FM in Healthcare
Facility Management in Healthcare, highly complex and highly stimulating.
Our research focal point «FM in Healthcare» is characterized by the applied research and development. This means that we work for and with you on topics with practical relevance in non-medical support services in healthcare institutions.
Depending on the goals, this takes place as a partner in a research project, a service contract or involving FM students in student projects. Our procedures are holistic, interlinked and systematic for the development of practice-oriented and applicable solutions.
Innosuisse project Reference model for non-medical support services in hospitals successfully completed
The Reference Model RemoS shows the connections between the result-oriented services in the Service Catalogue for Non-Medical Support Services in Hospitals LekaS, the underlying processes in the Process Model PromoS, the related key performance indicators (parameters) in the KPI Catalogue KenkaS and the corresponding software applications in the Application Catalogue ApplikaS. The Reference Model is the basis for the Guidelines to use SAP for Facility Management in Healthcare LesapS and the IT-supported Assessment, Simulation and Benchmarking Tool for Facility Management in Healthcare.
All documents and details are freely available under www.zhaw.ch/ifm/fm-healthcare/remos/en
FM in Healthcare research topics
FM in Healthcare – both highly complex and highly stimulating: The interaction of a great variety of elements is requisite to the optimal running of non-medical support services in healthcare institutions.
Here you can see the topics we currently emphasize and work on for and with you.
Cost pressure | Labor shortage | Key Performance Indicator systems | Asset-/Portfolio management | Benchmarking | Information systems | Service transparency | Accounts / Cost centers / Cost units | IT / ICT applications and strategies | Investments | Live Cycle Costing | Sustainability | Competition | Culture change | Innovation | Project management | Strategy development | Process view and optimizing | Risik management | Quality management | Resource optimizing
Cost pressure: Because of financial shortage and cost increase of the medical services, current efficiency provisions have to be utilized and, together with the increasing resource shortage – also on the level of staff – managed in an optimal manner. This leads to internal discussions and disputes. The IFM takes on this topic and develops approaches to how the non-medical subject area or FM in hospitals can address the cost pressure in a constructive way which benefits the whole enterprise.
Labour shortage: For the core business, meaning medicine and care, an increasing labour shortage is emerging due to the demographic change. Taking over non-care tasks, FM can contribute to relieving the core business and, in the process, adding to an increase in service quality.
The IFM provides consultative support in all aspects of how to most profitably allocate or re-allocate resources between core business and FM.
Key Performance Indicator systems: In order to make services transparent and comparable, there are key performance indicators (KPIs). Currently, there is no common understanding for KPI design for FM in Healthcare, neither for the individual areas nor overarching ones. The reason for this is very different management approaches within the different hospitals including the wildly varying allocation protocols. The IFM is developing on the basis of the Service Allocation Model for Non-Medical Support Services in Hospitals (LekaS) a systematic KPI system which enables the FM to control FM better strategically, tactically and operationally.
Resource optimizing: In general, the expectations of the different service providers are rising while at the same time, there is a decreasing willingness to financially support new possibilities and innovations.
The IFM develops approaches which enable the non-medical support areas in hospitals to handle the shortages with an increase in effectiveness and efficiency. In this way, the reduction of direct FM costs as well as core business costs is made possible.
Asset-/Portfolio management: Hospitals have numerous, mostly older properties. The increasing complexity of the hospital services coupled with the financial constraints force the managers responsible to align resources and to apply them productively and sensibly. In order to respond to competition, aspects of real estate, medical mobiles as well as the holistic structure of services with an encompassing asset and portfolio management have to be administered.
In order to systematically make available the data bases for asset and portfolio management - which fall into the non-medical support services (FM in Healthcare) - the IFM conducts appropriate surveys and prepares the fundamentals.
Benchmarking: In times of increasingly scarce resources and increasing competition, benchmarking between healthcare institutions is becoming relevant in the area of FM as well. It is, however, important to include the specifications of FM in order to define comparable elements amongst the individual institutions. The IFM develops benchmarks and processes the necessary qualitative and quantitative foundations in collaboration with practice.
Information systems: Information systems in hospitals have to fulfil many requirements in order to handle with the enormous complexity. While the medical data are, generally speaking, managed in the Hospital Information Systems (HIS), the connection amongst the non-medical data and systems including their interfaces have received little attention or cannot yet be illustrated.
In order to couple FM data more appropriately with medical information systems on the one hand and on the other to align the single FM subject areas with each other, the IFM conducts different research and development projects in this context.
Service transparency: According to the political intention, by the means of introducing the case based rate (SwissDRG) more transparency and a higher comparability of services shall be reached.
In order that FM in Hospitals an act more transparently with its services as well as with its costs, the IFM develops conceptual foundations in terms of views and application.
Accounts / Cost centres / Cost bearers: While for the medical areas there are already detailed bases for service and cost transparency in the context of Rekole and the account plan of H+, this itemization for FM is lacking, making it scarcely possible to evaluate FM services in the whole process chain.
So that hospital FM service and cost transparency can be guaranteed, the IFM sets up an account plan with its corresponding cost centre structures in collaboration with hospital partners.
IT / ICT applications and strategies: No networked enterprise works without IT. Hospitals are immensely complex and have an increasing need to process huge amounts of data. Currently, many applications are isolated solutions and therefor lead to higher management expenditures.
