Humber NHS Foundation Trust Estate Strategy 2015-2020 - (Incorporating Estate Action Plan 2015/2016)
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Humber NHS Foundation Trust Estate Strategy 2015-2020 (Incorporating Estate Action Plan 2015/2016)
Contents Executive Summary 04 Section 1 Section 2 Section 3 Introduction Where Are We Now Where Do We Want To Be Purpose of the Estate Strategy 06 Estate Profile 12 Estate Vision 22 Trust Vision 08 Estate Summary 13 Estate Objectives 23 Strategic Aims 08 Estate Management 14 Team Vision 26 Values 09 Team Objectives 27 Priorities 09 Service Context 27 Strategic Context 10 Section 4 Section 5 How Do We Get There Appendices Integrated Service and Estate Planning 29 1. Core Buildings Data 38 Sustainable Planning of Property 30 2. Hull Premises 39 Environmental Objectives 31 3. East Riding Premises 40 Customer Focus 32 4. Team Structure 41 Commercial Property Management 32 5. Action Plan 42 Effective Team 33 6. Service Priorities 44 Effective Supply Chain 34 7. Customer Feedback 45 Business Development 35 8. Timeline 46 Risk Management Strategy 35 9. Glossary 47 Estates IT Strategy 35 Quality and Governance 36
Executive Summary
This is the Estate Strategy for the The format follows that recommended by the Department of Health in reviewing
Humber NHS Foundation Trust for the the overall use of the estate, occupancy costs, service and organisational
period 2015-20 and forms the plan for constraints, and capital investment decisions and is broken down into the
the current and future development following main themes:
and management of the Trust’s estate.
Where are we now?
An analysis of the current position and performance of the Trust in order
to establish a baseline against which development planning can take place.
It will form an integral part of
This shows that some good inroads have been made since the previous strategy
service planning and, for it to into creating a firm foundation for service delivery, in particular with regard
be effective, it must not be to sustainability and disposals of surplus estate. However, there are no clear
viewed in isolation but rather in links between the estate and operational service planning and there is a lack of
conjunction with the ongoing coherent data about the estate in order to allow proper analysis of performance
healthcare service needs of the
population served by the Trust Where do we want to be?
A review of the estate requirements needed to support service delivery strategies
and alongside the Trust’s other
along with the environmental and estate performance criteria to be developed
strategic objectives. and monitored. Emphasis will be placed on ensuring estate delivery aligns more
closely to service requirements and Trust aspirations through both consolidation
and rationalisation of space across clinical and non-clinical uses, and also with
regard to the administration of the estate including data/finance management
and the setting of clear performance related targets which reduce cost and
increase income. The ongoing monitoring and management of resources will
help support those improvements already made with the sustainability of the
estate
How do we get there?
A series of conclusions which use the information and objectives from the
preceding stages to develop a series of realistic and feasible options for the
future estate. This will include the development of a data collection and
recording system, including more refined customer feedback processes, which
will aid performance management and allow informed benchmarking of the
estate against comparator bodies. The ongoing development of the Estates
team and the supply chain which supports it will be important if the Trust is to
deliver successful estate related outcomes which flexibly and properly support
operational service requirements, both known and those yet to be developed.
The strategy is presented as a framework that will allow for annual review by the
Trust Board. It is recommended that the Board adopts a linked annual action plan
to give clear operational direction for the Estates team to follow and to enable
performance management; an action plan for 2015/16 is included within the
document.
4
Section 1 Introduction Purpose of the Estate Strategy 06 Trust Vision 08 Strategic Aims 08 Values 09 Priorities 09 Strategic Context 10
1.1 Purpose of the Estate Strategy
Welcome to the new five year This is one of several linked strategies across the organisation which collectively
Estate Strategy for the Humber NHS support a process of ongoing monitoring, change and improvement with the
Foundation Trust covering the period combined aim of ensuring the Trust delivers on its vision and strategic aims and
April 2015 to March 2020. which include:
The previous Estate Strategy covered Trust Vision and Values
the period 2008-2013 and was To support the Trust vision and values through an estate that provides a setting
supplemented by the Estate Strategic for the delivery of best quality services
Plan (January 2013-2016) adopted by
the Trust in February 2013. The key Five Year Operational Strategy
objectives of the 2013-2016 plan The provision of an appropriate support strategy to enable the implementation of
were to: operational plans, performance improvements and development of new business
• Support the Trust to develop and Commercial Strategy
maintain a competitive advantage To focus on current and future business opportunities for the Trust
• Ensure all essential maintenance is
completed Informatics Strategy
To facilitate the implementation of changing practices associated with
• Ensure all facilities meet statutory
advancements in technology and IT systems leading to improved service
requirements
efficiencies through reduced estates needs and travel costs
• Rationalise our estate by
exploiting new technologies to
provide greater flexible working
opportunities
Management and maintenance of the estate is the second largest
cost to the Trust after its people. It plays a critical role in enabling
• Review our older estate to identify
any opportunities for disposal strategic transformation and the cost efficiencies it can deliver
• Provide excellent quality care and will have a large impact on the Trust’s overall performance and
treatment environments which sustainability.
support and enhance recovery and
deliver positive patient outcomes
• Meet all targets with regard to The Trust’s buildings are often public for the estate are robustly challenged
privacy and dignity facing and can play an important role against future flexibility. The
in shaping the first impressions of both revised Estate Strategy revisits the
• Improve energy efficiency at each
patients and the wider community and performance over the previous period
of our properties
their perceptions of the Trust. and also sets out a series of updated
objectives along with the proposed
Although some solid progress had By its very nature, physical actions required to achieve these. The
been made in respect of these aims, Estate Strategy is a medium to long
infrastructure takes time and
the pace of change now required, term plan describing how we will
resource investment to change.
allied to the increasing austerity provide premises to meet the Trust’s
challenge, means that a full update is business needs whilst giving direction
now needed. It is thus imperative for long term
to future capital investment decisions.
value for money that all proposals
6
As well as providing the most
cost efficient accommodation The strategy therefore
through good operational estates
anticipates a clear and essential
management, the effectiveness of
connection to the Trust’s clinical
the estate is dependent on successful
collaboration with colleagues who and service strategies, and sets
direct the service planning for the out a framework for a series of
Trust, both now and in the future. more detailed tactical plans for
Provision of a well-managed, cared delivery.
for and appropriately located estate
should be recognised as an essential
support service to the business needs To ensure that it remains applicable
of all of the services provided by and focused it will be updated
the Trust. Customers of the Trust’s annually in response to future changes
estate are the service providers and in service direction to allow the estate
users, both internal and external, to fulfil its key role as a support
and their satisfaction is critical to the service.
sustainability of the organisation.
