Humber NHS Foundation Trust Estate Strategy 2015-2020 - (Incorporating Estate Action Plan 2015/2016)

Page created by Virgil Anderson
 
CONTINUE READING
Humber NHS Foundation Trust Estate Strategy 2015-2020 - (Incorporating Estate Action Plan 2015/2016)
Humber NHS Foundation Trust
Estate Strategy 2015-2020
(Incorporating Estate Action Plan 2015/2016)
Humber NHS Foundation Trust Estate Strategy 2015-2020 - (Incorporating Estate Action Plan 2015/2016)
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
Humber NHS Foundation Trust Estate Strategy 2015-2020 - (Incorporating Estate Action Plan 2015/2016)
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
Humber NHS Foundation Trust Estate Strategy 2015-2020 - (Incorporating Estate Action Plan 2015/2016)
Section 1
Introduction
Purpose of the Estate Strategy 06
Trust Vision 08
Strategic Aims 08
Values 09
Priorities 09
Strategic Context 10
Humber NHS Foundation Trust Estate Strategy 2015-2020 - (Incorporating Estate Action Plan 2015/2016)
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
Humber NHS Foundation Trust Estate Strategy 2015-2020 - (Incorporating Estate Action Plan 2015/2016)
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
Humber NHS Foundation Trust Estate Strategy 2015-2020 - (Incorporating Estate Action Plan 2015/2016)
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
Humber NHS Foundation Trust Estate Strategy 2015-2020 - (Incorporating Estate Action Plan 2015/2016)
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
Humber NHS Foundation Trust Estate Strategy 2015-2020 - (Incorporating Estate Action Plan 2015/2016)
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

                                                                                                                               10
Section 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

                                                                                                                                          12
2.2 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

                                                                                                                                           13
2.3 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.

                                                                                                                         14
2.3 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

                                                                                                                             15
2.3 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.

                                                                                                                         16
2.3 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.

                                                                                                                           17
2.3 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.

                                                                                                                                                                     18
Table 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
                                                                                                                                                                                   19
2.3 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%

                                                                                                                                                                     20
The 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 27
3.1 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.

                                                                                                                22
3.2 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.

                                                                                                                    23
3.2 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.

                                                                                                                             24
3.2 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

                                                                                                              25
3.3 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.

                                                                                                       26
3.4 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.

                                                                                                                             27
Having 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 36
4.1 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.

                                                                                                                         29
4.1 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.

                                                                                                                               30
4.3 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

                                                                                                                           31
You can also read