Wanted: People
When: Now
Where: Hospitals across the United States

Have you considered a career in health career facilities management? There exists a great opportunity for a long-tenured, rewarding, well-paying career.
Baby Boomers are retiring and Generation X isn’t large enough to fill the demand. Thus far, millennials haven’t flooded to the discipline, so we are left with retiring Baby Boomers, who comprise the largest demographic of employees in healthcare facilities management. There is a lack of qualified professionals to fill the void.
Between 2011 (when the oldest Baby Boomer reached age 65) and 2029 (when the youngest Boomer turns age 65), roughly 3.8 million Boomers are expected to turn 65 each year, or about 10,000 daily. However, in part because of older Boomers’ robust participation rates, 10,000 Boomers are not exiting the labor force every day. Rather, the Boomer labor force has been declining by 2.2 million on average each year since 2010, or about 5,900 daily.
 “A huge talent drain. There’s a huge graying of management, and it’s a major problem.”
Dale Woodin, Vice President for the American Hospital Association, www.HFMmagazine.com JULY 2015
The talent drain mentioned by Dale in 2015 is going strong in 2020. It has cast a significant and daunting question that hangs daily over hospitals and systems………….
Who is going to manage the hospital facility of the future? Where will I find the people?
Simply, right now, they are scrambling to answer the question. There are not enough people available, or considering, a career in healthcare facilities management.

Considering a healthcare facilities management career?

Often we are asked by people considering a healthcare facilities management career what does a healthcare facility’s director do? Well, depending upon the size and complexity of the organizations, requirements may vary.
But in general, the areas and components detailed below are a good starting point for those seeking an understanding as to what a healthcare facility director does.  But before you start reviewing, below you will see many acronyms. Sorry about that, you may need to look some of them up!

You may observe that as you review these requirements,  that in addition to the technical competencies normally associated with the field, there are a number of soft skill areas addressed. Soft skills are a combination of people skills, social skills, communication skills, and personality traits that allow employees to navigate highly political workplaces, as most hospitals are. Soft skills complement hard skills, or technical skills, and are a must-have for today’s employee. 