7
1.2 Trust Vision
The Trust’s vision is to become a provider of integrated services, translating
the wide ranging capabilities of Trust staff into a “whole person” approach to
dealing with its customers. The closer alignment of community services with
mental health and learning disability services will enable this more patient
centred approach to succeed. Overall, the Trust’s Vision is:
We want to be a leading Trust, known for the quality of our care
and the staff who work for us. We want to be a trusted provider of
local healthcare and a great place to work. We want to be a valued
partner with a problem solving approach.
1.3 Strategic Aims of the Trust
These aims provide clarity and align the Trust’s service position with the adopted
strategies of our commissioners and other partners and stakeholders.
Right first time, improving all the time
• We will deliver high quality, safe and effective services
• We will deliver care closer to home
• We will prioritise prevention, early intervention, recovery and rehabilitation
• We will integrate health and social care, mental and physical health and
well-being and involve patients and carers in managing their care
• We will work with the communities we serve, our partners and our members
to design the services that will best serve their needs
• We will maintain a sustainable business to ensure that we can continue to
care in the future.
8
1.4 Trust Values
The staff at Humber NHS Foundation
Trust share a commitment to caring
for patients, their families and carers. • Put the needs of others first
We are passionate about achieving the • Act with compassion and care at
best outcomes for our patients and the all times
communities we serve. We strive to • Continuously seek improvement
support each other and want to bring
• Aspire to excellence and be the
our services together so that they are best that we can be
better focused on our patients.
• Value each other and develop
To help us make the right decisions teamwork
and act as one Trust we are clear
about the values we share, which are:
1.5 Trust Priorities
We all believe in providing quality services, and we will develop the way we do things based on a Humber Quality
programme that sets out three core areas for organisational and personal competencies:
Humber Quality Care Humber Quality People Humber Quality Organisation
Delivers the highest quality and most Deliver a high quality and engaging Delivers a transformation programme
caring services that focus on the needs workplace and ensure we have to increase the quality and capacity of
of our patients and communities: the best processes supporting the our services whilst delivering value for
• Ensures our services are safe, recruitment and development of the money to our commissioners and the
caring, responsive, effective and best people: communities we serve:
well-led • Develop and communicate clear • Makes better use of IT systems
• Integrates our services around staff and leadership competencies and simplifies bureaucracy
patient pathways • Improve staff engagement at all • Improves our use of the facilities
• Optimises our clinical effectiveness levels in the organisation that we need to provide our
by best use of innovation, clinical • Support a culture in which staff services
audit and an open, reflective are properly empowered in their • Develops structured working
culture roles systems focused on patient
pathways
• Delivers sustainable savings to
remain within our budgets
9
1.6 Strategic Context
The Trust continues to face significant externally driven challenges in successfully providing services but at the same time
there are related business opportunities which, if grasped, will help to ensure that a sustainable future can be secured.
1.6.1 Trust Context 1.6.2 Political 1.6.3 Economic
Funding constraints will remain the The Trust enjoyed a strong financial
principal challenge facing the Trust in performance in 2013-14 reporting a
The Trust is well positioned to relation to the delivery of high quality surplus of £1.8m and a cash reserve of
respond to the changing models sustainable care during this ongoing £15m along with a risk rating of 4, this
of healthcare and the move period of austerity. Since the adoption being the strongest achievable. Future
towards a more integrated of the Health and Social Care Act years’ performance will be hindered
approach which recognises the 2012 a raft of organisational and by a variety of pressures including
structural changes have taken place challenging CIP (Cost Improvement
needs of the whole person and
which have impacted to a greater or Programme) targets.
a refreshed strategic framework lesser extent on Trust activities.
has been adopted with clear A forecast deficit position for 2014-15
vision, values and goals. Current emphasis is on the integration of £312k is matched by reduced cash
agenda and this is likely to mean reserves of c. £12.3m. Beyond this it
closer working relationships with our is anticipated that the ongoing CIP
These will be reinforced by a partners. targets will continue to put pressure
simultaneous change to the on reserves.
organisational structure under which
four care groups will be established:
• Community Services and Older
Age Psychiatry Services
• Children’s Services and Learning
Disabilities Services
• Mental Health Services
• Specialist Services
10Section 2 Where Are We Now Estate Profile 12 Estate Summary 13 Estate Management 14
2.1 Estate Profile
The Trust occupies, in full or part, a total of 131 buildings and the total cost of occupying and maintaining these buildings
was £7.0m pa in 2013-14. The Trust occupies these facilities under a range of agreements spanning S.75 Agreements with
either Hull City Council or East Riding of Yorkshire Council, leasehold agreements with other NHS or private organisations,
and freehold properties owned by the Trust (some of which are subject to restrictions described below).
