Refurbishment planning
Future development TheModel described throughout the article is presented in prototype form. As described previously, there are numerous additional features and facilitation tools within the Model, which have not been discussed here. A key future development possibility is to incorporate a LifeCycle Costing (LCC) worksheet into the GUI. It is suggested that the ‘Costs’ column identified in the Decision-makingMatrix (Fig. 3) would provide a farmore commercially valuable set of results if this input was the result of an already undertaken LCC exercise.
Conclusions Themodelmethodology described is again placed in the context of the business case process, and the challenges faced by NHS and PSCP professionals in evidencing that a VFMapproach has been undertaken on each unique project. ThisModel, however, is not intendedmerely as a software tool, but rather, froma higher-level standpoint, seeks to integrate and facilitate the decision- making and communication processes between NHS asset and estate management professionals, and design teams and contractors working with them. The nature of the current estates management systems, and the point at which the PSCP enters the business case process, creates potential for miscommunication, or even conflict,
Grant Wilson
GrantWilson BSc (Hons) PG Cert. ICIOB, is currently in the final phases of his PhD at the Scott Sutherland School of Architecture and Built Environment at Aberdeen’s Robert Gordon University. His research has focused primarily on refurbishment of the healthcare estate, especially in the context of the social, environmental, and economic drivers of the sustainabilitymodel. The development of the prototype discussed within the article has directed his focus into the field
especially in the context of existing backlog maintenance requirements, whichmay tie up a significant percentage of a refurbishment project’s overall value before design discussions with the PSCP are even entered into. To this end, the overriding philosophy of the widerMCDMapproach, and the realistic parameters of the capital investment and business case processes with regard to hospital refurbishment projects, is reiterated. The objective of theModel is not to pursue the ‘perfect fit’, but to explore,measure, and validate, the ‘best fit’.
of ‘multi-criteria decision- making’, in the context of the capital investment guidance, and the business case processes.With a background in engineering, and a high level of experience in both sustainabilitymanagement and consultancy, Grant Wilson is a qualified BREEAMassessor with extensive healthcare experience, and an
accredited Advanced Auditor at organisational level, for implementing andmonitoring ISO 14001 Environmental Management Systems.
Acknowledgements The author would like to thank Gary Mortimer and Jackie Bremner from NHS Grampian, and Chris Lyons, Doreen Bell, and Colin Mcewen from NHS Highland, for their ‘open-minded approach and interest in discussing the development and potential applications of the Model’. Thanks are also due to the IDEAS Institute, for its support and funding in carrying out the research as part of a full-time PhD project.
www.vanguardhealthcare.co.uk info@vanguardhealthcare.co.uk
Health Estate Journal September 2013
43
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