There are parallel disciplines that share a natural affinity with healthcare facilities management, including pharmaceuticals and the military.
Coordinates and manages programs related to maintenance and engineering, power plant operations, waste management, buildings and grounds, and equipment.
Facility Management Components:
·         Coordinates, guides and reviews activities performed by the maintenance department.  
·         Manages the Work Order and Preventive Maintenance process within established customer service and regulatory compliance metrics;
·         Supervises ongoing, major, and emergency and repair work and regularly inspects the hospital buildings and equipment.
·         Consults with and advises Senior Leadership on issues related to the maintenance and engineering of the buildings, systems, and equipment.
·         Works closely with hospital collaborators during the design and construction process to review and comment on design documentation and as needed, monitor/advise on field-based construction.
Depending upon the specific role in facilities management, the amount of hand’s on experience and work required will vary. If one is a tradesperson, hands-on skills in one or more of the areas listed below will be required. In smaller hospitals, let’s say 100,000 square feet and below, the Director may also be called upon to be hands-on. As a general rule for larger hospitals, it is not a requirement to have worked in the areas listed below, but a working, if not in-depth knowledge and understanding, is required, in a hospital occupancy. 
Technical Components
·         Heating, Ventilation & Air-Conditioning
·         Mechanical, electrical, plumbing 
·         Fire Protection
·         Conveyance systems
·         Security & Safety
Ensures that Facility Management staff meet the needs of its customers, including patients, medical staff, professional staff, and others. Customer service is a relatively new demand placed on the healthcare facility management professional.   
Customer Service Components:
·         Functions as a role model for customer service.
·         Provides education, training, mentoring, and guidance to staff.
·         Tracks departmental and divisional performance improvement.
·         Displays a commitment to the value of teamwork by building strong relationships with patients, families, co-workers and the surrounding community.
Tactfully manages the needs and requests of people outside of the department(s) in order to achieve program goals and/or objectives.
Influence Components:
·         A demonstrated knowledge of hospital engineering, including but not limited to design and construction, and an understanding of benchmarking and performance improvement. 
·         Provides expertise in the development and writing of policies and procedures to meet the standards set forth.
·         Advise and communicate with individuals and committees and design consultants on healthcare facilities, technical requirement standards, systems and equipment
Conducts various inspections with The Joint Commission (TJC), NFPA, OSHA, and other licensing and governing bodies. Conducts internal inspections including electrical, mechanical, fire, plumbing, and project management in relation to the physical plant operations and the Environment of Care.
Compliance Components:
·         Manages and maintains all required TJC EOC compliance documentation.
·         Manages and maintains copies of all facilities related projects (capital/non-capital) documentation including bids, permits, risk assessments (ICRA, ILSM, etc.), testing reports, etc.
·         Assists in developing and enforcing safety code programs and training throughout all facilities for all staff. Assures annual training in each area is conducted and competencies in said areas are demonstrated by the staff.
·         Oversees the setup and maintenance of prescribed preventive maintenance programs for systems and equipment throughout all facilities.  
·         Completes reports, evaluations and ensures compliance for various states, county, and federal agencies to meet requirements.
Actively participates in the overall improvement of departmental, divisional and organizational
Performance Improvement Components:
·         Collaborates with staff to direct the performance improvement process for the department(s) and sometimes in systems, divisions.
·         Leads staff in identifying customer needs, ensures integration into departmental and divisional strategic and operational plans and directs the development of good customer relations.
·         Develops performance standards for the managers and supervisors, and assists in developing performance standards for all line positions within the department(s). Continually monitors performance for quality and quantity in relation to these standards.
·         Supervises the preparation, approval, and operation of departmental quality assurance plans and fosters an environment for continuous quality improvement and teamwork.
Develops strategies that support and guide the facilities department, and help the hospital or health system achieve organizational goals.   
Strategic Development Components:
·         Stays abreast of trends in maintenance and engineering management and advises management to ensure the optimal environment.
·         Responsible for directing and blending hospital goals with those of the department.
·         Leads staff in identifying customer needs ensures integration into departmental and divisional strategic and operational plans and directs the development of good customer relations.
Maintains sound departmental operations that support the goals of the Hospital by acting in a fiscally responsible and accountable manner.
Fiscal Management Components:
·         Provides oversight in the development of financial projections, assists in the preparation and monitoring of controls to ensure optimal financial performance of assigned units, departments and service areas within the constraints of approved budgets.
·         Leads department(s) in a cost-effective manner, managing operations, and staffing effectively and efficiently.
·         Prepares annual budget and presents to administration.
Maintains consistent messaging and supplies information to department employees and hospital leadership and staff at all times. Communicates collaboratively.   
Communication Components:
·         Must be able to communicate effectively with customers, management, renovation, and maintenance staff, and be proficient at developing and writing policies and procedures. 
·         Uses appropriate communication styles to interact with patients and their families and work with staff to ensure that they are comfortable in the patient room. Provides tips and tricks.
·         Actively attempts to comprehend the meaning of words spoken by staff and co-workers and provides appropriate feedback and guidance.  
·         Encourage an open door and visible leadership style. 
Integrity is at the core of the manager/employee relationship, being honest and transparent (when applicable) in the working relationship with all hospital constituencies. 
Integrity Components:
·         Keep all promises or explain the difficulty to the other party as soon as you are aware of your inability to keep the promise. 
·         Communicate frequently and transparently to remove doubts about the integrity of the system caused by a lack of information.
·         Articulates bad or difficult news and provides solutions to issues or problems.  
·         When required, fixes the process rather than blaming the people who operate the process.
Ensures that maintenance power plant operations meet the needs of its customers, including patients, medical staff, professional staff, and others.
Emotional Intelligence Components:
·         Ability to work with people and achieve results
·         Continues personal development, which developing and mentoring direct reports
·         Provides direction and finds innovative solutions to complex problems while delivering exceptional customer service
·         Manage and embrace change while providing mentorship and opportunities for growth.

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What our Clients Say

We deliver the expertise, the knowledge, and the connections to help build your healthcare facilities career.
We were seeking a high level executive leader who could develop strategies for our newly configured regional hospital system. Lots of change and plenty of challenges beyond the traditional engineering operations position. Gosselin/Martin Associates was diligent in their search for an individual who not only provided this vision, but aligned well with our established culture and corporate philosophy.

Bimal Patel
Regional VP of Operations,Hartford Hospital Healthcare, Hartford, CT
Gosselin/Martin Associates is the only national search firm with a distinct and specific focus on healthcare facilities management roles. They bring an understanding of the profession that can bring strong value to all of us. Expediting this search and selection is a priority and getting the right person in the role is extremely important. Gosselin/Martin Associates already knows the candidate network in place, which will assist in moving the process along quickly and with a targeted focus.
David Duncan
System Vice President of Facilities & Support, Service Care, New England
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