HEALTHCARE ESTATES 2018 KEYNOTES
buildings and assets and lifecycle costs, and am really pleased to see that this is a core component of any business case going forward. It gives us a voice as an estates and facilities profession in terms of protecting the asset as it ages.” The NHSI speaker went on to explain that the Model Hospital had been updated, and was now referred to by his team as ‘an agile platform’. He expanded: “What we mean by this is that it is regularly updated. This year we have seen three other sectors come into the Model – Mental Health, Community, and Ambulances. We are now looking at primary care to see how we can bring that into the fold, including the data as it is in the provider sector. We are looking to see how we can get some core metrics that we can measure against.”
Estates strategies delivered Simon Corben said the on-time delivery of the 42 Sustainability and Transformation Plan Estate Strategies had been ‘no mean task’, particularly as the STPs and the Strategic Estates Planning team had met the deadline ‘in the midst of a transition over to NHSI’. He said: “I can only thank everybody involved for the efforts that have been put into that initiative. Having read a number of the Strategies, I found them extremely impressive, as was the ambition behind them. I really hope the STP programme rolls forward.” In August of 2018, Simon Corben said he had received a call from NHS chief executive, Simon Stevens, who had asked him to be one of the three Senior Responsible Owners on the Long Term Capital and Infrastructure Plan being developed. He said: “While – as you can imagine – I was delighted personally to get that call, I also felt it really rubber- stamped the influence we now have as an estates and facilities profession. I would say that five years ago perhaps we wouldn’t have had that call. People now really truly understand the asset base, and that is principally because of the Carter
n Developing national guidance on best practice for productive estates and facilities – including via an information hub/exchange.
n Exploring strategic solutions for future NHS estate, e.g. modular construction.
Strategically, meanwhile, the implementation methods included: n Actively using the Model Hospital to identify savings and efficiency opportunities and delivering these.
n Collaboration to share good practice. n Collaboration between STP partners, including One Public Estate.
n Property disposal targets and incentives.
Simon Corben said: “People now really truly understand the asset base, and that is principally because of the Carter and Naylor Reports, and the work that Pete Sellars has done.”
and Naylor Reports, and the work that Pete Sellars has done. So, we are at the forefront of decision making, which is really important.”
‘Operational delivery’
Turning to ‘Operational delivery’, Simon Corben said his NHSI team had adopted three forms – the first, Universal (provided to all Trusts, ‘equipping leaders to act across the system’) encompassed elements such as the Model Hospital, the Collaboration Hub, and developing and setting policy and guidance, as well as the Long-term Capital Review, and looking ‘at ways in which business cases can be provided’. Simon Corben said this gave healthcare estates and healthcare engineering professionals the ‘oversight and toolkit’ they needed as individuals. Other ‘Operational’ ‘implementation methods’ within the ‘Universal’ form of Operational Delivery included: n Assessing the quality of national data – e.g. from the ERIC returns.
n Showcasing Trust data on the Model Hospital, including the key metrics.
n Reviewing STP business cases. The ‘bespoke’ approach
Simon Corben explained that the second form of Operational Delivery was the ‘Bespoke’ approach, ‘where we actually start engaging’. He expanded: “We’ve had some tripartite meetings, and, for example, have engaged in some of the work that the South-West HefmA Branch has been doing, and other areas where we have brought Trusts together to really improve upon that collaboration point. We also have our regional events, where people can offer advice and have conversations and get support in safety, getting the chance to ask questions which perhaps they don’t feel they can easily put in forums like this.”
Operationally, ‘implementation methods’ within the Bespoke form of Operational Delivery included: n Professionally-led national support programmes to ‘cohorts’ of priority Trusts, including in the mental health and ambulance sectors.
n Tripartite workshops on contract management with priority Trusts.
n Development of a central information – sharing portal.
n Estates workforce development. n A backlog review by Loughborough University.
‘Strategic’ implementation methods as part of the ‘Bespoke’ approach to Operational Delivery included: n Embedding the SEAs in regional STPs. n Merging of back office functions, and co-location of clinical and non-clinical teams doing ‘like for like’ work.
n Creating an ‘STP-wide’ estates strategy. n Introduction of technology to reduce non-clinical space (e.g. medical records) and improve data collection.
The ‘Intensive’ approach
Pictured (left to right) during a panel discussion that followed the two Day one keynote presentations by Simon Corben, and Nick Hulme – CEO of East Suffolk and North Essex NHS Foundation Trust, and STP lead for the Suffolk and North East Essex STP, are: Rose Gallagher, Professional lead for Infection Prevention and Control and RCN lead for Sustainability, Royal College of Nursing, Simon Corben, Duane Passman, Director of 3Ts at Brighton & Sussex University Hospitals NHS Trust, and Nick Hulme.
“Finally,” said Simon Corben, “we have the ‘Intensive’ approach, via which we have undertaken 66 site visits in the last year, and are working with these Trusts to help them through in terms of productivity, efficiency, and some of their capital
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