Case Study Blog | Creating a Strategically Aligned Process for Prioritizing Facility Operations & Maintenance Projects for A Nobel-prize Winning Hospital Network

The University was founded in 1890, and is a world-renowned academic institution with several Nobel prize winners among its faculty and alumni. The University is also home to a major hospital network, which consists of the University Hospital and the School of Medicine.

In total, the University has over 16,000 students, employs nearly 20,000 faculty and staff, and hosts several thousand more people each day who visit the campus and hospital. For a busy, thriving urban campus, maintaining a safe, comfortable and secure environment is critical.

Our client was the Hospital Network’s Executive Director of Operations, Facilities Planning, Design and Construction. He is responsible for managing all facilities operations, covering more than 6.5 million square feet, including maintenance, infrastructure, utilities, and deferred maintenance. Recently, he was also given responsibility for design and new construction.

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Keeping a facility of this size and importance running smoothly day in and day out is a monumental challenge. Although the University has an endowment of more than $8 billion, our client had to work within a very limited budget allocated to the hospital network. With some buildings over 100 years old and having to endure a harsh mid-west climate, there was never enough money or resources to do all the necessary maintenance, and the log of deferred maintenance just kept growing.

Further complicating matters was a pending review by the Joint Commission, a non-profit organization that accredits more than 21,000 US health care organizations and programs. In preparation for the inspection and re-accreditation, the hospital network retained a consultant to conduct a Facility Condition Assessment (FCA) to identify, prioritize and quantify facility deficiencies that require attention. In total, the FCA identified over 4000 items amounting to nearly $1billion in repairs.

With so many needs, a limited budget, and a very important inspection looming, our client needed help prioritizing work in alignment with the Hospital Network’s strategy and turned to us for help. Our client was overwhelmed and needed a much more strategic and transparent approach to prioritizing and funding projects.

If you require a strategically aligned process for prioritizing facility operations and maintenance projects, then please contact us today to learn how we can help you.