The Trust has a mix of core estate (66 buildings), from which day to day activity takes place, and satellite estate (65
buildings), where the use is more limited and occupation is minimal and often on a sessional basis. As at April 2015, the
split between freehold and leasehold ownership of our core estate stands at:
41 FREEHOLD
BUILDINGS 25 LEASEHOLD
BUILDINGS 46 SITES
41 freehold buildings with a 25 leasehold buildings with These buildings are held on 46
total gross internal area (GIA) of a total gross internal area of sites across Hull and the East
52,750m2 15,484m2 Riding of Yorkshire
Note:
The freehold interest of five buildings were
transferred to the Trust in 2013 under a
‘Transfer Order’ before the demise of East Riding
of Yorkshire Primary Care Trust and are held on
the basis that the Trust occupies >50% of that
specific facility. These five buildings account for
a total gross internal area of 9965m2 which
represents 18.9% of the freehold assets owned
by the Trust]1
A full schedule of core buildings is attached
in Appendix 1.
1 Should this position change, then the property will
transfer back to the Secretary of State for Health
122.2 Estate Summary
2.2. Estate Summary
Insummary
In summary terms
terms the the estate
estate can
can be be described
described as follows:
as follows:
ESTATE SIZE - M2 Table 1
250000
68234
FLOOR AREA LAND AREA
Table 2
Age Profile
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
pre 1948 1948-1954 1955-1964 1965-1974
1975 -1984 1985-1994 1995-2004 2005-present
£6,663,915
ANNUAL COST 2014 Table 3
£3,390,856
£1,058,000
HARD FM SOFT FM CAPITAL EXPENDITURE
132.3 Management
The management of the estate is led by an in-house team under three main areas of responsibility:
Strategic Projects and Estates Operations and Technical Services
Developments Compliance Including asset and
Including the premises provision Including planned, preventative, information management,
for Trust wide strategic projects and reactive maintenance, leases and licences, energy
and business development, minor works, compliance, management, sustainability,
management of capital projects, authorised and responsible estate performance, helpdesk
space utilisation, acquisition persons, grounds and gardens, function, contract management,
and disposal of property, site and management of the external SLA delivery, medical
rationalisation and development in-house skilled and semi-skilled equipment, safety alerts, and
planning workforce Trust reception staff
The current Estates team has 34 The current operational structure is Both Planned Preventative
directly employed staff members. shown in Appendix 4 Maintenance and Reactive
In addition to the skilled and Maintenance activity is managed
semi-skilled in-house team, a variety 2.3.1 Facilities Management through the Technical Services team.
of supporting arrangements underpin Facilities management activities are
these services including: overseen by the Operations and The estate achieved an average of
• A number of contractors support Compliance team via a Helpdesk open 90.34% statutory compliance during
the in-house team by providing between 8am until 4.30pm but with 2013/14 whilst the number of reactive
skilled trades to the Operations an out of hour’s service redirected to jobs delivered on time during the same
and Compliance team on-call engineers. period was 71% (direct labour) and
• All strategic capital development 67% (external contractor). Further
construction activity is supported The Helpdesk dealt with 7,569 events information is provided in Section 4
by an external supply chain in 2013/14 comprising 7,471 reactive regarding the delivery percentages, the
maintenance jobs and new works difference between the statutory and
• A number of strategic estates
requests. In addition, the Operations reactive percentage completion rates,
services are provided by Citycare,
and Compliance team carried out the reasons behind these, and what is
the local NHS LIFT Company,
4,844 statutory compliance and being done to increase the percentage
including capital programme
planned preventative maintenance completion rates.
support and feasibility and options
tasks (excluding security, pest control,
appraisals. The Trust has recently
insurance, water hygiene and medical
employed four apprentices in
equipment planned maintenance
the Estates Operations and
events), alongside a range of other
Compliance team to support our
contacts and events.
succession planning programme.
142.3 Management
2.3.2 Capital Programme
One of the primary purposes of the The Trust funds the entire capital The consideration of alternative
estate strategy is to help provide programme, which includes IT, funding streams was flagged in the
the framework within which all through the depreciation equivalent, previous estate strategy although to
capital investment proposals can surplus funds, and capital receipts date this has not been pursued.
be developed and evaluated by generated through the sale of surplus
the Trust. In other words, it is an properties.
essential precursor to the allocation
of capital. The Trust has an ongoing Over the previous 6 years, expenditure has been committed as follows:
programme of capital investment
which is approved by the Trust Board Capital Backlog
PLACE
annually and reported on a rolling two Year Programme Maintenance
Expenditure
year basis to Monitor. The subsequent Expenditure Expenditure
deployment of approved capital is 2009/10 £998,274 £370,784 £156,835
delegated to the Capital Programme
Board which meets monthly and 2010/11 £651,555 £46,565 £132,812
reviews overall programme allocations
and delivery. 2011/12 £1,194,473 £103,724 £260,972
The prioritisation process for the 2012/13 £1,947,449 £32,343 £331,936
allocation of capital presently considers
2013/14 £1,249,633 £70,514 £0
a variety of inputs:
• Statutory and legislative 2014/15 £3,636,987 £43,874 £209,913
compliance
• All outstanding scheme 2015/16 (Projected) £1,660,030 £192,000 £192,000
commitments
• Future service development plans Table 4: Annual Capital Programme spend
• Backlog maintenance
• 6 facet surveys
• CQC and other inspections and
reports
• PLACE (formerly PEAT) inspection
reports
• New commercial opportunities
152.3 Management
2.3.3 Data Management As part of a wider strategic initiative 2.3.5. Customer Feedback
The capture and analysis of useful data the Trust is working with public Customer feedback is currently
is key to proactive estate performance sector providers across Hull to ensure collected by the Estates team using the
management. Data is also needed to best utilisation of all public estate in Planet FM software. The results of this
help the Trust set key improvement the Hull 2020 Estates Collaborative feedback is extremely positive and is
targets in annual plans and to link Group. In the East Riding, a similar shown in the table below.
