ESTATE MANAGEMENT
their longer-term strategic estate goals, ensuring that opportunities are not missed in optimising the health estate. Within this, we are looking into the continued growth of our Open Space and Healthy Places offerings, thinking outside the box in the spaces and places that care can be provided. Social prescribing will remain a key focus, with more sites refurbished to provide health and wellbeing facilities to support reduction in health inequalities within communities. We will also continue to look at ways in which we can save power and maximise energy efficiency within the estate to save our money and our planet. Most importantly, however, we want
to continue working together with our customers, ensuring that we are driving value for them, and making sure that they are at the heart of all we do. As we move forward and the burden of the pandemic eases, we hope to continue to be able to deliver savings for the NHS through close collaboration with our customers. It is only with continued collaboration every step of the way that the NHS will be able to provide the best care for patients in buildings that are fit for purpose.
The Facilities Management team at Clitheroe Health Centre in Lancashire.
maintenance, while the sale of the site generated much-needed funds to reinvest in the NHS. Ensuring that Moor Lane Mills is fully occupied also removes the vacant space issue, which had a liability of £159,000 per annum.
A new disposals policy Some of the customer feedback we received was that they were not aware if/ how the money had been reinvested when a property was sold. We introduced a new disposals policy which will see proceeds of disposals from surplus properties within the NHSPS estate shared with local health economies. Developed alongside the DHSC and NHSE&I, this policy will mean that 50 per cent of the net proceeds (up to £5 m) from a disposal will now go to local health economies for reinvestment.
Reviewing our service provision Another way in which we have managed to accrue savings has been going back to the basics and reviewing what we do,
‘‘
to ensure that financially, we are working as efficiently as possible at every stage. One example has been in reviewing the providers of selected hard facilities management services, and realising that we are able to ‘in-source’ these to our own teams, instead of external suppliers. The projects include in-sourcing of heating, ventilation, and air-conditioning, and solar systems maintenance, which will further enhance our self-delivery capabilities, and give us greater control of service delivery to our customers. This has resulted in £8.7 m of savings, and created greater efficiencies, as well as provided a more consistent standard of performance for our customers and patients.
Looking at the year ahead and into the future As the geography of the NHS management landscape shifts with the formal launch of the ICSs this July, we will be continuing to support them to adapt their estates and work in partnership on
If our sites sit empty and unused then no one can benefit from them. One of our solutions to this is NHS Open Space, where NHS bodies and wider health and wellbeing services can rent vacant spaces
20 Health Estate Journal April 2022
Mark Smith
Chief Financial Officer of NHS Property Services, Mark Smith, has overall responsibility for guiding the company’s financial strategy. He has significant financial and corporate leadership experience, and a strong track record of delivery in complex operational environments. Before joining NHS Property Services, he was responsible for developing and implementing business strategies for digital network business, Openreach, playing a leading role in its £3 bn rollout of the latest fibre-optic network throughout rural areas in the UK. His background is in IT, services, and telecoms, having served in various senior roles in finance, risk and compliance, and operational governance.
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 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68
