MICAD ANNUAL USER CONFERENCE 2017
THE NEED FOR BETTER EFM DATA & INFORMATION Peter Sellars President IHEEM
▪ Overvie rview w of He Healthcare thcare System, em, size, expendi nditure ture and chall allen enges es going g forward rd ▪ Overvie rview w of of th the NHS HS Esta tate, te, size, , level el of of e expenditu nditure, re, ▪ Existing ing & New Ke Key National onal Estates es Policy cy Chall allen enges es ▪ The e National onal Drivers ers For Better r Estate e Data ▪ Professional Bodies and Industry response to “Five Year Vision”
❖ One of the most respecte pected Healt lthca hcare re system tems in the world ❖ Treats ats over 1Million on patients nts every y 36 hrs ❖ Employs over 1.5million staff, top five world’s largest workforce ✓ Population Getting Healthier- But services being used more ✓ Quality of care is improving- But more open about clinical mistakes ✓ Clinical Staff numbers are rising-But staff are under more pressure ✓ The Public are highly satisfied- But are deeply concerned for its future ✓ Spends around £120Bn each year- But £22Bn shortfall by 2020-21 ✓ Population circa 10% increase 2030 – But 75+ to grow by over 50% Key y Messag age :- Futur ture Proof NHS, Delive very y of Care will need to change nge Five e Ye Year Plan :- Better ter Health, th, Better ter Care, e, Financia ncial Sustai stainabi nability lity
➢ Unwa warra rrante nted reve venue nue spend nd ❖ Large gest t Public Estate te in Europe pe circa 65Mn Mn Sq Sq/2 /2 (£1.3bn) .3bn) ❖ Capital l Value ue £44bn ➢ Poor use se of the e est state ate (£2-5Bn) n) ➢ Highest hest level l of ba backlog og (£5Bn) Bn) ❖ Replacement acement value £78Bn Bn ➢ STP Investment tment (£10Bn) 0Bn) ❖ Over 7000 0 sites ➢ Land requi uired red for 26,000 000 ❖ £8.3b 3bn n Oper erat ational ional Spend nd homes ❖ £3 £3-5Bn 5Bn Capital l Spend nd ➢ Third d highest hest NHS expend pendit itur ure The requi uireme rement to ha have high h quality ty EFM data & Informati ation n has never ver been n greate ater
▪ Stronger EFM Governance & Assurance (Frances Report) NHS Constitution Pledge, Now A Legal Right February 2016 ▪ NHS Productivity & Efficiency Programme (Lord Carter Report) ▪ Requirement to develop Sustainability & Transformation Plans (Sir Robert Naylor Report) ▪ Estate Development, Investment Requirements (Kings Fund)
Recommendation 6 – All trusts estates departments should operate at, or above the benchmarks for the operational management of their estates and facilities functions by April 2017 (as set by NHS Improvement by April 2016); with all trusts (where appropriate) having a plan to operate with a maximum 35% of non-clinical floor space and 2.5% of unoccupied or under-used space by April 2017 and delivering this benchmark by April 2020, so that estates and facilities resources are used in a cost effective manner. Ai – Ensuring every trust has a strategic estates and facilities plan in place, including in the short term, a cost reduction plan for 2016/17 based on the benchmarks, and in the longer term (by April 2017), a plan for investment and reconfiguration where appropriate for the whole estate, taking into account the trust’s future service requirements; Aii – All trusts (where appropriate) having a plan to operate with a maximum of 35% of non-clinical floor space and 2.5% of unoccupied or under-used space by April 2017 and delivering this benchmark by April 2020 so that estates and facilities resources are used in a cost effective manner; B – Investing in energy saving schemes such as LED lighting, combined heat and power units, and smart energy management saving schemes, funded through a new Department of Health, “invest to save energy fund” set up by April 2017, working in partnership with Salix and other partners to help trusts deliver the opportunities for reduced energy consumption; C – The Health and Social Care Information Centre and NHS trusts should ensure better data accuracy by improving the governance and assurance of the Estates Return Information Collection (ERIC) data in time for the 2015-16 returns due in July 2016, with trust finance directors ensuring the financial accounts and ERIC reported costs are aligned by July 2016; and D – Ensuring estates and facilities costs are embedded into trusts’ patient costing and service line reporting systems, which will be monitored by NHS Improvement .