back to the overarching strategic work stream sits under the Better Customer feedback in the way of
approach. To ensure the effective Care Fund initiative. Participation in comments are also captured
collection of data the Trust needs this joint working with close partners, For clarity, customers in this regard
to maintain an up-to-date terrier together with robust internal processes include:
database of all land and premises described above, will ensure that we • Patient groups
owned, occupied, let or shared along maximise estate efficiency across the • General public (in community
with legal title documents and third Trust. settings)
party occupation details. Presently
• Humber NHS FT clinical teams
data is held in a variety of locations Based on benchmarking evidence,
• Humber NHS FT non clinical teams
and forms which is not conducive the estate size is not out of kilter
or sufficiently coherent to allow for with other similar sized NHS Trusts, • Tenants/partners
meaningful analysis. however, this does not necessarily
infer any level of efficiency or
appropriateness. We should continue
2.3.4 Estate Rationalisation to strive to improve our utilisation
– Utilisation and Functional and effectiveness and aim to better
Suitability our peers, if we are to demonstrate
A review of space utilisation across competitiveness in the healthcare
all Trust estate, both leased and market.
owned, commenced in 2014. This
process is being undertaken on a
site by site basis and will provide
detailed occupational data on current
use which, when analysed, will help
inform future space allocation for
service provision. To date work has
been undertaken at the Willerby Hill
site and this will now be extended to
cover both clinical and administrative
areas in support of the overall estate
rationalisation programme. Early
indications show that further longer
term efficiencies could be secured
from both back office and clinical
space through more informed
investment/disinvestment decisions.
162.3 Management
2.3.6 Environment
The Trust Board approved and In March 2015, the Estates team further educate staff in the
adopted a Sustainability Strategy re-tendered their gas contract, which importance of sustainability
in March 2013, demonstrating its when combined with the work that
and how they can contribute
commitment to increase sustainability has been completed on reducing
• Aquamark – Participation
and reduce carbon emissions in an consumption across the estate has
effort to combat the combined risks resulted in the Trust making an in a Government funded
of economic instability, diminishing anticipated saving of £30,000 over a 4 project to benchmark and
oil and gas supplies and climate year period. The same process will be reduce water consumption
change. Sustainability underpins followed for the electricity contract in across the Trust
all aspects of service delivery and March 2016. • Carbon Energy Fund/
development; within healthcare it
Salix – Currently working
should sit alongside quality of patient In addition to the above, the Trust has
with CEF and Salix to
experience, effectiveness of services, commenced work on a number of
and safety for patients and staff. projects and initiatives to improve its develop a series of Estate
performance both in terms of carbon wide spend to save schemes
The Trust is committed to improving reduction, energy performance and by reinvesting the savings
its environmental sustainability and cost efficiencies. These include: achieved through the utility
already has a system in place to audit
ensure a positive direction of travel. • LED lighting – Replacement • NPAG and HEFMA
The Trust will continue to use the of poor efficiency lighting Membership – Estates are
NHS Good Corporate Citizenship
with LED equivalents members of the national
(GCC) assessment model to measure
• High efficiency boiler NPAG Sustainability Leads
and assess the Trust’s environmental
performance and inform the Trust’s replacement – Replacement Network and the HEFMA
annual Sustainability Development of old, inefficient boilers Northern and Yorkshire
Action Plan (SDAP) for the Trust Board. with high efficient boilers Energy and Environmental
Following this year’s GCC report with suitable controls and services (NYEEG) regional
(March 2015), the Trust scored 67%, zoning sustainability group to share
which provides a solid foundation for
• Utility Audit – A forensic best practice with other NHS
the future.
audit of the Trust’s utility organisations.
The Trust has seen some improvement bills has been completed,
with regard to waste management which has achieved a 2.7% It is imperative that we continue
and travel over recent financial and 12.7% reduction in to robustly challenge our data and
years, though utility costs continue recurrent and non-recurrent benchmark ourselves against other
to be challenging, both due to the organisations who operate out of a
monies respectively
increases in energy prices and to the similar estate to allow us to continually
• Sustainability Day – A
Trust having taken responsibility for monitor and understand our current
commitment from the energy efficiency and allow us to
additional estate transferred from the
East Riding of Yorkshire Primary Care Trust to participate in the properly prioritise areas where we can
Trust in April 2013. 2015/16 sustainability day to continue to make significant impact,
both on carbon emissions and on cost.
172.3 Management
2.3.7 Estate Income Streams 2.3.8 Comparison of Financial Performance
The Estates Team currently provides To allow for a comparative assessment of the Trust’s performance in relation
estates services via formal Service Level to other similar bodies an analysis has been undertaken of the Estates Return
Agreements (SLAs) to three external Information Collection (ERIC) data published on behalf of the Department of
organisations, which provides an Health. For the purposes of ERIC data the Trust is classed as a Mental Health
income stream for the Trust. These are: 2.3.8
and Comparison
Learning Disability of Financial
provider so thePerformance
comparison has been made against
• NHS Property Services (NHS other Trusts in this category whose estates consist of a combination of bedded
PS) – Estates Operations and To allow for a comparative
accommodation, assessment
multi-service hospitals, of the stay
short Trust’s performance
non-acute in relation to other sim
and specialist
bodies an analysis has been undertaken of the Estates Return Information Collection (ERIC) d
Compliance provide a range of hospitals,
published community
on behalf ofhospitals and in-patient
the Department facilities.
of Health. For theData has been
purposes of collated
ERIC data the Trus
Estates services to NHS Property relative to the usable area of their estates (cost/m2).
classed as a Mental Health and Learning Disability provider so the comparison has been ma
Services covering their estate in against other Trusts in this category whose estates consist of a combination of bed
Hull and the East Riding accommodation, multi-service
It should be noted, however, thathospitals,
ERIC short stay viewed
has been non-acute
by and
NHSspecialist
Trusts ashospitals,
a commu
hospitals and in-patient facilities. Data has been collated relative to the usable area of their esta
difficult and somewhat laborious process over the years. Recent changes to the
• City Healthcare Partnership (cost/m2).
