in your existing portfolio. At the same time, we use that data to standardize the CMMS system, standardize on risk ranking, standardize on AEM policy, etcetera, etcetera. So it was kind of a both a capital and an operational play to build out that that level of detail. At the same time, there was a replacement hospital underway in this portfolio, and that construction actually had begun in twenty eighteen. K? Now the FCA goals, we had a couple of things. I just talked about the deferred maintenance, and and all the all the benefits that we could achieve, but we also then began the onboarding process for the new hospital. Now there's two parallel paths here, and I think this is always interesting. I'm gonna check my battery. I'm good. So we had two parallel paths. Right? Pardon me. I am gonna plug this in. I apologize. The two parallel paths together in the sense that in twenty twenty, we're completing the FCAs. We're stabilizing the CMMS data. We're doing all of that work to enable the, facility or the owner to take control of these facilities. Right? But in parallel, we documented all of that work, and we created policies around CMMS data standards, the risk ranking, everything that we've talked about. So we had one standard applied to all of the hospitals in the portfolio. Moving forward into twenty twenty one, we were able to stabilize the existing platform, continuous improvement, and it's an it's an ongoing challenge to keep CMMS systems up and running in a controlled fashion. We then brought in all of the new assets in the new facility as they were coming online. So in this case, it was a third party commissioning agent using the origin solution. While they were in the field working on the different systems, they were actually creating these records, in in origin and then transferring those records to the owner for CMMS integration. And then at the end of the day, these two things together. So we had the new facility opened with the fully functional CMMS system, completely aligned with the CMMS system in the legacy sites, and then the new the new hospital then became a flagship, if you will, for the organization. So this was a multiyear journey. That journey is still ongoing, by the way, because this particular health system, they're still doing smaller, construction projects at each of their sites, and we're following the same prescriptive methodology. Every time there's a new construction, the same methodology is used, and these assets just come on in to the to the work order system. Some pictures just to make it fun. That fat guy in the middle is me. This was in the middle of COVID. COVID was rough on us for a whole lot of reasons, but we were touring the facility again as the construction was happening. It was fantastic. And I think the biggest benefit, if you look at some of these hallway shots, we're also able to access all of the above ceiling assets. So collecting that information before the ceiling tiles were put up was a huge time saver and a much more efficient and accurate way to itemize everything in the inventory. Closing up with some benefits from an operational and PM and warranty benefit. Look at the occupancy date, spring of twenty twenty two. But look at the install date for the chiller, January of twenty twenty one. So these chillers were up and running a full year, more than a full year before occupancy. Right? Because we had to close-up the building. We have to supply heating and cooling even as we're doing the the build out, all the, FF and E and and closing up the spaces and doing the terminal clean, everything. We had to have the HVAC in place. So we began tracking the health of these assets a full year or more before occupancy and performing the tentative maintenance in a controlled way so that that we were doing everything that needed to be done from day one. Above the ceiling, we talked about that. One of the most expensive condition assessments is one where we have to go in and we're pushing up ceiling tiles. It's almost impossible to do that in an operational facility. So why not grab that information, get pictures of the equipment, nameplate information, again, before we close everything up? And we don't have to go back and do it after the fact. And then from a compliance perspective, the organization was able to begin doing their monthly generator tests, their quarterly, their annual. All those things were done before occupancy with a full, transcription, if you will, of the history of that generator. So, again, it makes the onboarding that much easier. Last two slides. What we're really talking about is being proactive versus reactive. And and to the the person's question, earlier, the the facility management team led the validation effort. Now they didn't do it. It was a commissioning agent that that did the work. But, again, those facility management requirements were written into the, all the planning design and construction documents. In this case, this owner had an owner's rep that was managing that activity. The ability to log, track, and perform all the appropriate PMs and work orders, That was happening alongside the commissioning effort. The AEM program, this organization did have a corporate wide AEM policy. They were able to set up transition dates. When are we gonna transition from OE to AE if we are? But, again, those decisions were made proactively rather than reactively. Obviously, ability to inform any warranty claims, which there were. Not gonna talk about that, but there are always warranty claims. And then resolve any infant mortality issues. And then documented staffing. So in this case, the staff was coming from a an old facility that was being decommissioned into a new greenfield