Estates & Facilities Management

Transcription

1 Estates & Facilities Management Property Strategy Steve Jameson (Associate Director of Estates & Facilities) Cliff Howell (Head of Estates)

2 Introduction 3 Years ago Present day The Next 5 Years Little of what EFM does is visible and readily identifiable, the vast majority of its work goes on behind the scenes

3 The Last 3 Years

4 The Last 3 Years Before High Cost, Poor Performing SLA s Disjointed Estates information No Sustainability Strategy Separate EFM Functions Now New Hard FM provider Increased Quality 800k saving Market testing Soft FM Fully utilised Estates information System (MiCAD) With dedicated resource Sustainability Development Management Plan Environmental Manager Leading to fully integrated EFM Lots of external consultants and Big Fees Poorly utilised Estate New JV Partner Space Utilisation Programme underway

5 Hard & Soft FM New Maintenance contractor commenced November 2010 Final phase is operational in April this year Reduced cost and increase quality Soft FM market testing underway 2 bidders left in 2 contractors fully operational August this year DH Specifications including Payment Mechanism Managed by EFM team

6 Improving Estates Information Develop the compliancy MiCAD module with our new Hard FM provider Utilise the Department of Health SHAPE software and share with Networks for future strategic planning More efficient electronic information searching House all key EFM information on the MiCAD software Enable EFM to make informed, accurate decisions that will bring reduced costs, greater efficiency and the ability to meet and exceed compliance

7 Pre-refurbishment Sceptre Point 567,937.00/192 desks = 2,958 per person

8 Post-refurbishment 567,937.00/382 desks = 1,468 per person

9 The Next 5 Years

10 Property Strategy To optimise the use of the Trust Estate

11 Objectives: Property Strategy 1. Reduce Trust non-inpatient Estate by 20% over next 5 years 2. Increase the efficiency of the remaining Trust non-inpatient Estate by more than 30% 3. Disposal of surplus sites creating c 20m+ Cash receipts 4. Ensure Property Services relating to the Transitional Plan are managed effectively 5. Top 50 TCS sites to be surveyed in next 12 months 6. New EFM Performance Measurement System in place for April 2012

12 Space Utilisation EFM has Responsibility for the Estate Current Employees Dec Trust employees (workforce team 2012) Professional Scientific and Technical Clinical Services Administrative and Clerical Allied Health Professionals Estates and Ancillary Healthcare Scientists Medical and Dental Nursing and Midw ifery Registered Circa 400 properties 110 properties currently managed by EFM 60 Students Circa 290 TCS Properties

13 LCFT / Potential TCS Properties

14 Current properties where LCFT provide a service

15 Estates / IT Collaboration Further development of the Desk/Room booking system Appropriate tools to enable agile working Development of site infrastructure for seamless log on Trustwide Consult/Communicate with staff Continually learn lessons through the project

16 Property Strategy Refresh Extract of space utilisation of existing premises: Proposed Building's to space utilise Building to close as a consequence Building name GIA (m2) Est'd cost (Timescale Building name GIA (m2) E&F rev savings ( k) Other Savings ( k) Building name (TCS) (from TCS properties) Sceptre Point Nov ' TCS HR & finance staff from Bizspace, etc District Nurses from some CLPCT HC's West Strand Dec '12 Albert Road & Avondale OPD ie. Ingol, etc Daisyfield Jul '12 2 x BwD PCT Health Centres 80 Preston BC (TCS) (300), Livesey Clinic Innovation Centre Dec '12 / A Darwen RC & Preston BC (LCFT) (207)

17 Property Strategy Refresh Extract of new buildings required New Buildings required Building to close as a consequence Revenue GIA (m2) Est'd cost (Timescale GIA (m2) saving (estimated k) Chorley & South Ribble RC 3500 TBC Sep '14 Oakfield unit (Chorley), Westfield's, Pathways, 16 & 18 Euxton Lane, Croston House, Leyland House Fylde RC (Lytham / St Anne's area 600 TBC Mar '14 Ground floor Lytham EMI unit West Lancs RC or upgrade Bickerstaffe House depending upon location of Central Lancs inpatient unit 2500 TBC Dec '16 Bickerstaffe House & Brookside New Children's unit 2100 TBC Jul '14 The Platform & The Junction Ribbleton Ground Floor & GP New training / conference Centre 3000 TBC Mar '14 Estates complex New Post Grad unit 700 TBC Jul '14 Lantern Centre New Burnley RC or extend Ganno 2800 TBC Aug '15 Burnley Hospital Psychology Block, Burnley Hospital Maple House, Burnleywood & Gannow Lane, Chai Centre, FM House, Northbridge House

18 Property Strategy Refresh Consequential work from Transitional Plan Consequential work arising from transition plan bed closures / new in-patient units Timescale Move to Prescott House (Ribbleton) Mar '14 Minerva Centre Burnley Hospital Phycology Block / ward 21 Aug '15 New Burnley RC or extended Gannow Lane Burnley Hospital Maple House Aug '15 New Burnley RC or extended Gannow Lane Hillview Ground Floor Nov '13 Additional leased space at Innovation Centre ECT Parkwood Mar '14 TBC on Blackpool Victoria Hosp site ECT Pendleview Nov '13 To be built into new Blackburn in-patient unit Mental Health Helpline (Parkwood) Mar '14 Blackpool Stadium Re-use of Altham Meadows Mar '15 n/a Re-use of Moss View TBC n/a Possibly for OAT's Re-use of Frank Gardham House TBC n/a

19 The Hub Model What is a Hub? A place or thing that forms the effective centre of an activity, region, or network ( A centre around which other things revolve or from which they radiate; a focus of activity, authority ( Strategically located focal point incorporating flexible working solutions for all staff (Lancashire Care NHS FT)

20 Lancaster RC (Ashton Rd) Minerva Centre Charnley Fold Innovation centre Wyre RC Pendle House Mountcroft Shorelands The Gateway Woodlands Fylde RC West Lancs RC New Burnley RC Daisyfield The Mount Balladen House Bickerstaffe unit West Strand Sceptre point Chorley & South Ribble RC

21 Improving the Environment It s not always about strategy...it s also about the here and now!

22 Premises Assurance Model

23 Balanced Scorecard Patient Experience Objective: To achieve better value from the estate whilst delivering clinically safe stakeholder pleasing environments Finance Finance: Clinical service income to exceed the total cost of premises occupation by [X%] in any financial year How do we improve the patient experience? What will success look like? Safety: Score on Trust composite Safety KPI to Exceed [X%] Objective: To record continuous improvement in the patient experience of using/visiting Trust premises Objective: To create a surplus of clinical service income over the total cost of premises occupation across the Trust estate Effectiveness: Not more than [X%] of Trust premises are classified as unfit for purpose and/or inefficient in their use of energy or water and have reduced their carbon emissions to agreed levels Patient Experience: How do we demonstrate we have met our goals? How do we ensure our buildings are safe? Not less than [X%] of patients using Trust premises whose experience is positive Board Compliance: Objective : All Trust premises classified as: fit for purpose, energy efficient and water efficient and have achieved their carbon emission reduction targets of 10% by 2015 based on 2007 levels Objective: To achieve better value from the estate whilst delivering clinically safe stakeholder pleasing environments Estates Service to report [quarterly] on performance against agreed suite of performance indicators Board formally delegates operational responsibility for buildings to Professional management Effectiveness How does the Board satisfy itself of compliant building and services? How does the Board demonstrate its own competence? Safety

24 Thank You Questions!