How to Get There


With Strategic Energy Management Planning (SEMP) everyone is on board - from executives, to facility staff, to purchasing staff, to medical staff. In particular, executives will see that the benefits of long-term investment in energy management are essential to their hospital's success. They will also support and recognize the crucial role you as a Facility Director, and your staff, play in providing and maintaining the high performance facility that makes their mission possible.

It's so much more valuable to have a system approach than the individual hospitals approaching energy efficiency with this or that project. And the SEMP looks much more deeply than the project approach. Each of our hospitals has a different utility, which makes the project approach even more piece-meal. The SEMP includes things we didn't think of, like purchasing and training. We didn't know what we didn't know!

Medrice Coluccio, PeaceHealth, CEO Lower Columbia Region


This section provides a step-by-step process with links to accessible tools and information. This new way of doing things may initially challenge your organization, but with some persistence the benefits you and your hospital will reap will be worth it.

Steps to Strategic Energy Management Planning:


Take an initial look at the energy management opportunities at your hospital.

  • Benchmark your hospital's energy usage
  • Review your energy management practices
  • Assess your facility


Get executive okay to develop a Strategic Energy Management Plan.

  • Build key staff support
  • Present case to executives for SEMP development
  • Get executive approval for time and money to develop SEMP

3. PLAN:

Take a more in-depth look at the opportunities and what it will take to develop the SEMP and get approval.

  • Conduct in-depth facility assessment
  • Plan staffing and funding needs
  • Develop SEMP


Get executive approval of the SEMP and resources to implement.


Implement strategic energy management practices.

  • Financial practices
  • Purchasing
  • Operations and maintenance
  • Design and construction
  • Hospital staff and public awareness
  • Capital upgrades
  • Commodity management


Track progress and give people recognition for their efforts.

  • Track practice implementation
  • Track energy savings
  • Recognize staff
  • publicize successes

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