NHS organisational landscape have compounded differences of interpretation
(CHCP) - Estates Operations and It should be risk
noted, however, that hasERIC hasincreased.
been viewed
and thus the of mis-reporting been WhilebytheNHS Trusts ashas
Department a difficult a
Compliance provide a range somewhat laborious process over the years. Recent changes to the NHS organisatio
endeavoured
landscape have to compounded
identify reporting errors,of
differences it interpretation
is likely that there are some
and thus outliers
the risk of mis-reporting
of services to CHCP covering
within the peer group
been increased. While data, and comparison
the Department therefore comes
has endeavoured with an
to identify element
reporting of it is lik
errors,
the maintenance of medical
that therewarning”.
“health are some outliers within the peer group data, and comparison therefore comes with
equipment in estate across Hull
element of “health warning”.
and the East Riding
The data
data shows
shows that
that in 2014 the Trust
2014 the Trust spent 45% less on
45% less on Estates
Estates (revenue
(revenueand
and capital) w
• Hunsley Trust – Estates Operations capital) when compared with similar trusts. Most significantly on capital spend, only 9.5%
compared with similar trusts. Most significantly on capital spend, the Trust spends
and Compliance provide theirTrust
the annual Estate
spends Costs
only 9.5%against 29%
of their for theEstate
annual national average.
Costs against 29% for the
professional project management national average.
and estate advice services to the
Hunsley Trust who are a local Table 5
COMPARATORS £/M2
Education Academy.
(USABLE M2)
£168.78
Humber All Mental Health
£121.31
£107.42
£89.25
£61.73
£30.54
£19.26
£17.00
£15.18
£1.28
70514 934000
TOTAL HARD TOTAL SOFT INVESTMENT CAPITAL TOTAL CAPITAL
FM COSTS FM COSTS TO REDUCE INVESTMENT INVESTMENT
BACKLOG FOR
MAINTENANCE IMPROVING
EXISTING
BUILDINGS
The data also shows that our outstanding backlog maintenance is considerably
The data also shows that our outstanding backlog maintenance is considerably higher when
higher when compared to the average of similar trusts.
compared to the average of similar trusts.
18Table 6 OUTSTANDING BACKLOG
MAINTENANCE
(US ABLE M2 )
2.3 Management Humber All Mental Health
£87.69
£46.20
Key:
High Risk:
Table 6 OUTSTANDING BACKLOG
Priority 1: Statutory or Health and MAINTENANCE
£23.40
£21.84
£18.85
£17.63
Safety. To comply with contractual (US ABLE M2 )
£10.11
obligations or fire and security works
£2.38
requirements. Humber All Mental Health
£87.69
Significant Risk: HIGH RISK SIGNIFICANT RISK MODERATE RISK LOW RISK
Priority 2 Alleviation of risk of further
Key:
dilapidation and or increased costs.
High Risk: Priority 1: – Statutory or Health and Safety. To comply with contractual obligation
£46.20
Moderate Risk: fire and security works requirements.
Priority 3 Maintenance of the value of
Significant Risk: Priority 2 – Alleviation of risk of further dilapidation and or increased costs.
the estate.
£23.40
£21.84
£18.85
£17.63
Moderate Risk: Priority 3 – Maintenance of the value of the estate.
£10.11
Low Risk:
Low Risk: Priority 4 – To maintain property standards
£2.38
Priority 4 To maintain property
standards It should be noted that the Trust plans to invest c. £190k in 2015/16 which will address a propor
of the high
H I G Hrisk
R I Sbacklog
K Smaintenance
I G N I F I C A N T Ridentified
ISK MOD for
E RYear
ATE R1 Iof
S Kthe most
L Orecent
W R I S Ksurveys undertak
In terms of the other levels of backlog maintenance, this might have been explained by the rela
It should be noted that the Trust plans age
Key:of the Trust estate, though this is not the case, as demonstrated below.
to invest c. £190k in 2015/16 which
will address a proportion of the high High Risk: Priority 1: – Statutory or Health and Safety. To comply with contractual obligation
Table 7 AGE
fire and security worksPROFILE
requirements. OF ESTATE - 2014
risk backlog maintenance identified
Humber
for Year 1 of the most recent surveys Significant Risk: Priority 2 – Alleviation ofAll Mental Health
risk of further dilapidation and or increased costs.
45%
undertaken. In terms of the other Moderate Risk: Priority 3 – Maintenance of the value of the estate.
levels of backlog maintenance, this
Low Risk: Priority 4 – To maintain property standards
might have been explained by the
relative age of the Trust estate, though It should be noted that the Trust plans to invest c. £190k in 2015/16 which will address a propo
this is not the case, as demonstrated of the high risk backlog maintenance identified for Year 1 of the most recent surveys underta
23%
22%
In terms of the other levels of backlog maintenance, this might have been explained by the rela
21%
19%
18%
below. age of the Trust estate, though this is not the case, as demonstrated below.
