HEALTHCARE ESTATES 2018 KEYNOTES
programmes, to ensure they are ‘ticking the right boxes’ as those programmes come forward. They are making some really good step changes, with the brunt of the work done by the Trusts themselves. My team pretty much just sends them the signposts, and gives them the required tools.”
Operationally, Simon Corben’s slides showed that the ‘implementation methods’ within the ‘Intensive’ forms of Operational Delivery had included: n ‘Deep dives’ into all Estates & Facilities service lines.
n Attending Trust CIP/Data workshops. n Driving through initiatives with EFM regional leads.
n Support provided from specialist consultants.
n EFM regional leads providing direct support/guidance to Trusts.
n Targeted disposals ‘that deliver operational benefit’.
Strategically, the ‘Intensive’ implementation methods had included: n Senior leadership ‘close participation’. n Mentoring. n Review of EFM departments and services for mergers.
n Support from the STP estates lead and Strategic Estates Planning team.
n Bespoke work and focus on selected STPs.
Key achievements
The NHSI speaker next highlighted some of his team’s key achievements over the past year. He said: “In terms of operational productivity, we have saved just under £600 m since 2016. We have another £600 m plus to go, and I am sure that with the Long-Term Capital Plan we will be asked to stretch things differently, but the ‘hook’ in that particular long-term plan is that if we are going to really change and make ourselves even more productive, we will need investment into the system and
Among those that Simon Corben thanked for their input into improving the NHS estate in England was Lord Carter – who has visited many acute hospital sites as part of his Productivity & Efficiency programme.
the infrastructure to be able to do that. That is a point I am making very clearly. As for ‘Productivity,’ we have increased this by 28 per cent since 2016 – a phenomenal achievement. We are seeing way, way more patients through the acute sector, and although that isn’t necessarily what we want, it does show how effective you all are in terms of driving that productivity further.” Very much in line with the Carter Report – which showed ‘variation’ of a billion pounds between the best and the worst- performing Trusts, Simon Corben said such variation had been reduced by 43 per cent. He added: “We are thus seeing a far greater degree of common ground, replicated in the excellent data governance that we are now seeing coming forward.”
Incident responses
Simon Corben also thanked Sir Robert Naylor, who in March 2017 published an influential report, NHS Property and Estates – Why the estate matters for patients.
26 Health Estate Journal January 2019
Looking at another key area – incident responses – Simon Corben said the NHSI Estates & Facilities team continued to co-ordinate responses to the Grenfell Tower fire. He explained: “There are still a number of organisations out there replacing their cladding, but the team was successful in raising funds for us to be able to do that.” Meanwhile, referring to the collapse of Carillion, Simon Corben said he ‘could only thank’ those Trusts affected ‘for the coordination and the professionalism they showed’. He added: “As you will all have seen in the press over the past week, we are right in the middle of another significant incident (an NHS clinical waste ‘scandal’ involving independent waste management contractor, Healthcare Environmental Services, which had just been stripped of NHS contracts after ‘hundreds of tonnes’ of clinical waste piled up’ at its sites). It is only down to the professionalism of the system that we are able to cope with such circumstances.”
‘Reverse loans’
Turning to ‘Strategy’, Simon Corben said his team had launched, through the Naylor Report, a system of ‘reverse loans’, which provided ‘real opportunities to release land and drive up cash receipts’. In April of 2018, meanwhile, the team had launched its ‘New for old’ initiative for standardisation in construction. While to date this had not progressed as well as the NHSI Estates team had hoped, the NHSI speaker said that once they received the funds they were seeking to ‘take it to the next level’, he expected it to ‘absolutely fly’, and ‘link back into the standardisation agenda’. The scheme was, he explained, ‘all about taking all the good repeatable designs we have out in the system and bringing together five or six repeatable products that we could push across firstly the primary care and community estate, but then hopefully up into the provider estate’.
Simon Corben said the NHS Cleaning and Food Standards had been reviewed, and it was hoped that new food standards would be launched in March 2019. He said: “These standards will really challenge the way in which we clean and service our catering within the hospital environment.” He added: “The Technical Standards programme was – finally – launched five or six weeks ago. We have eight Technical Standards that we are looking to roll out, and you will hear about them over the next 48 hours.” Then, ‘as previously mentioned’, the 42 STP Estate Strategies had been delivered on time, ‘and in accordance with the handbook’.
Collaboration Hub
Turning to ‘Technology’, the NHSI Estates and Facilities head of Profession said he was particularly pleased that a new Collaboration Hub had been launched in May, since when 500 members had joined, and there had been 800 downloads of the
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