In order to ensure that the IT requests and IT requirements of non-medical support services or FM are included in the IT strategy of hospitals, the IFM develops the corresponding foundations
Investments: The majority of hospitals are currently carrying out new constructions or modifications. In the process, the core business infrastructure requirements are made very clear. The area of FM - which accounts for a third of the operational cost – is currently not consistently included although it is budgeted for.
The IFM advocates that the role of FM is recognized in investment discussions and decisions at an early stage.
Life Cycle Costing: This is actually the measurement which determines success or failure during the operating phase. Operational costs which will arise over the whole lifecycle are crucial in the planning of health infrastructure. The numerous processes and the FM infrastructure involved have a significant influence on that.
The IFM calculates and evaluates the upcoming lifecycle costs for FM processes according to the planned infrastructure and delivers relevant information for investment decisions.
Sustainability: Sustainability as an operational principle for the economical, social and ecological utilization of resources is a declared aim in healthcare.
The IFM offers argumentation bases for decision-makers as to how these aspects can be framed to include FM in the overall discussion.
Competition: With the introduction of the case-based rate (SwissDRG), the focus of the political sphere was increasing competition amongst hospitals. This was meant to prompt an increase in efficiency with a simultaneous decrease in costs.
So that also FM in hospitals can operate competitively and thereby support the competitiveness of the core business, the IFM develops innovative and applicable concepts.
Culture change: Socio-cultural, technological as well as political and financial aspects influence healthcare. Process instead of silo mentality, customer orientation instead of top-down decision making, interdisciplinarity instead of free-floating specialist thinking, networked information systems instead of application islands are only a few buzzwords.
The IFM develops systematic foundations for different areas, which supports FM in hospitals in the cultural change together with the medical disciplines as well as in the overall context of the hospital as an enterprise.
Innovation: Within FM, innovations can improve both efficiency and image as well as reduce costs, which contributes positively to the core business. Therefore, when it comes to new constructions and renovations as well as of the required increases in effectiveness and efficiency, it is imperative to consider innovative solutions in the wide-ranging area of FM.
The IFM pulls together knowledge of national and international FM innovation and assess them with regard to the Swiss market.
Project management: Project management is a special and complex challenge in a hospital, as several stakeholders and areas with diverging interests are involved.
The IFM helps to ensure that project management in the hospital context is optimized in an industry specific and interdisciplinary manner. In this way, project duration can be reduced, resources saved and the quality of the project results improved.
Strategy development: On the strategic management level, the enterprise strategy is defined, however the corresponding FM strategy is often forgotten, neglected or tackled too late.
The IFM supports responsible managers on all levels to place their FM argumentations at the strategic level of the institutions.
Process orientation and optimization: Often, encompassing end-to-end processes are lacking as an increasing number of stakeholders and areas get involved, which complicates definitions. This frequently leads to planning weak points and duplications.
The IFM conducts R & D in a variety of contexts so that in terms of the process view, future medical and non-medical services are considered and optimized in an aligned manner.
Risk management: Risks are of the utmost significance in hospitals. The wide range of FM services and processes include risk of different kinds, which have to be identified and managed.
The IFM offers conceptual support in the process of risk management of FM services and their processes.
Quality management: The various FM services have to be scrutinized in terms of quality and management. Legal and institutional specifications have to be followed.
The IFM creates and supports the development of conceptual bases for a sustainable quality management within the wide range of FM services.
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Digital Services as part of the non-medical support services in hospitals
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Project Management in Hospitals (' FM)
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FM goes independently / SLA Good Practice for FM in Healthcare
Up until now, work in hospitals has been carried out more or less when called upon and rarely on the basis of systematic, written Service Level Agreements (SLAs). Due to increasing cost pressures and the resulting need for greater efficiency and quality in healthcare, the topic of SLAs is becoming increasingly important. With respect to the ...
Mobile, on-the-spot Breakfast Catering
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Development of an IT supported assessment tool and a corresponding introduction manual for the relevant Facility Management process applications in hospitals on the basis of an adaptive reference model
The introduction of the diagnosis-related groups/Swiss DRG causes amongst other things a greater demand for transparency, including in non-medical support services [FM] in hospitals. In order to meet this, it is necessary to have a systematic way of measuring and comparing services in order to come up with specific controlling measures when ...
Zürcher Hoschule für Angewandte Wissenschaften, Institut für Facility Management.
Available from: https://doi.org/10.21256/zhaw-4971
Heime & Spitäler.
Available from: https://doi.org/10.21256/zhaw-4882
Gerber, Nicole; Beck, Chantal,
Available from: https://doi.org/10.21256/zhaw-4881
Best Partner für Kliniken, Spitäler und Heime.
Available from: https://doi.org/10.21256/zhaw-3438
Reference Model for Non-medical Support Services in Hospitals
In order to illustrate the interlinks of FM in HC in a clear manner, the Reference Model for Non-medical Support Services in Hospitals [RemoS] was developed in collaboration with four hospitals and three business partners. The model shows the connections between the result-oriented services in the Service Catalogue for Non-Medical Support Services in Hospitals [LekaS], the underlying processes [PromoS], the related key performance indicator (parameters) [KenkaS] and the corresponding software applications [ApplikaS]. The Reference Model is the basis for the Guideline to use SAP for Facility Management in Healthcare [LesapS] and the IT-supported Assessment, Simulation and Benchmarking Tool for Facility Management in Healthcare [ASBT-FM].
A consortium with hospitals, business partners and universities of applied sciences is currently working on the project «Mobile, on-the-spot breakfast catering: development and test of an innovative patient catering model for the improvement of cost and time efficiency in Swiss hospitals.