15%
11%
AGE PROFILE OF ESTATE - 2014
9%
Table 7
6%
4%
2%
2%
1%
1%
Humber All Mental Health
0%
45%
1948 - 1948- 1955- 1965- 1975 - 1985- 1995- 2005-
PRE 1954 1964 1974 1984 1994 2004 PRESENT
23%
22%
21%
19%
18%
15%
11%
9%
6%
4%
2%
2%
1%
1%
0%
1948 - 1948- 1955- 1965- 1975 - 1985- 1995- 2005-
PRE 1954 1964 1974 1984 1994 2004 PRESENT
192.3 Management
However our utility and waste costs for 2013/14 are similar to the average comparat
Table 8
UTILITY & WASTE COSTS
(USABLE
However our utility and waste M2) are similar to the average compar
costs for 2013/14
However our utility and waste costs Humber All Mental Health
£18.58
£18.06
Table 8
for 2013/14 are similar to the average UTILITY & WASTE COSTS
comparators: (USABLE M2)
Humber All Mental Health
£18.58
£18.06
£2.64
£2.00
£1.91
£1.80
TOTAL ENERGY COST W ATER AND SEWAGE TOTAL W ASTE COST
£2.64
COST
£2.00
£1.91
£1.80
TheT Odata
T A Lcomparison
ENERGY CO from
S T Table
W ATE9R indicates
A N D S E WaA relative
G E T Oannual
T A L W Aunder-spend
S T E C O S T is made o
estates relative to the usable area C inOcomparison
ST to similar Trust’s and there is a cl
in the proportion of spend of estate budget against Hard FM, Soft FM and capital inv
The data comparison from Table 9
The data comparison from Table 9 indicates a relative annual under-spend is made
estates
Table 9relative toBUDGET
the usable area in comparison to similar Trust’s and there is a
indicates a relative annual under-spend
in the proportion of ALLOCATION
spend of estate budget against Hard FM, Soft FM and capital i
is made on the Trust’s estates relative
Total Hard FM Costs Total Soft FM Costs Total Capital Investment
to the usable area in comparison
to similar Trust’s and there is a clear
Table 9 BUDGET ALLOCATION
60.0%
variance in the proportion of spend of
estate budget against Hard FM, Soft
Total Hard FM Costs Total Soft FM Costs Total Capital Investment
FM and capital investment.
46%
60.0%
30.5%
29%
24%
46%
20%
9.5%
30.5%
29%
24%
20%
HUMBER AVERAGE VARIANCE
9.5%
-6%
-14%
HUMBER AVERAGE VARIANCE
-6%
-14%
20The Trust strategic aims are to deliver high quality, safe, and effective
care and our stated priority is to improve our use of the facilities that
are needed to provide our services. To clarify our specific focus we have
now identified a supporting vision and sets of objectives for the estate
and for the Estates team as shown in Table 10.
Section 3
Where Do We Want To Be
Estate Vision 22
Estate Objectives 23
Team Vision 26
Team Objectives 27
Service Context 273.1 Estate Vision
The vision for our estate is: The estate we use, whether owned guidance, and any other specific
by the Trust or leased, will be compliance issues of our services. An
commercially viable and this will be ongoing risk register will manage and
To provide accommodation in assessed through whole life costing reduce risks as well as contributing to
an environment which is safe, calculations. Our services will be informing strategic decisions regarding
provided from accommodation which capital investment in line with long
comfortable and suitable for
meets their needs, contributing to the term development of the overall estate
our service requirements at high quality of the service provided. plans.
the same time as being both External tenants will only be provided
financially sustainable and for where the basis of their formal All our accommodation will meet
compliant. occupation is at least cost neutral. annual National Carbon Trust targets
for reduced emissions and any new
All of the accommodation occupied by investment will meet challenging
our Trust will be statutorily compliant, BREEAM standards of energy efficiency
fulfil Monitor’s licence requirements, and sustainability, as well as providing
fully comply with the CQC outcomes accommodation that is flexible and
and standards, meet the relevant financially sustainable for its whole
Department of Health design life.
223.2 Estate Objectives
During the five year period of this The existing and future requirements Any and all new developments,
strategy our objectives are to: of each service in each of the refurbishments, redecorations or
properties will be documented to replacement of fixtures and fittings
3.2.1 Integrate service and estate enable accommodation planning at should be undertaken with renewed
planning all levels to be consistent with service and careful consideration of the whole
planning and expectations. We environmental impact and whether
recognise that estate management this work is completed by the Trust’s
is not solely about technical estates internal team or via the employment
By engaging and integrating issues, facilities management and of specialist advisors, thus ensuring
the service and estate planning energy consumption. National research that we get the most positive impact
repeatedly demonstrates that the from our investment.
we will develop a deeper
look and feel of the environment is
understanding of the existing of significant importance to our staff
and future accommodation and patients and can have a highly
needs of any service we provide, beneficial effect on the healing process
whether current or proposed. for both physical and mental health
We will establish ways to issues.
improve patient experience
within the financial constraints
of existing budgets which are
driven by service contracts and
capital availability.
233.2 Estate Objectives
3.2.2 Assess and master plan all of 3.2.3 Meet the highest possible
the estate sustainability standards
Site development plans (master A sustainable, low carbon Trust The analysis of current performance
plans) will be produced for offers an opportunity to save money, will be compared with CIBSE national
and reduce our impact on the benchmarks, these studies and action
all sites consisting of more
environment, while helping to create a plans will identify the potential savings
than one property along with resilient healthcare service. The initial and carbon reduction in tonnes.
plans for each of the individual Government target underpinning all Business cases will subsequently be
properties. All will be fully these activities is a reduction in carbon produced for investments to reduce
assessed with regard to financial emissions of ten percent from 2007 consumption, for consideration by
viability (whole life costing), figures by 2015 which we have now the Capital Programme Board and/or
compliance, and ability to meet achieved. submission for national funding.
In order to give a focus to the estate
the current and future needs of
To demonstrate our commitment to objectives a series of targets will
the occupiers. This information the NHS Carbon Reduction Strategy be developed around the following
will contribute to the medium 2009, we will first establish base line themes:
to long term plans for the annual carbon costs for each property. • Achieving a minimal occupancy
overall estate. level in clinical and administrative
In developing our medium to long space
Where properties fail to meet the term plans for each property we
• Reducing backlog maintenance
financial and service requirements, will consider regular investment to
more detailed work will be undertaken continue to reduce our annual carbon • Maintaining or improving the
to develop an option appraisal and output. Good Corporate Citizenship score
subsequent business case to address • Reducing the carbon footprint of
the issues identified, taking account of BREEAM in-use will be used the estate in line with NHS targets
financial sustainability and benefit to informally as the assessment
• Maximising income from all non-
service provision. method for the sustainability of our
Trust occupation of the estate
Any property which is surplus to premises, providing a credible way of
requirements will be the subject of consistently measuring and reporting
further consideration to take account on the impacts of the existing built
of commercial opportunities to environment, without incurring costly
maximize capital or revenue income and time consuming requirements for
from the site. additional data collection, surveying
and auditing.
