Using data to optimise redesign in aged care

Refurbishing an existing asset is always a complex challenge. For built assets that are still in current use, there are significant issues with disruption. Stakeholders may have different priorities and different timetables. Balancing the needs of a construction project and its deadlines with the needs of all stakeholders and building users is difficult.

For health sites and aged care facilities, the situation is even more critical. People cannot simply be moved out at a moment’s notice. Evacuating a care home is rarely a viable or appealing prospect, though it may be necessary in certain circumstances. As far as possible, construction must be carried out in a manner designed to minimise disruption to ongoing business operations, inconvenience to residents, staff, customers and other visitors, while prioritising safety and security.

How can redesign be planned and scheduled with more foresight? One answer is using data and analytics. 

Currently, many organisations are struggling to use data effectively. Facilities managers end up making maintenance decisions based on traditional schedules or firefighting issues as and when they occur. The process is not always planned, and provides little opportunity to minimise disruption. 

Part of the problem is bad data. Data may be incomplete, out of date, inaccurate, and improperly stored. Bad data resonates throughout an organisation: you cannot generate deep, actionable insights or make good strategic decisions based on misinformation.  

There may simply be no data. In a study by the University of Notre Dame Australia, The effectiveness of environment assessment tools to guide refurbishment of Australian residential aged care facilities: A systematic review, researchers identified a lack of "a clear evidence base to act as a guide to the project team to identify what the refurbishment priorities were and why". 

Another issue is having data and simply not using it. According to Forrester, up to 73 percent of all data within organisations goes unused for analytics. 

A smarter use of data can help inform decisions about redesign and its implementation, giving insight to plan and schedule work. To do this, tools are needed that capture data in an automated and consistent fashion, and then convert them into insights that are meaningful and available when needed. 

Analysis of the manufacturing industry found that predicting anomalies on time can result in savings of up to 12% over scheduled repairs, maintenance cost reductions of up to 30% and elimination of breakdowns by up to 70%. The impact on facilities management is very similar. Once things are broken, everything is disrupted. If a more predictive and proactive approach is taken, refurbishment projects can be planned well in advance, giving everyone notice and time to prepare contingency measures. 

For aged care, this may mean securing temporary alternative premises, or keeping occupation levels lower so residents can temporarily be moved to areas not directly impacted by construction work. 

Analysing usage trends can help make more strategic decisions around design. It may be more cost-effective in the long-term to invest in more robust materials (for example flooring) in high-traffic areas. By collecting data, such areas can be identified, and a cost-benefit analysis applies. 

As the Notre Dame researchers also note: "The biggest challenge faced by facilities undertaking refurbishments is determining what changes can be made which may have a positive impact on the residents at the best possible price. Many assumptions are made by people who are quite removed from the environment. It is essential for refurbishment projects to draw upon the existing evidence base and to incorporate the skill set of people who can effectively translate research information into interventions which improve the living environments of older people in meaningful and sustainable ways." 

This "evidence base" requires good data. By harvesting and harnessing data, through advanced analytics and intelligence, facilities can be created that are flexible, functional and have lifetime value. Minimal disruption can then be achieved through effective program management, real-time communication and transparency, hygiene control and strict safety and security processes and policies. 

At AssetProjects, we've had over 20 years of experience in managing and delivering projects for our customers. Our ability to minimise disruption centres around understanding our customers' needs, and their customers. Data on usage and timing is one part of this, as is our commitment to community, which sets us apart.

Talk to us today.