BIM AND ESTATES STRATEGY
between groups and teams, internally and externally. You cannot develop robust responses to the above while working in silos; although short-term stop-gaps may be possible, long-term sustainable programmes are not and never will be. The NHS, including estates teams, doesn’t need more reactive, short-term, stopgaps; it requires sustainable transformational plans, coupled with operational and performance understanding and improvements, while simultaneously factoring in greater accountability regarding strengthening financial performance. Sound familiar? In the past 6-9 months, the NHS has produced, at different times, a number of reports/strategies targeting (currently) silo-based groups in the NHS. These include: Sustainability and Transformation Plans (STPs) – ‘will be place-based, multi- year plans built around the needs of local populations. STPs will help drive a genuine and sustainable transformation in health and care outcomes between 2016 and 2021. They will also help build and strengthen local relationships, enabling a shared understanding of where we are now, our ambition for 2021, and the concrete steps needed to get us there’. (NHS, March 2016).
Strengthening Financial Performance and Accountability in 2016/17 – ‘sets out action to stabilise NHS finances in 2016/17, provides further detail on access to the Sustainability and Transformation Fund (STF) in 2016/17, outlines the proposed basis for assessing the financial performance of provider organisations, and introduces new programmes of financial special measures for providers and commissioners that are unable to
Asset lifecycle
Enable by Design
As a recognised architecture and lead consultancy practice, Enable by Design (formerly Bowman Riley Healthcare) provides ‘a range of services and proactive lean thinking to assist clients to deliver high quality, efficient, safe, innovative, and practical solutions that offer best value, and improve the user experience through the built environment’. Enable by Design ‘creates high quality healthcare and social care environments that enhance the patient journey and focus on improved health outcomes’. The company added: “We embrace technological advancements, Big-data sharing initiatives, and innovation, that add value to the services we provide to our clients, in addition to whole-life benefits, capturing BIM, IoT (CAFM & BMS), financial returns, and end-user outputs.”
ensure suffcient financial discipline’. (NHS Improvement, July 2016).
Operational Productivity and Performance in English NHS acute hospitals: Unwarranted variations – ‘The biggest challenge for the NHS in 2016 is to deliver the changes needed to achieve the efficiency and productivity improvements required by 2020. Rapid, effective adoption and implementation of the recommendations by the leaders of our acute hospitals and those that work with them is imperative if we are to achieve this aim; as will be the engagement of NHS Improvement
Importance of BIM
BIM is seen as mandatory for public sector projects.
Project teams collaborate via a transparent and open process, rich in data.
Design & Construct (BIM)
Asset Dispose & decommission
Operate (Smart Asset Management)
Procure (NEC3)
Data from the BIM process can be utilised in the operational phase of the asset long after handover.
True digital or virtual prototyping allows projects to progress with fewer defects and reworking.
Providers are buying intelligent and structured data, not just the physical asset.
BIM information DESIGN phase (including attributes of assets, manufacture, supplier etc.) fed into PROCURE and OPERATE phase, therefore ensuring easy hand-over to FMs and digitalised process.
Improvements and updates in the FM/OPERATE phase to feed into next Design & Build phase via up-to-date digitalised data.
Figure 2: Design and Construct. 28 Health Estate Journal March 2017
when it comes into being in April this year’. (An independent report for the Department of Health by Lord Carter of Coles, February 2016).
Are NHS estates teams ready for BIM?
The above, as a collective, provides a strategic vision of what is required, and what may be achieved, but it does not mention the tools, technologies, and methodologies, that may help deliver measurable and sustainable outputs that could support the underlying vision set out in each report. There is no mention of Building Information Modelling (BIM), or the potential it may provide if tackled in a systematic way, albeit this is just one tool in a systematic process (see Figure 4). With this in mind, the question asked, ‘Are NHS estates ready and able to engage in the BIM process?’, should lead you to one conclusion – No, but given the right guidance they will be. So, who should take responsibility in developing an understanding of what this process can offer? How is this information-rich process added to the broader plans set out in the various reports produced by the various groups?
Can local Trust strategic plans be disseminated, contextualised, and utilised, in developing the OIRs, AIRs, and EIRs? Who is joining up the key components, and communicating with the estates teams, so that they can become more proactive, rather than reactive, in their approach?
How will the NEC3 contracts, and the new ProCure22 Framework, enable the all-important collaboration required for BIM to be successful? The NEC contract is defined as a collaborative form of contract, and is created on the basis of good project management principles. Primarily it deals with how to ensure that things go right, as opposed to what to do when they go wrong. Research evidences that out of all the projects which are contended in the courts, 95% of the costs of any claims succeeding are forensic. It would, in fact, be far better to deploy the time, effort, and resources, to ensure that the project succeeds in the first place.
Pain/gain mechanism
P21 and P21+ have successfully introduced the NEC contract as the mainstay of their procurement and contracting strategy. In particular, the use of Main Option C, together with the Pain/Gain mechanism, encourages the project team as a whole to focus its abilities on the creation of the right scope with the right budget and appropriate schedule, while recognising the need to reward innovation. BIM – from the outset – has allowed project teams to collaborate, has been seen to take hold particularly in the design
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60