243.2 Estate Objectives
ESTATE OBJECTIVES
Integrate service Assess and master Meet highest possible
and estate planning plan all the estate sustainability standards
Reconfigure services in line Strategic partnering
with commissioners’ plans opportunities
Align estate priorities with the Support and adopt effective working
business strategy practices in line with services
Drive out inefficiency in the Minimise high and significant
system rationalising the estate risk backlog maintenance
Develop flexibility to address Income generation strategies
future priorities
Team Objectives
Optimise
Focus on our commercial Most effective Most effective
customers management procurement team
of the estate
253.3 Team Vision
The vision for the Estates team is:
To continue to develop our internal and external team to ensure that we provide efficient and effective
estate and facilities services. We will engage and listen to our customers, our tenants, and our patients,
and provide them with the quality of service that they expect, which will be recognised as exemplary in
the field.
To help us achieve the vision we will adopt the objectives set out below.
3.4 Team Objectives
3.4.1 Focus on our customers
To achieve an effective service we need to further develop our understanding of
what our customers (commissioners, services, tenants and end users) expect of
us, and whether we are meeting their aspirations. It is also vital that this extends
to an understanding of their perception of our service to enable us to focus our
improvement programmes.
We will produce and regularly update a communication plan throughout the
strategy period, to regularly engage and build positive relationships with our
tenants and end-users and collect their honest feedback on our estate and the
services we provide.
The feedback will then be used as a baseline to demonstrate ongoing
improvement.
3.4.2 Optimised Commercial Management of the Estate
All of our estate costs, including operation and management, should be equal to
or lower than the equivalent alternatives as demonstrated through a cost benefit
analysis model based on national Green Book processes or benchmarked against
other similar Trusts through data derived from ERIC. Occupation of existing estate
will not be justified on ownership alone. This approach will enable our services to
provide the most competitive price to our commissioners for existing and future
contract delivery, as well as maximising revenue generating opportunities for
the Trust.
263.4 Team Objectives
3.4.3 Effective Supply Chain This will not only review personal The extent to which the Trust will
Procurement annual performance but will also have the opportunity to compete with
The Trust must achieve the maximum identify individual aspirations and other providers will be dependent on
value for money on all its investments targets for the coming year and the commissioner procurement decisions,
whilst being compliant with EU and support required in terms of personal particularly in relation to existing
internal procurement policy. National and professional development community services provision, but
studies have repeatedly demonstrated opportunities, training and best there are already opportunities for
(Latham 1994, Egan 1998/2002, practice. collaboration in the delivery of
Construction 2025) that the traditional some services.
construction procurement methods Where the requisite skills do not exist
are often ineffective, encouraging within the in-house team, we will Opportunities for growth are
fragmentation, non-value activity either develop our in-house team, look considerable, particularly for secure
indirectly paid by the client and an at recruiting, or develop relationships services and prison health but also
adversarial culture which reduces the with local partners to ensure that we for urgent care services, community
quality and value of the built product. share and maximise our expertise, as services and mental health services in
Current literature recommends a move well as providing opportunities for adjacent areas. The Trust will also seek
away from traditional procurement to mentoring and learning from each to develop a portfolio of new services
gain maximum value for money. other. that are not part of its current core
Our estates procurement strategy will offering, including services paid for
be reviewed. by individual patients which would
3.5 Service Context
support greater financial sustainability
In support of the Trust’s strategic aims
The performance of all existing and over the longer term.
and objectives we acknowledge the
future contracts (internal and external)
factors relating to clinical and service
will be measured and reported against Delivering the NHS England ‘Everyone
delivery which will influence future
national key performance indicator Counts’ is a key requirement of
direction and have a consequent
data to ensure we always receive commissioners and must be a central
impact on the estate. The Trust
market value and commitment to our priority for the Trust. Overall, providing
currently has sufficient capacity in
values and objectives from the wider high quality, safe and effective care in
terms of beds, estate and workforce
team. line with patient expectations and of
and is developing sustainable plans to
our regulators is fundamental to our
3.4.4 Effective Team address the risk and challenges it will
plans for the coming years.
If we are to deliver on our vision, the face.
most appropriate resources will need The specific identified operational
to be secured. These may come from There are opportunities to work
service based priorities which have
a combination of the existing team, with partners through, for example,
an impact on the estate are shown in
additional internal resources, and community hubs, to improve access
Appendix 6
externally contracted services. to more integrated services and to
We value, and will continue to invest increase efficiency. There is also scope
actively in the development of our to re-model the workforce to meet
existing staff using the Trust’s both current and future need as part
Performance Appraisal Development of the transformational programmes
Review (PADR) process. and this will be undertaken through a
number of initiatives.
27Having considered the current position of the estate and its management
in some detail, and described our vision and objectives for how the Trust’s
estate will support the clinical and service delivery plans, we now set out
our plans for how this will be achieved through a series of actions.
Some of these actions will be ongoing and span the entire period of the
strategy and others will involve more discrete phases of work which are
short or medium term in nature but which contribute to the long term
strategy.
Section 4
How Do We Get There?
Integrated Service and Estate Planning 29
Sustainable Planning of Property 30
Environmental Objectives 31
Customer Focus 32
Commercial Property Management 32
Effective Team 33
Effective Supply Chain 34
Business Development 35
Risk Management Strategy 35
Estates IT Strategy 35
Quality and Governance 364.1 Integrated Service and Estate Planning
The capture and analysis of data is key to proactive estate performance management but for it to be
valid and meaningful it needs to be interpreted in the context of organisations of a similar size and
profile to the Trust. Data is also needed to help the Trust set key improvement targets in annual plans
and to link back to the overarching strategic approach.
