NHSI Estates and Facilities

Maximising the value of the NHS estate and back-office systemsSimon CorbenDirector and Head of Profession NHS Estates and Facilities

28th September 2017

Agenda

• An update on Central Governance

• Introducing the E&F Team at NHSI

• An update on our 5 Key areas of focus

• Corporate Back Office Opportunities

• Questions

Central Governance Update

3

• Estates Programme Board Established

– Chaired by David Williams and Lord O’Shaughnessy

– Made up of DH, CO, Treasury, NHSE, NHSI, CHP, NHSPS and DCLG

– Meets monthly

– Provides challenge to 16 core work streams, such as

• Response to Naylor

• Carter

• Disposals

• Workforce

• Backlog maintenance

NHSI Estates and Facilities – The Team (March 2017Simon Corben

Director and Head of Profession for Estates and

Facilities

Programme & Strategic Business

LeadVajid Mahmood

Divisional Co-ordinator and EFM

Dashboard Manager

Energy Fund Programme

Coordinator & Support

EFM PolicyMike Bellas

EFM OppsCliff Howell

EFM Commercial

Jo Dolby

Strategy LeadNick Mathew

DoH

Work streams• Food• Cleanliness• Parking• Mixed sex• Safety• Fire• Care

pathways• HTMS• HBNS

Reg

iona

l S

poke

Lond

on

Reg

iona

l S

poke

Sou

th

Eas

t/Wes

t

Reg

iona

l S

poke

Mid

land

s

Reg

iona

l S

poke

Nor

th

Work streamsHard FMSoft FMAsset ManagementEstate codeEnergySpace Utilisation

Work streams• Alternative

Capital Funding Models

• Backlog• P22+ and

others• Standardisation• Income

Generation• Capability and

Capacity• Contract

Management

• Work streams• STPS• SEPI’S• Pilots

Chetan TailorPrinciple Analyst

Ian Stone DoHCapital

MOU NHSE PAU

Chris Cale / Mike Lowe– NHSI Finance

P22 Cliff Jones

Enhanced team to drive through Disposals and staff housing and general housing needs

Disposals LeadIan Burden

EnergyCarbon SavingsImproved resilienceImproved estate compliance Delivers against 5 domains of CQC

SustainabilityTBA

NHSI Estates and Facilities – The TeamSimon Corben

Director and Head of Profession for Estates and

Facilities

Programme & Strategic Business

LeadVajid Mahmood

Divisional Co-ordinator and EFM

Dashboard Manager

Energy Fund Programme

Coordinator & Support

EFM PolicyMike Bellas

EFM OppsCliff Howell

EFM Commercial

Jo Dolby

Strategy LeadNick Mathew

DoH

Work streams• Food• Cleanliness• Parking• Mixed sex• Safety• Fire• Care

pathways• HTMS• HBNS

Reg

iona

l S

poke

Lond

on

Reg

iona

l S

poke

Sou

th

Eas

t/Wes

t

Reg

iona

l S

poke

Mid

land

s

Reg

iona

l S

poke

Nor

th

Work streams• Hard FM• Soft FM• Asset

Management• Estate code• Energy• Space

Utilisation

Work streams• Alternative

Capital Funding Models

• Backlog• P22+ and

others• Standardisation• Income

Generation• Capability and

Capacity• Contract

Management

• Work streams• STPS• SEPI’S• Pilots

Chetan TailorPrinciple Analyst

Ian Stone DoHCapital

MOU NHSE PAU

Chris Cale / Mike Lowe– NHSI Finance

P22 Cliff Jones

• Enhanced team to drive through Disposals and staff housing and general housing needs

Disposals LeadIan Burden

EnergyCarbon SavingsImproved resilienceImproved estate compliance Delivers against 5 domains of CQC

SustainabilityTBA

6

People

• Key actions

– Work with 3rd parties (HE, Professional Bodies, Private Sector) to generate campaign

• Timescales

– Target is to launch a defined programme/ scheme in 12 Months

Simplification

• Key actions

– We have mobilised central Policy Team

– 110 policy documents being reviewed

– Programme of delivery to be produced by Q3,

– Support team due to be procured in Q3

7

Commercial awareness

• Key actions

– Team appointed

– Reviewing value of throughput and activity – the WAU

– Launching PFI focused group

– Engaged with “Project Phoenix”

Tomorrows needs

– Disposal / Housing working group established/ Backlog review underway

– EPB established, with revised governance and challenge

– 6 SEPI Pilots underway

– Bring together a technical team to drive this from an infrastructure perspective

8

Operational Efficiency

• Key actions

– To save £1.3bn in operational costs, from £8.8bn budget

– Bring in new sectors, combine targets, actively performance manage Trusts in delivery.

– Ensure data governance is in place

– Establish the true costs of lifecycle

– Improved collaboration – regional events/ 30 F2F visits

– Improved utilisation of the model hospital

An Overview of The Model Hospital

9

Board Level OversightGives a breakdown by individual compartments, with the potential opportunities listed in orange in the top right corner of the compartment. By clicking on the compartment, gives you a compartment overview.

Estates & Facilities Compartment

Model HospitalCost Efficiency – Trust Type

10

NHS Estate ERIC 2016/17

Non-clinical space (m²) Average Cost/m2

Of this back office space (not collected) –

say

AddressableOpportunity

2015-16 37% or 8,555,014 335 40% £1.146bn

2016-17 33% or 8,172,547 352 40% £1.150bn

Change (4%) or (382,467) 17m2 £4m

Key actions and opportunities

– NHS lag behind other sectors in this area

– Based on a 20% we could see £200m saving in estates costs alone

– Further define non clinical space to draw out specifics

– Incentivise agile working

– Incorporate measure into model hospital

– Enable with improved technology

Questions

12