1. Gary Fitzjarrell AIA, CHFM Brent Rutherford CEM, CHFM, CBCP
Using Data Analytics to Develop a Comprehensive, Reliable Capital Infrastructure Program
Gary Fitzjarrell AIA, CHFM
Brent Rutherford CEM, CHFM, CBCP

2. What are Data Analytics
Align Strategies
Internal Comparisons
External Comparisons
Establishing a Capital Plan
Forecasting Future Needs
Optimize Capital Investments
Empower Sustainability
Stewardship For Facilities
Improve Effectiveness of O&M
Identify Energy Opportunities

3. Facilities Benchmarking & Analysis
Establishes a common vocabulary and uses a methodology that makes it easy to communicate the impact of your investments to your facilities and helps communicate your challenges, needs, and successes
Establishes parameters to quantify, verify and qualify your capital and operations data to provide a strategic assessment of your facilities
Provides life cycle projections to show a cash flow model and budgetary model of when infrastructure needs in your facilities are coming due over the next years along with the future risk of system needs within your facilities

4. Who uses some form of Data Analytics, either internal or 3rd party?
Are they proving to be beneficial?

5. Capital Infrastructure Program for your Healthcare Facility
Funding of Equipment Replacements And Improvements to Increase the Reliability and Efficiency of Facility Infrastructure to Best Serve and Support our Patients, Visitors, Caregivers, and Communities.

6. How many of you have a documented capital infrastructure program?
How many years into the future are you planning?
A – 1–3 B – 3–5 C – 5– D – 10+

7. All equipment will eventually fail at some point in time, predicting and preparing for that replacement is key Key indicators – unforeseen equipment failures / high maintenance costs / high utility consumption Leveraging the replacement of capital infrastructure to include efficiency and improved energy performance becomes an added benefit and a selling point of a successful program Improved EUI & kBTU/sf – Energy savings/avoidance – Procurement methods

8. Background
Increasing requests for “emergency “ contingency capital to replace failed equipment – run to fail to hold down expenses
THR developed initial response plan in 2006 – assessments and capital for immediate need
“Emergency” requests for contingency capital rose again – plan not working because entities were not budgeting for infrastructure capital
The answer was a comprehensive system-wide program which included a set aside a budget to systematically replace capital infrastructure and provide energy savings projects – administered by internal 3rd party oversight
Projects analyzed and prioritized system-wide including input from entities
Update plans on 5-6 year cycle
Measurement and validation

9. From the Beginning . . . Begin with the End in Mind Flexibility
Using the Right Info to Build & Make the Case
“Selling the Plan” - Getting Support / Buy-in
Include Energy Savings Perspective - ROI

10. Implementation Start Slow, Build Momentum
Understand Complexity, Manpower Required
Include Individual Entity Support
Put Steps in Place for Measurement
Support of Other Capital Projects - Integration
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11. Selling the Plan
Examples of failures that have resulted in loss of service / business
Avoid cost of “emergency” and routine replacements – from historical data
Reliability of infrastructure under plan
Comparison to others that have implemented plan
Ability to improve efficiency & lower utility consumption
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12. Assessments should also include estimated replacement costs
Assessment / Need
Immense value in having an in-depth, comprehensive assessment of your individual equipment and systems
Assessment should include age, physical appearance and condition, accessibility, maintenance records, operational specifications, major components/parts list, and life expectancy under routine maintenance and normal utilization
Assessments should also include estimated replacement costs

13. Assessment Development
Establish a standardized equipment assessment criterion and format – include narrative and data
Determine Scope
Mechanical
Plumbing
Electrical
Vertical Transportation
Envelope
Tube Systems
Kitchen Equipment
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14. Assessment Development
Assessment Team Selection
Competency
Experience
Include Individual Knowledge
5 - 6 year cycle
Prioritization Factors
Imminent failure
Regulatory issues
Efficiency
Life cycle
Maintenance issues
Capacity shortfall
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15. Leverage the Plan to Lower Utility Consumption
When replacing equipment, evaluate the whole system not just the single device.
If replacement of a chiller is needed, analysis of all connected equipment, ie. pumps, controls, or even the cooling towers.
As part of assessing your capital plan, review major systems for functional efficiency.
Does each system operate at optimum performance criteria?
If not, can you plan equipment replacement or augmentation to improve efficiency?
Plant Optimization and Boiler Evaluations
Chiller Plant efficiency goals of 0.6 kW/ton
Evaluate Steam System for losses and suitability (separate Critical Loads, if possible)

16. Measurement of the Improved Performance
Equipment failure avoidance
Unexpected equipment failure is unavoidable, however you can minimize it.
The THR Infrastructure Capital Program has reduced emergency replacements by 50%
Utility/Energy Cost Reduction
Utility Bills will decrease due to more efficient operations
THR has reduced utilities by over 5% while expanding facilities by over 12% in the past 6 years
Improved Reliability
While difficult to Quantify, systems are more reliable and therefore resources are more focused on patient comfort and satisfaction.

17. Wrapping it Up . . . Need for the Plan Sell the Plan #1 (Design Fees)
Business Justification
Loss of Use
Excess Maintenance Costs
Energy Performance
Sell the Plan #1 (Design Fees)
Define Scope / Timeline / Process
Build Baseline
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18. Wrapping it Up . . . Design and Formulate the Plan
Scope / Team / Timeline
Assessments
Sell the Plan #2 (Project Budget)
Business Justification
Reliability
Measurements
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19. Wrapping it Up . . . Implement the Plan Projects
Performance
Measurements
Sell the Plan #3 (Renewal)
Proven Business Justification
Proven Reliability
Improved Measurements
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