August 25, 2017

New York Presbyterian



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Meet the Speakers: Thomas Breglia, Brian Kirk and Matthias Ebinger

Session: Cutting the Gordian Knot: Making Sense of Your Organization’s Asset Inventory



Thomas Breglia, Corporate Director of Facilities Design and Construction,
New York Presbyterian Hospital

Thomas Breglia has 30 years in the healthcare construction field.  As Corporate Director of FDC-E (Facilities Design and Construction – Engineering), his major responsibilities are to develop, prioritize, coordinate and manage a multi-year Infrastructure program for the NY Presbyterian Hospital, a world renowned academic medical institution spread over 10M + square feet. He is also directly responsible for the implementation of the asset management program focusing on the major capital infrastructure assets in an effort to determining the criteria to prioritize the capital needs within the Infrastructure program.  The Infrastructure program includes work in Fire Safety/Life Safety system upgrades (e.g., fire alarm, fire protection systems), ensuring continuous reliable central utility plant work (e.g., high tension electrical services, boiler and chiller plant upgrades), elevator modernization program, air handler replacements. He is a Registered Professional Engineer in the State of New York.

Brian Kirk, Director of Infrastructure Strategy and Planning,
New York Presbyterian Hospital

Brian Kirk joined New York Presbyterian Hospital to lead infrastructure management efforts for the Facilities Design and Construction-Engineering Department.  His primary focus is on improving the Hospital’s processes for managing it’s complex and extensive infrastructure asset inventory.  This includes the specific goal of utilizing infrastructure data collection and analysis to augment traditional means of capital planning.  Working closely with NYP’s Facilities Systems group, his group’s efforts to integrate data analytics is projected to facilitate a greater understanding of building condition and needs across the Hospital network; in turn informing, enhancing and prioritizing forward planning for capital investment.

He has experience totaling 30 years in varied management, executive and consulting roles in the energy and utility fields. His educational background includes degrees in Marine Engineering and Law.

Matthias Ebinger, Director of Facilities Systems, New York Presbyterian Hospital
Visiting Assistant Professor, Facilities Management Program, Pratt Institute

Matthias Ebinger is Director of Facilities Systems and as such is responsible for the department’s information systems, as well as for process improvements related to the hospital’s asset and space inventories and its maintenance and capital construction programs. Matthias’ prior work experiences span various responsibilities in Construction and Facility Management, including the United Nations Capital Master Plan.

Matthias Ebinger teaches Facility Management in the FM Master’s Program at Pratt Institute in New York City. His academic interest revolves around the transfer of Portfolio, Program and Project Management principles into the discipline of Facility Management. He studied Architecture, Public Administration and Construction Management in Germany, South Africa and the United States.


Cutting the Gordian Knot:
Making Sense of Your Organization’s Asset Inventory

As a large hospital, New York Presbyterian has approximately 100,000 infrastructure assets, spread over multiple medical campuses and numerous off-site locations, each of which is individually tracked managed by the Facilities Department. Traditionally, this inventory was split in many different systems and management logs, making it impossible for the hospital to derive strategic value from this data.

The hospital has invested over several years in the development of an asset management practice that would meet its management needs, and that would prepare it to handle current and future infrastructure challenges more efficiently.

This presentation is a progress report showing results from this multi-year strategy: the ability to confirm regulatory compliance; the alignment of inventories used for operational management, condition assessments and for strategic planning, as well as the integration between the Asset Management System and the hospital’s record BIM models.


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