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BIM AND ESTATES STRATEGY No ‘joined-up plan’


The deteriorating position of NHS services financially and clinically, highlighted in the aforementioned recent BBC News report, is compounded by an increasingly ageing estate, which is managed largely on a reactive basis. With no joined-up plan to identify and capitalise on, the numerous leverage points which potentially exist as part of regional or local healthcare economies will not be fully realised. These leveraging opportunities can go some way to supporting the financial shortfalls faced by healthcare ‘Providers’, and to improving clinical services.


What do the pilot projects mentioned above include? What will be the approach taken? Will it be a whole approach of utilising BIM, NEC3 contracts, and the IoT? The pilot programmes being developed by Enable by Design, and close trusted partners, utilise strategic thinking based on all the reports mentioned during this article and influenced by local requirements. This information is refined to produce a ‘prioritisation programme’ based on specific local drivers and demands. All of this then helps to identify what programmes and infrastructure projects can and will be targeted. The tools and methodologies within the BIM process, coupled with NEC3 (a collaborative contractual offering) arrangements, are then adopted. (see Figures 1 and 2).


The Internet of Things (IoT) offering allows the project to pull all the data together on flexible and adaptable platforms that can grow with the needs of the healthcare provider (specific NHS Trusts & STPs). Data will feed into an RS SAM offering (developed with trusted partners), which will be the brains/ intelligent level that will pull data from the various datasets, standards, and contractual arrangements, and create useable/shareable outputs (see Figure 3).


‘No boundaries’


The important point to note with the IoT offering is that it has no boundaries or limits regarding the data it can consume; therefore it can help with outputs. Our pilot project has no boundaries, which means we can deal with infrastructure projects initially and then move swiftly into facilities management, inventory, clinical, medical equipment, and much more, as and when the client is ready to progress and develop.


There are two pilot projects underway – one with Medway NHS Foundation Trust, and the other with another NHS healthcare provider. The initial outputs to be monitored are dictated by the providers, not the contractors, based on the evidence produced via the strategic planning and assessment process followed by the team,


30 Health Estate Journal March 2017


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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


and informed and validated by the providers’ own data.


Is there a timeframe for the pilot projects, along with achievements, to be realised? It is anticipated that a full 12 months’ data can be measured in 2017, with lessons learned from the two projects shared, along with best practice scenarios. The initial outputs are highly promising, with further investigation and analysis ongoing. The initial findings from the pilots we have been running have led to a provisional offer of further funding this month for a bigger and broader ‘proof of concept’ programme. We hope the NHS property teams grasp this opportunity and lead innovation in healthcare.


Positive results expected Of course, the longer the pilot, the more data, and accurate results on benefits. Identifying the right IoT scenarios and approaches is where we will maximise benefits. This must be coupled with getting forward-thinking facilities management (FM) teams on board, and utilising RS SAM effectively, along with all other available tools. This combination of data, technologies, and cultural integration, is where the biggest challenges will be seen, but none is insurmountable.


Claire Lowe, estates director, Medway NHS Foundation Trust, said that “Karl Redmond from Enable By Design has presented the Trust with an opportunity to build a fully connected service by utilising data from the clinical and physical environments. The data is linked, analysed, and optimised, by the Trust with the support of Enable by Design to understand, manage, and improve, all aspects of the combined clinical and physical service the Trust and its patients demand. The blend of ‘Big data’, analytics, BIM, IoT opportunities, and NHS expertise, along with open, transparent collaboration and clear communication, has already resulted in greater coordination and cooperation. However, the exciting element of the pilot project we have commenced is that this has no limits on what we can achieve in terms of improved services along with cost savings, except those that we, as a Trust, place on it.”


What are the expected outcomes of the pilot projects, and how will this information be used for future projects? The initial outputs will include a reduction in downtime, improvements in inventory management, cost savings, and, equally importantly, greater collaboration, understanding, and communication,


between clinical decision-makers and the supporting groups from within Trusts and/or STPs.


Other benefits as we see it will include maintainer/FM productivity and informed decision-making; visibility and control of asset total cost of ownership – important for C-Suite, particularly the head of FM, Purchasing & Finance, and improved longevity and running effciency of assets. All are important and collectively powerful cost-saving programmes which can lead to ‘capital and revenue’ generation, as well as integration with the clinical/patient pathways and service objectives – an aim that we all want to achieve.


hej


About the author


Karl Redmond MSc has over 20 years’ property experience, in areas ranging from estate rationalisation and finance, to strategic/commercial planning and analysis. He is a director of both the UK BIM4SME and UK BIM4HEALTH groups, endorsed by the Cabinet Office. A Fellow of the Leeds Sustainability Institute, he is engaged in various initiatives surrounding social infrastructure, procurement, project management, estates and facilities management, strategic integrated business, and estate planning. Currently pursuing a PhD with Leeds Beckett University with a focus on NHS Estates and Patient Pathways via the digitisation of the built environment, BIM, and the ‘Big data’ agenda, he is a member of the NHS Estates and Facilities Management specialist ‘Think Tank’, providing professional input and advice to the Department of Health (DH) on efficiencies, as input to the Carter Efficiency programme.


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