BIM AND ESTATES STRATEGY
How NHS estates are developing BIM, the NEC3 contracts, and the ‘IoT’
In this ‘Q&A’-style article, Karl Redmond MSc, director of both the BIM4HEALTH and UK BIM4SME Groups, looks at how NHS estates teams are developing, and can benefit from, Building Information Modelling (BIM), and explains how the NEC3 contracts, and the new ProCure 22 Framework, ‘enable the all-important collaboration required for BIM to be successful’. He also discusses progress on the latest pilot projects being developed by architecture and lead consultancy practice, Enable by Design, which is ‘aiming to tackle the cultural and technological barriers that can cause diffculties when attempting to create positive, highly disruptive, efficient, and joined-up clinical and physical asset care initiatives’.
The NHS Five Year Forward View report highlighted the need to capitalise on the information (digital) revolution and the opportunities it presents, but are NHS estates personnel ready and able to engage in the BIM process? Will the Employer’s Information Requirements (EIRs) etc. be clear?
There are a growing number of strategic documents and initiatives which support, dovetail, and follow up on the ‘Five Year Forward View’ report, all of which need combining and coordinating, and then disseminating down to those on the front line. NHS estates teams should be part of the dissemination target group. They need to understand the strategies being developed on a local level in order to place into context their own part in the plan, and identify how they can maximise their offering for the benefit of the Trust, and, more importantly, their patients. The Building Information Modelling (BIM) process is now seen as mandatory for public sector projects. As the UK BIM Task Group says: ‘BIM is essentially value- creating collaboration through the entire lifecycle of an asset, underpinned by the creation, collation, and exchange, of shared models, and intelligent, structured data attached to them’. It is seen as a way that ‘Government as a client can derive significant improvements in cost, value, and carbon performance, through the use of open, shareable, asset information’. (the Department for Business, Innovation & Skills). It could be said that public sector bodies – as clients – are buying data – rather than just the physical asset – through the adoption of the process.
Creating the EIRs
The first requirement some will deal with when entering the BIM process will be the
Patient First & Last Medical
Equipment Pharmacy
IoT
MRO, Inventory, Calibration, Cost controls
BIM NEC3, OIRS, AIRs, LoDs, LoIs
Tactical Strategic
Prioritisation Patient demand Physical supply
Physical Location, Space Use, Condition, Suitability
Strategy
Performance Financial Physical
STPs, Carter Review, Strengthen financial
performance, existing datasets, clinical data
Property data, Visuals, Estates
knowledge & clinical awareness
Figure 1 : Demand – supply – gap or intervention.
need to create Employer’s Information Requirements, but these require a degree of context when examining how to maximise a specific asset refurbishment or new-build project. Supporting the EIRs should be questions relating to Asset Information Requirements (AIRs) and Organisational Information Requirements (OIRs) for the project (among other essential information), or, put another
‘‘ The Building
Information Modelling (BIM) process is now seen as mandatory for public sector projects
way, what information do I know and want? What positive whole life outcomes do I want? What should this look like? How should this be presented, and many more. All matters and questions should be developed with the end in mind – in this instance the betterment of the patient experience and output in a more effcient manner.
Patient-focused
The questions above can come from a number of sources, and the outputs will differ, depending on the perspective and output requirement, but ultimately all should be focused on the patient. This type of thinking and questioning highlights the need for collaboration, coordination, and communication,
March 2017 Health Estate Journal 27
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