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Case Studies
Established in 1936 and located in Maori Hill, Dunedin, Mercy Hospital is a not-for-profit tertiary-level surgical hospital serving patients across Otago and Southland, New Zealand.
The Mercy campus brings together a comprehensive range of specialist healthcare facilities - including Manaaki, Mercy Cancer Care, Mercy Heart Centre, Mercy Physiotherapy, and affiliated services Pacific Radiology and Awanui Labs - with seven operating theatres, a three-bed intensive care unit, in-patient and day-stay beds, and a modern oncology unit.
Learn more at mercyhospital.org.nz.
Mercy Hospital had been running its facilities operations on BEIMS, an established FM platform that had served the organisation well for many years. But as healthcare FM requirements evolved - and as the expectations of staff, auditors, and management for accessible, real-time data grew - it became clear that an on-premises system was no longer the right fit.
The team needed the flexibility of cloud: the ability to access and update information from anywhere, on any device, without being tied to a desktop or a physical location.
The decision to move was also a commitment to continuous improvement - a value embedded in Mercy’s operating culture. The hospital’s FM function could not afford a complex, disruptive transition. With lean team resources and the non-negotiable requirement to keep seven operating theatres running without interruption, a smooth, well-managed migration was essential.
“For us, it was a no brainer - it makes more sense to shift to a cloud system that the team can access from anywhere, on any device.”
- Robert Larsen, Facilities Manager, Mercy Hospital
In late November 2022, Mercy Hospital committed to the move to cloud and engaged FMI Works - the same trusted partner behind their BEIMS system - to manage the migration. The continuity of relationship proved invaluable: the FMI Works team had an existing understanding of Mercy’s operations and were able to provide a clear, structured migration pathway from the outset.
All data migration was handled by the FMI Works team, with Mercy’s role focused on validation and sign-off - a practical approach that suited a lean internal team.
The entire migration was completed in approximately eight weeks. Rather than a big-bang rollout, Mercy took a staged approach to broader staff onboarding - prioritising adoption quality over speed, while still achieving over 40% staff engagement within weeks of go-live. From day one, users embraced the ability to log jobs directly from their phones, attach photos, and track the progress of their requests in real time.
“It was really easy - the team were on board straight away, and were in constant communication. They gave me a clear picture of how they’d done other migrations, and I knew exactly what I needed to do throughout the process. Even with the time difference, my emails were always responded to within a day, which is unheard of.”
- Robert Larsen, Facilities Manager, Mercy Hospital
One of the most immediate improvements has been in the quality of maintenance requests reaching the FM team. Templated work requests - which require users to specify a location and description - combined with the ability to attach photos directly from a mobile device, have dramatically reduced the time spent clarifying job details before work can begin. Requesters can also track the progress of their job through the system, creating a feedback loop that has improved the working relationship between facility users and the FM team, and is already surfacing new opportunities for operational efficiencies.
“The detail on the requests we’ve been receiving has dramatically improved. The template requires users to provide a location and description, and giving them the ability to attach photos to requests has cut the back and forth right down.”
- Robert Larsen, Facilities Manager, Mercy Hospital
For a surgical hospital, unplanned downtime is not just a financial risk - it is a patient care risk. Planned and preventive maintenance is central to Mercy’s FM strategy, and FMI Works has transformed the team’s capacity to manage it. The ability to bundle together assets that share the same inspection schedule - such as HVAC systems across multiple theatres - has streamlined the programme significantly, removing the complexity that previously made preventive scheduling difficult. Meanwhile, all compliance documentation is now accessible on demand, making audit preparation a straightforward exercise rather than a time-consuming manual effort.
“Planned and preventive maintenance have gone from being something that’s quite difficult, to being really simple. We can bundle things together that need the same work at the same time. The goal is to not have any downtime - we don’t want to close a theatre for a day and lose all that revenue.”
- Robert Larsen, Facilities Manager, Mercy Hospital
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