Serving ving All Member bers Apprenti ntice ce Drive Raisin ing g Deve velop oping ng Natio ional nal Future re Profil ile leader ders IHEEM Trusted ed Partner ner Policy Makers rs New Existin ing g Partne ners Partne ners HEFMA & Joint t AUDE AU Ventu tures es
SSSFT – Strategic Property Management David Evans MBIFM Associate Director of Facilities and Estates
SSSFT – Strategic Property Management Clifford Jones LCG, MIET, MIEE F&E Senior Information Governance Manager Facilities and Estates “… ipsa scientia potestas est..."
SCOPE OF ESTATES – SSSOTP, SCHT & OUT OF REGION
Bookable Rooms Effective use of Space - Lord Carter We have set up Severnfields Health Village bookable rooms and planning the implementation for Hallcourt in Jul/Sep 2017. Service-Line Reporting can improve the productivity and We are updating performance of current function and NHS foundation space occupancy data Trusts. (Monitor) during 2017/18
Property T errier “…how it's helped us see what we have at a glance; a must for a community property portfolio...” C. Jones We have accurate and maintained data of property and can ‘view on the go ’
Governance, Safety, Patient Experience, Efficiency and Effectiveness (PAM) We can provide information in real time for Premises Compliancy We are migrating our ACMs data now! We have a duty to Manage Asbestos Containing Materials (ACMs) and provide information to Trades Staff and Contractors
CAFM: “…When Lean gets into high gear, and a process needs only three people instead of seven; freeing workers up-no layoffs!, four handoffs go away entirely...” C Jones We have implemented the latest mobile technology which has significantly reduced the number of handoffs associated to 50,000 paper records per year Contractor for planned and reactive building portal provides a maintenance. consistent approach Client portal — log a We Plan to review the job in just 30 seconds client and contractor portal in 2018/19.
National Cleaning Standards Managers can now monitor and demonstrate cleaning standards more effectively.
Property Appraisal, Life Cycle Costing and Backlog Maintenance Plan to migrate our current excel data during 2018/19. We Plan to review in 2018/19. Access Legal Agreements on The Move
SSSFT – Technology & Customer Service Technology improving customer service Administrative Cost reductions – - e.g. PAT testing process automation HSJ – Finalist for Strategic Property Reduction in Fuel Costs Management Reduction in Trade costs Technology investment was central to Reduction in Paper & Printing business case Annual Saving £89k Events and Engagement
IMPLEMENTING THE MICAD CAFM HELPDESK Andrew Taylor Contract Implementation Manager City of London James Thomas Trainer/Project Manager EFM Consulting
Facilities Management Andrew Taylor Contract Manager, City Surveyors James Thomas HelpDesk and Compliance Specialist, EFM Consulting Ltd.
Background (Pre 2012) The City of London properties managed by several different departments Roughly 450 contractors Data stored on local folders Micad in use from 2011 as an asbestos management tool No KPI’s, no SLA’s, arrangements with contractors managed by internal teams
Background (Pre 2015) Procured a single contractor to maintain all properties Central Contract Management team Duplicated help desk with contractor managing data Contract based on building size Lack of useful reporting Poor data analysis
Background (Pre 2017) Improvements made included Consolidation of the FM teams to one team in the Operations Group Amalgamation of the FM and contract management team giving more direct control over the contract Take ownership of data by introducing a new CAFM system Full asset survey to better inform procurement model and classify items as Statutory, Mandatory and Business Critical to assist PPM planner
Lessons learnt • Extensive stakeholder engagement sessions • Creation of Working Groups looking at:- • Technical specification/asset register • SLA/KPI requirements • Pricing/payment mechanism • Customer Engagement – How it needs to work better them • TAKE BACK OWNERSHIP OF DATA
Development of Micad IPR Resource Customer Portal Portal Help Desk
Development of Micad • 430 Properties • 30 000 assets • 2 Help desks • 8 City of London contractors • Internal Maintenance teams • Contractor self delivery team • 32 Sub-contractors
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