HEALTHCARE ESTATES 2018 KEYNOTES
36 case studies already on the portal. Simon Corben said: “I might add that these are your case studies; the Collaboration Hub is a great tool. We have 14 live debates ongoing, and are looking at ways in which we can finesse that and make it even more exciting and interactive for you as individual users.”
As his presentation neared its close, Simon Corben looked ahead to his team’s objectives over the short term, i.e. the next six months, the next year, and the next five years. He said: “The biggest priority for me in the next six months is to conclude the Long Term Plan; I think it is a real opportunity for us to get some protective capital into the system to ensure we can start right-sizing and adjusting some of the critical infrastructure issues we have – not only in backlog, but also in the way we design and structure the infrastructure that delivers the care pathway. Clearly,” he continued, “we need to analyse and publish and upload the 2017/ 2018 ERIC data, which will happen around 16 October, as well as to publish the Backlog Maintenance report, which we hope will be done by Christmas. That will show a number of different angles; it really feeds into the Long Term Plan about how we approach backlog maintenance – a very different style of how we look at the assets and allocate funds to backlog maintenance. You will not be surprised to hear that our current way of dealing with backlog maintenance differs significantly form that of some of our counterparts across the globe, and it’s really important that we adjust it accordingly.
The disposal programme “Again,” he said, “there will be an additional drive to the disposal programme. What we need to do is to work towards more of a culture where we understand how we can refresh and replace the asset base in an effective way. We also need to challenge some of those disposals, and look at some of the sale and leaseback options, or some of the other mechanical infrastructure offers that are out there in the market. In doing that we are looking to transfer the PEP (Provider Engagement Programme) team from the DH over to NHSI, and hopefully that will happen in the next two months. “Looking at next year,” Simon Corben continued, “we will be looking to drive forward the Estates and Facilities Workforce programme. Again, with a couple of the incidents we have faced this year, it hasn’t had the momentum it should have had. We are going to put more effort into that this year – it is so fundamental to the way in which we deliver our services. I have already talked about the national Standardisation Initiative, while another priority in the coming 12 months will be bringing forward the various technology-based
Matt Hancock, who was appointed Secretary of State for Health and Social Care in July last year.
businesses that our out there.” Simon Corben explained that he had had ‘a series of conversations’ over the past year with different technology suppliers within the sector. He said: “The challenge now is how we bring them together and maximise some of the benefits. We will also be looking at ways to improve the existing Premises Assurance Model, and at linking it in with the CQC aspect of how we monitor the estate.
Robust capital programme “Finally,” he said, “looking at the next five years, to improve capability and capacity in the sector we need – through the Long Term Plan – to set out a robust long-term capital programme. The only way we are going to bring confidence back into the NHS is to show our suppliers that we are true to our word, and have a Capital Programme that will run for 10+ years, and will be significant in its scale and size, so I am really keen that we can do that. “Coupled with that, we need to improve on our project assurance.” Here Simon Corben explained that there were a number of schemes where – ‘because the capability had drifted away from the system’ – the projects were failing, ‘through either budget or programme pressures’. He said: “We need to work out how we can embed greater levels of assurance, both through that business process, but also in the implementation of the projects. We need to almost educate people to invest in the ‘Invest to save’ schemes. There are literally hundreds out there that have significant returns on investment, and it is really important that we bring people to that particular opportunity.”
Need for a ‘joined-up’ approach Another major goal over the next five years would be ‘to improve supplier resilience’. He said: “I talked about this earlier in the year. We have a significant vulnerability within our supplier market.
It is really important that we bring that market with us, understand the difficulties they are in, and work with them. We rely so heavily on the private sector in a lot of the things we do, and it is really important that we acknowledge the pressures they are also under. Finally, we also need to transform the way we deliver customer services – we really need to make a step change. In the hospitals I visit I see that we are doing valuable things, but not necessarily in a joined-up or standardised way. Wayfinding, for example, is difficult, and there are little things that we can do to really enhance the way that we provide services to our ‘customers’.” In conclusion, Simon Corben thanked IHEEM for its support, and the ‘invaluable influence’ the Institute had given to the NHS over the past 70 years. He told delegates: “Events like this are absolutely key to the agenda of the year. Secondly,” he said, “I’d like to thank you for your dedication and commitment to the NHS, not only in the past, but also in its future. When I meet people, either at events like this, or when I go out and visit Trusts, the enthusiasm and goodwill, and the desire and determination to make the NHS a better place, are always there, and I thank people for that.” With this his conference address concluded.
Simon Corben
After some 16 years in the private sector, advising the NHS and successfully growing and managing a team of property, clinical planning consultants, and analysts, Simon Corben returned to the public sector to head up the NHS in England’s Estates and Facilities function in early summer 2017. Since joining NHSI in May 2017, he has recruited a team aligned to the ‘five core initiatives’ of Commercial Acumen, Workforce, Operational Efficiency, Standardisation, and Strategy. In addition, he and his team have:
n Undertaken over 60 face-to-face site visits with NHS Trusts.
n Headed up the NHS delivery of a successful response by the service to the Grenfell Tower tragedy.
n Met with many stakeholders in the NHS estate, including the devolved nation leads.
n Undertaken a revision of the Estates and Facilities data collections.
n Undertaken five regional workshops with 200 attendees from the NHS.
n Delivered improved Model Hospital metrics for NHS Estates and Facilities.
n Represented the NHS on the Estates Programme Board chaired by Lord O’Shaughnessy.
January 2019 Health Estate Journal 27
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