site, and they were able to do a staged transfer of staff so that the staff could then be trained on the new equipment even as they were sharing responsibilities with the old site. And then, obviously, compliance. We all we all know that's that's the name of the game in health care. All of that information is in one central repository again from day one. I know I'm being a little bit redundant, but I hopefully, you guys can see the the benefits of of this type of approach. In conclusion, strategic asset management. It's a journey. It's not a destination. The work is never complete. But again, Yogi Berra's quote, if you don't know where you're going, you'll end up someplace else. So what we're really advocating for is figure out where you wanna be and do the hard work upfront. It feels like a big but it will pay tremendous dividends because it's always hard to retrofit, these these these cultural elements and technologies into, a legacy facility. So these were the learning objectives we stated upfront. Hopefully, we touched on all of these. And with that, my contact information is here. And, Regina, let's open it up for any, any last minute questions that we might have. Yes. Hopefully, we still have some folks with us. I can't tell. Yeah. We do have folks here. I've got a a follow-up from before. Or somebody else or asked a question, it might be a follow-up. But is there compatibility with a dynamic FCA with other Siemens products such as facility navigator fault detection? Oh, boys. We've got a we've got somebody out there that knows their stuff. So the Origin platform currently receives all of its inputs from a maintenance management system. So the work order and the PM history. Origin today does not receive information directly from a building automation platform or or a submetering or whatever. But part of the Brightly vision going forward, we are starting to connect those things. So whether it's building automation, and I'm aware of those platforms within Siemens, where we're going with that is what we call automatic work order generation. So if we have fault detection that's happening and building automation, we're working on an integration, in in all industries. We're not doing it yet in health care, but we're working on that to push that data right into a maintenance management system so that we can automatically generate work orders if we need to dispatch technicians or dispatch vendor, staff. And then that information would flow into origin. So I gave you a long answer to that. The answer is yes, but it will not flow directly into Origin. It will flow through a maintenance management system so that we can record those work order and PM events with a single source of truth. Origin will leverage that for capital planning. Great question. Perfect. Thank you. This is this goes back to one of the the second examples that you had shared. How did you or the owner in the second example get executive buy in to roll out the program? That's a great question. It came down to the data. I think in this case, because we had cemented the relationship and showed the the efficacy of the deferred maintenance data and the and the huge cost that this organization was going to have to, outlay for recovery of the legacy facilities. We were able to demonstrate that by collecting this data upfront, we we're not gonna solve world hunger here. We're not gonna prevent all problems from happening, but it comes back to the data and creating a an objective buy in. Because at the end of the day, when you're talking about a new hospital, you're talking about hundreds of millions, if not billions of dollars. So is it really, a problem to spend what I'm gonna say is a a small amount of money, hundreds of thousands maybe, to protect a billion dollar investment? And that's how we teed it up. Let's spend a little bit of money now so that we can protect the big money investment that's being made in this new facility. You know, imagine buying a brand new car on the lot and then never maintaining it. It's going to depreciate so quickly. So it's it's a it's a sell, if you will, about the value of let's protect the investment that's being made. Let's spend a bit little bit more money, and let's do it let's do it right from the beginning. Alright. Thanks. We got one more, and lastly, now has one. But the last one we have right now is we use an OEM maintenance strategy. Does this change anything with this approach? No. It doesn't. Because at the end of the day, it's based on data. Yeah. M four e a m, I'm I'm familiar with that platform. It's a it's a good platform, but it's only as good as the data that that that lives in it. Right? So, fundamentally, everything I'm talking about here yes. We're talking about origin. We're talking about the software that brightly can provide, But this is really the playbook on how to make sure the data is clean. And once the data is then you can leverage any number of technologies to better manage the facility. But without data, it it's it's that much more difficult. Perfect. Thank you. Just a few things before we drop off here. First, we'd appreciate if you take ten seconds out of your time to complete our very short survey. I would like to give a big thank you to Mark for being our speaker today. Love the questions coming in, having that discussion. Also, just, to remind everyone, there will be a recording of today's webinar that will be coming out in an email, so look out for that. And, that's all we have. We will get the, the recording. You can reach out tomorrow. We'll be more than happy to speak with you. Thanks again, everyone, for attending, today's webinar, and have a great day. Yeah. Thank you, everybody. I really appreciate it.