To ensure the effective collection This programme will provide a The Estate team will need to establish
of data the Trust needs to maintain dynamic tool for engagement with sufficient resource to ensure the
an up to date database of all land services and commissioners for continued and ongoing maintenance
and premises owned, occupied, efficient planning purposes. The and accuracy of the asset information
let or shared along with legal title database will be used to allow for to ensure that the fullest benefits
documents and third party occupation regular engagement with service are captured. The employment of
details. The Estates team will seek leads to discuss how successfully an Information Clerk to collate the
to develop, implement, manage and their existing accommodation meets data and align the Trust’s terrier will
maintain a system that will include: their current demand along with any help to address this element. It is
variances. Improvement plans will acknowledged that there is a limit to
Terrier information then be developed jointly to improve the pace at which estate can react
Leases, licenses, title documents, the supply and working practice and to service requirement changes, due
ownership details, tenancy, financials to drive down cost. The progression in part to the relative illiquidity of
etc. will be recorded, monitored and delivery of the improvement plans property together with the other
and managed using inbuilt alert will be regularly monitored with a attendant processes and approvals.
mechanisms to notify and manage continued communication between Subsequently, the earlier that service
rent reviews, break clauses and expiry both the estate and service planning changes are known to be planned,
dates. teams. the earlier the estate implications
can begin to be managed, resulting
Asset Register It will also be possible, alongside in the shortest possible timescales
All assets will be itemised allowing work undertaken to improve existing for response. This closer and more
them to be monitored, tracked provision, to identify the limitations frequent communication between
and their data recorded to ensure on the existing accommodation property management disciplines
assets are compliant, serviced and supply and opportunities for growth. and operational services is a critical
maintained according to the relevant This in turn will further inform future enabler to the Trust in improving its
legislation and/or policy. planning. Having this information competitiveness in the healthcare
available to service leads will enable market.
Policies and Procedures more proactive discussions to take
Policies and Procedures will be place and help to develop a much
recorded and managed with inbuilt closer link between estate and service
alert mechanism to flag/alert critical planning whilst at the same time
review dates. supporting informed and costed estate
options for any alternative scenarios to
achieve the greatest overall benefit to
the Trust.
294.1 Integrated Service and Estate Planning
This data will also be used to ensure status and the costs, whether direct The Estates team will review all
that, where third parties occupy or indirect, attached to it. Often management arrangements relating
property owned by the Trust, it is able these arrangements are established in to these occupations, be they through
to achieve cost recovery. Similarly, support of integrated service delivery established routes such as Section75
where Trust staff occupy property and this situation is likely to increase in Agreements or more commercial
owned by others it will need to be frequency in coming years. tenancy methods.
clear on the nature of the occupational
4.2 Sustainable Planning of Estate
All estate planning will be led by the In some cases, planning for multiple
property requirements of services and The Trust will own property properties on the same site or within
in some cases external tenants. Flexible the same geographic locality will
only where there is a direct
estate planning will be required at a be considered through the use of
operational or business strategy
variety of levels; geographic, locational master plans to ensure that maximum
(in context), individual property, and benefit, for example to protect efficiencies are achieved and to avoid
room level. All of these will have the resilience of the service offer any unnecessary duplication of space
to acknowledge the need for a or to enhance a competitive or use. These larger scale plans are
commercial justification whilst helping position. known to be required for the Hull,
to meet the Trust’s business needs. Driffield and Bridlington areas and also
Any property requirements arising out the Willerby Hill site.
of service delivery will therefore need
to be demonstrated as providing the
best cost/benefit over the remaining
term of occupation or ownership and
adequate mechanisms to achieve this
will be required.
The Trust will continue to work with
partners and other bodies involved
in the provision of health and social
care to achieve the most efficient and
effective use of their respective estate
for the benefit of patients and the
community.
304.3 Environmental Objectives
The Trust is committed to taking a The review and recommendations
proactive approach to sustainability will consider individual property and
and will continue to explore The Estate Team will produce a estate-wide proposals.
opportunities for improvement. As the thorough review of the options
Trust’s Estate contributes substantially to deliver a significant reduction
to its carbon footprint, the Estates
in the environmental impact
team will be required to proactively
of the estate and will make
demonstrate how this will be reduced,
contributing to an increase in the Trust recommendations for capital
NHS Good Corporate Citizen score investment approval.
of 67%. Actions will be prioritised
according to the impact that can be
achieved.
4.4 Customer Focus
The Estates team recognises the In order to increase the successful criteria. This is despite works being
important role it plays as an internal percentage completion of reactive completed within their allocated
and external service provider and tasks and further satisfy our SLA period. The implementation of
will ensure that responds to its customers, a series of sessions have improved communication processes
service users as customers as if in a taken place with our customers to and proportionate reporting of
commercial market. This will require educate them in terms of appropriate classification criteria between the
a subtle change from the historic job classifications, for example Trust customer base and Estates is
more reactive approach. By delivering preventing customers logging all jobs anticipated to improve rates of target
on challenging targets the team will as Priority 1 and therefore requiring compliance.
elevate the perception of its brand. completion in 1 hour irrespective of
the seriousness of the task.
To support this, we will establish a
more formalised feedback system In addition, the introduction of the
from our users on our service and Planet FM mobile module will move
performance via tools such as the Estates team away from the
independent surveys. In part this will outdated paper docket system that
be achieved through the enhanced is currently employed. It has been
use of the Planet FM and Meridian identified that delays in processing
systems. This feedback will be used data through the legacy system,
to focus our attention on areas due to the time taken to input
identified as performing poorly and the data from the docket into the
will provide a baseline against which software programme, has negatively
to demonstrate ongoing annual impacted the Trust in achieving
improvement. allocated SLA timescale performance
31You can also read
