ASSET MANAGEMENT
countless data collection exercises and surveys. Combine this with the temptation to work with existing data, and many Trusts are striving to manage the best they can with the often limited and inaccurate data they have.
How to begin to gather data and what insights to look for The Department of Health’s Health Building Note 00-08, Part A: Strategic framework for the efficient management of healthcare estates and facilities, provides Trusts with guidance on how to undertake a data collection exercise and what information is required. It states: “The use of the NHS Premises Assurance Model, alongside the land and property appraisal (six-facet surveys) and a risk-based methodology for establishing and managing assets, provides a sound basis to prioritise and plan future capital investment and management of the estate.”
Unlocking the power of data for our estates and facilities requires a strategic approach and plan at the outset. This can typically follow the style of creating an estate strategy, and trying to address the following headings in first defining your data strategy: Where are we now? To do this you need to establish your present situation, answering questions such as: n What is the confidence level in existing data sources?
n How old is the data, and when was the last validation exercise?
n How do we interact with our existing information?
n Is information stored in differing formats and media?
n Is some in ‘hard copy’ form, and some electronic?
n What challenges do we have in creating management reports and setting capital budgets?
Where do we want to be? Mapping out where you want to be is integral to ensuring that your planning meets your objectives, resulting in a
robust and trusted dataset, with client insights and interaction.
Questions that should be asked include:
n What reports do we need to provide? n What is the industry best practice guidance?
n What information do we need? n How will this interface with the overarching estate strategy, masterplanning, or capital programme activities?
n What internal governance do we need to deploy to manage the data?
n How will the data be stored and interacted with?
n Is a CAFM system to be considered? n At what velocity will we need reports? n What volume of data do we need, and how do we make sure that it is the right data?
How do we get there?
Once you have answered the previous questions and considered them against the 5Vs of big data, a simple data collection strategy and brief with action plans and funding solutions is required to allow a brief to be created for potential procurement. Of course, defining the brief to allow engagement with external consultants, and early engagement with healthcare consultants to assist, will help to formulate a clearer and more robust brief. Understanding that this is a journey is key to success. Knowing that short- term goals can be achieved, but not letting the sometimes daunting nature of the long-term goals stop starting the process in the first place, is important to acknowledge. For example, rather than a full Six Facet Survey approach, combined with a new bespoke asset register, a targeted approach that focuses on creating a robust backlog maintenance profile investing physical condition and statutory compliance audits could be an excellent starting point.
The right data resolution Selecting the right data resolution and volume will play an important role in the future analysis, as well as having an
Undertaking a Six Facet Survey Six Facet property appraisals incorporate a physical condition survey, statutory compliance, functional suitability, quality of environment, environmental management and space utilisation, anti- ligature assessments, accessibility, risk register review, DECs, HTM compliance, and asset registers. All surveys must have an appropriate data resolution that is aligned to your needs and the insights that are required.
Asset management cycle It is also important to understand that data collection and undertaking condition surveys are part of the overall asset management cycle that should help inform the input required and collection stage. While a majority of data collection exercises or condition surveys will be undertaken by external consultants, it is fundamental to the veracity and trust in the information that the tacit knowledge retained by healthcare estate managers is incorporated into any report findings and a partnership model adopted. Any appraisal should have collaboration and communication as critical success factors, and Trust staff should engage with the
impact on costs and programme. Although survey costs will be seen as a significant investment, it is always good to remember that the alternatives of not undertaking a survey, or conducting an incorrect survey, present a far larger risk, resulting in higher long-term potential costs. It is therefore paramount to select the correct data volume, as well as one that is appropriate to your needs. For example, room-by-room survey and reporting provides high levels of granularity of information, but if not understood can often cause data overload or data pollution, especially if the Trust wishes to analyse and present the data at Trust level. However, an approach that appraises elements on a block and floor and system level will provide the Trust with the appropriate data volume and insights, aligned with the value.
January 2022 Health Estate Journal 55
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