BIM AND ESTATES STRATEGY


stage of the project, and is increasingly capable of supporting and driving collaboration in construction and operation. This is achieved through the deployment of the technology to allow the parties to a contract to be better able to determine what needs to be done, when, and how. True digital or virtual prototyping allows teams to build once in the model and once on site – with zero defects and no reworking. This is not to say that change does not occur, which it always will on projects, but here again, BIM allows the design to be better understood by the project stakeholders, and then validated and verified by the design and delivery team.


The NEC contract


This, in conjunction with the core purpose of the NEC contract – to always be able to determine and understand the effect of change on a project, coupled with the track record established by NHS P21 to deliver projects with certainty and assurance, plus a final account within one month of Completion – is a far closer and greater attainment of the goals of the Government’s Construction Strategy than many of the other procurement vehicles in either the public or private sector.


How will the massive amounts of data involved with such a vast estate be collected and analysed? What data is currently available? There is a colossal amount of data available to many within NHS estates, as well as broader management teams within Trusts. For example, ERIC (Estates Return Information Collection) and PLACE (Patient-Led Assessments of the Care Environment) data collected on behalf of the Department of Health enables the analysis of estates and facilities information. The accuracy and completeness is the responsibility of the reporting organisations, and some have questioned the value of the information, which has, until recently, been inconsistent. The ERIC data is heavily referenced in the Carter Review report published in February 2016. Recommendations from the report are also seen as integral to the reports mentioned previously.


A starting point


This volume of information within ERIC, despite its historic inconsistencies, should not be ignored, as it can provide a starting point and a degree of direction- finding for estates teams. However, interpretation and understanding of the data when coupled with strategic plans, as mentioned previously, is not common, and thus collaboration and


communication, as well as coordination between the various groups, needs to improve if any sense of the data is to be achieved. Without a collective approach


Figure 3: Procure. Asset lifecycle


Importance of Smart Asset Management


Design & Construct (BIM)


Asset Dispose & decommission


Operate (Smart Asset Management)


Procure (NEC3)


 Operating costs typically cover: maintain, repair, replace, retrofit, overhaul, inventory, and operations, including energy consumption, service contracts, etc.


 Indirect cost impacts influencing TCO include asset downtime, longevity, and performance.


 Smart Asset Management will reduce TCO + enable IoT + integrate and automate procurement processes.


 80% of Total Cost of Ownership of asset within Operate phase.


Figure 4: Operate.


and responsibility to developing a robust strategy, the numerous rich datasets will remain in ‘silos’, and never help in delivering the ultimate aim of the NHS. Through the work with Enable by Design, we are advancing, with our partners, and beginning to tackle the cultural and technological barriers that can cause difficulties when attempting to create positive, highly disruptive, efficient, and joined-up clinical and physical asset care initiatives. Utilising the datasets above, among many others, along with the skills of our partners and the deep understanding of clients, we have agreed pilot schemes which will establish the realisable benefits to the Trusts and the patients they serve.


Internet of Things


The Internet of Things (IoT) has obvious benefits for healthcare, but what does the NHS estate currently use in terms of innovative and connected devices? The honest answer to this question is ‘We don’t know for certain’; there seem to be multiple programs and platforms, all run


independently of each other. This current position and structure will not advance or encourage innovation. Instead, we already see confusion and frustration, with silo thinking and actions. There needs to be a coordinated vision and understanding at the top, which in turns needs clear articulation further down the management and worker structure. Without this much- needed clarity and guidance, hard-pushed teams and frontline workers delivering care will be increasingly stretched, frustrated, and ultimately angry, which will lead to resistance of seemingly isolated micro-changes.


As BBC News reported on 11 September 2016: “NHS Providers, the organisation that represents hospitals in England, says that unless urgent funding is provided, it will have to cut staff, bring in charges, or introduce ‘draconian rationing’ of treatment, for example, of non-urgent operations. It highlights that 80% of England’s acute hospitals are in financial deficit, compared with 5% three years ago – while missed A&E waiting time targets have risen from 10% to 90%”.


March 2017 Health Estate Journal 29 Asset lifecycle Importance of NEC3


Design & Construct (BIM)


Asset Dispose & decommission


Operate (Smart Asset Management)


Procure (NEC3)


 The NEC3 contract is defined as a collaborative form of contract, and is based on good project management principles.


 The NEC3 contract is designed to deal with how to ensure things go right, as opposed to what to do when they go wrong.


 BIM, in conjunction with the core purpose of the NEC3 contract, are seen as two offerings that bring user and developer together.


 This enables the whole project team to focus on the creation, innovation within the right scope, budget, and appropriate schedule.


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