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Health Estates Conference 2017
Health Infrastructure “On The Front Foot” Simon Corben Director and Head of Profession NHS Estates and Facilities 10th October 2017 Title slide with embedded images
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Shaping the discussion Significant Events in the last 6 – 18 months
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What’s been our response?
Recruited team – to meet the sector needs 40 plus face 2 face site visits 4 regional events – 200 attendees Headed up the NHS’s response to Grenfell Met with the devolved nation leads Analysed the Estates Return Information Collection (ERIC) Developed our core themes and areas of focus Improved the central governance (Estates Project Board) Commissioned report on backlog
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What have we learnt? Some Interesting Stats
We serve 266 meals every minute More sleep in our beds each night than there are hotel rooms in London We clean an area the size of Gibraltar 3.5 times a week We use enough energy to power up 200,000 homes Some important requirements There is an overwhelming need for improved collaboration We need to find a way to get our message heard at Board level and beyond We need to improve on ours and others understanding of cost of space We need to think hard about succession planning We all appreciate the importance of Data, although we do not use the Model Hospital enough
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What is The Model Hospital
Board Level Oversight Gives a breakdown by individual compartments, with the potential opportunities listed in orange in the top right corner of the compartment. By clicking on the compartment, gives you a compartment overview. Estates & Facilities Compartment
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A Disparity in Estate and Experience
What have we learnt? A Disparity in Estate and Experience Excellent Patient Experience Excellent way finding Protected life cycle costs Minimal backlog maintenance Motivated workforce Board Presence Poor Patient Experience Confused way finding Life cycle costs ignored Huge backlog maintenance Reactive workforce, with high turnover No Board Presence
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The 5 Key points of focus – update 1. Workforce
Leads Update Director and Operational Lead Cliff Howell Looking at Apprentices, Succession Planning, Education and Model Structures Initial discussions with IHEEM and HEFMA Met with devolved nation leads Reviewing variant schemes already available Education schemes being developed Role out Sept 2018
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The 5 Key points of focus – update 2. Operational Efficiency
Leads Update Cliff Howell & Analytics lead - Chetan Tailor Monthly returns implemented PLACE incorporated into Model Hospital Improved data sets New data items added NHS Premises Assurance Model to be mandated Sustainability lead in interview A renewed focus on soft Facilities Management Model hospital a key tool Tri-partite workshop instigated Analysing the ‘true’ cost of the estate including backlog / life cycle
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The 5 Key points of focus – update 3
The 5 Key points of focus – update 3. Standardisation and simplification Lead Update Director and Policy Lead Michael Bellas Leading on Ministerial support including FOI’s and PQ’s Priority guidance for identified. Tenders due out this week Plans being developed for onwards Collaborating with devolved nations Collaborating with IHEEM and HEFMA Focus on food and food waste Responding to Naylor Engaging with stakeholders
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The 5 Key points of focus – update 4. Commercial Focus
Lead Update Jo Dolby PFI working group established to support effective contract management Working closely with Phoenix team Reviewing frameworks Working closely with HM Treasury and Department of Health Strong links with PAU on Business cases process Providing that central point Driving disposals through focused resource
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The 5 Key points of focus – update 5. “Infrastructure first”
Lead Update Leads Myself and Vajid Mahmood New communications portal being establish – launch Jan 2018 Improving use of technology Emphasising lifecycle costs for investments Reviewing Non Clinical space Protecting investment to reduce backlog maintenance Infrastructure driven care pathways
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To Summarise Its been a busy 6 months!
The governance at the centre is clear We have the platform for change The team is mobilised Our objectives are aligned with the professions needs The model hospital is a key collaborative tool With improved use of data and knowledge we can put infrastructure on the front foot. A front foot that delivers a modern workforce
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