FUTURE HOSPITALS
NHP Delivery Scorecard is ‘very start of golden thread’
The New Hospital Programme has been tasked with transforming and modernising NHS healthcare facilities in England. Delivering it will require a clear and shared vision from the NHS Trusts, contractors, and suppliers involved. NHP head of Market Management, Emma Whigham, explains how the team developed its own ‘delivery scorecard’, ‘so that all sides fully understand the strategic aims and ambitions’.
We are building a strong and diverse supply chain to secure success for the New Hospital Programme. It is an ambitious and complex initiative, with many stakeholders – including the supply chain, who all have a vested interest in delivering the hospitals of tomorrow. Our Programme Delivery Scorecard has been developed specifically for the New Hospital Programme. It is our version of the balanced scorecard, familiar to many in the major projects and construction sectors, and will help drive benefits realisation through the supply chain, creating the ability to monitor and manage delivery against a set of strategic outcomes. It articulates the outcomes and benefits we are seeking to achieve, and is a benchmark against which we can monitor our progress, ensuring that we can measure our success and deliver what we set out to deliver.
Benefits across ‘strategic themes’ The scorecard outlines the benefits of the Programme across strategic themes directly related to: n Government priorities. n New Hospital Programme-specific goals, such as building ‘intelligent’ hospitals.
n Broader sustainability and social value ambitions. We have a clear vision for each strategic
theme, together with metrics to measure our achievements, creating a direct link between our ambition and supply chain delivery. It is built in layers, beginning with the programme vision and mission, working its way down through strategic themes and critical success factors. Each critical success factor is underpinned by evaluation criteria and KPIs (key performance indicators) to help us choose the right suppliers for the right tasks. It will also help the healthcare
construction and procurement supply chain understand our expectations of what success looks like, and the way we will measure that success, and your role in it. It is a way to create trust by being transparent – providing a visual tool, so that you can
38 Health Estate Journal August 2023
A computer-generated image of the new cancer hospital being built under the NHP as part of phased capital work by Royal United Hospitals Bath NHS Foundation Trust.
clearly see what is expected, and how well that has been achieved. The Scorecard articulates the ‘golden thread’ which links the Programme Vision and Mission to the benefits articulated in the programme business case into critical success factors, and down through to the supply chain. The Scorecard is built in layers, and
filters from top to bottom. It starts with the Programme’s Vision: to transform how we deliver healthcare infrastructure for the future NHS. It is the very start of our golden thread. From the vision comes the Programme’s mission – to sustainably deliver critical national health infrastructure more efficiently, delivering improved value for money and enhancing social values by driving commonality, standard designs, productisation, and innovative technologies, to support transformational change for each hospital, patient, and staff member.
Strategic themes We then flow down into the first section of mapping on the Scorecard,
through the Programme’s Strategic Themes. These set out the ambitions and priorities for the Programme, and are aligned to policies, strategies, and industry best practice. Some of the strategic themes are cross-cutting, meaning that all organisational activities should be focussed on these. Other themes focus on areas or initiatives that affect some (rather than all) activities and the supply chain. Our Programme-wide strategic themes
are: n Delivering better and faster, creating future-proofed assets, and leaving a sustainable legacy.
n Providing the environment for high- quality, modern, and sustainable healthcare
n Industry-leading health, safety, and wellbeing.
n Building foundations for enduring national capacity and capability. The New Hospital Programme will
achieve this through the efficient delivery of intelligent hospitals via Modern
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