EFM KNOWLEDGE AND KNOWLEDGE-SHARING
Study highlights some worrying knowledge gaps
Carl-Magnus von Behr, Professor Tim Minshall, and Professor John Clarkson report on research, sponsored by the University of Cambridge and Cambridge University Hospitals NHS Foundation Trust, to identify how knowledge priorities vary among NHS EFM staff across organisational levels. The results highlight knowledge gaps in sustainability and digitalisation, varying skill priorities for managers and directors, and a strong reliance on external expertise. The findings ‘emphasise the importance of aligning organisational structures with evolving knowledge demands’, and targeted training for effective healthcare EFM.
The role of estates and facilities management (EFM) in the healthcare sector is often overlooked, despite its crucial contribution to the efficient delivery of clinical services. The research on which we report here – in which 152 EFM professionals participated – was conducted by a team from the University of Cambridge’s Engineering Design Centre and Institute for Manufacturing, and highlighted the need for tailored
Benchmarking & New Technologies
n Best practice sharing (within & across organisations)
n Quality management & performance evaluation
n Technology needs & trends knowledge
Communication Skills n Effective communication n Sensitive & complex information exchange n Negotiation skills and conflict management
n Patient & public interaction Legal and Regulatory Knowledge
Collaborative Proficiency n Collaboration across organisational boundaries
n Collaboration within organisation n Industry networking n Interpersonal skills n Working with clinical departments n Working with support depts. (ICT, Finance, HR)
n External party management
Data & Information Management n Data collection & information management
n Data organisation skills n Information protection and cybersecurity n Digital skills (incl. basic computer and software skills)
n Accountability for information systems
Environmental & Sustainability Awareness n Corporate social responsibility n Net-zero target-meeting capability n Sustainability initiatives and environmental management
n Compliance with statutory and regulatory standards
n Legislative requirement interpretation n Organisational policy interpretation & adherence
n Understanding guidance and responsibilities
Human Resource Management n Recruitment of high-quality staff n Staff performance evaluation
Organisational Skills
n Identification of top management support n Time and task management n Work management support systems n Local & organisational context awareness
Problem Solving
n Complex information interpretation and judgment capability
n Problem-solving and decision-making skills
communication channels for different knowledge types. This study addressed the gap in understanding the precise knowledge needs of EFM staff at different organisational levels. This lack of clarity limits the ability to develop targeted training and career pathways. By identifying the key knowledge areas essential at various career stages within EFM, the aim of research was to empower the workforce, fostering
Financial Management
n Budget planning and oversight n Capital and revenue budgeting n Financial analysis and reporting n Knowledge of PFI requirements n Payment authorisation and accountability n Procurement and contracting
Leadership and Team Management
n Change management n Leadership skills and team management n Motivation and team-building skills
better performance, and enabling a more sustainable and efficient NHS. The findings reveal several key points:
Firstly, there is a strong reliance on external Authorising Engineers for technical and benchmarking expertise. Secondly, we observed a significant gap in the areas of sustainability and digitalisation, indicating a misalignment between strategy and practice. Thirdly, collaboration skills are crucial for Managers, whereas Directors
Professional Development
n Continuous learning desire n Knowledge of training and CPD requirements
n Training delivery capability
Resilience and Risk Management n Emergency preparedness, response, and recovery
n Facility resilience and business continuity n Health and safety commitment n Risk assessment and management n Emerging industry risk understanding
Strategic Management and Planning
n Development of Estates policies and strategies
n Estate vision and strategy development n Governance and roles and responsibilities establishment
n Political awareness n Procurement and value for money assessment
n Project Management n Real estate strategies and assessment n Resource planning and prioritisation n Operational accountability n Understanding and alignment with organisational vision & strategy
Technical Expertise & Experience
n Audits and surveys n Building design and systems knowledge n Equipment testing and commissioning skills n Furniture, fixtures, and equipment management
n Operations and maintenance processes n Technical expertise and knowledge n Technical hands-on experience n Workplace site management
Figure 1: Overview of 15 knowledge areas, with corresponding knowledge types, for NHS EFM personnel – synthesised from academic literature9,10,11
and practitioner guidance.12,13,14 February 2024 Health Estate Journal 45
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