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Developing a Winning Estate Strategy

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  1. Developing a Winning Estate Strategy Chris Parsons Director of Estates and Facilities Management Tees, Esk and Wear Valleys NHS Foundation Trust m a k i ng a d i f f e r e n c e t o g e t h e r

  2. TEWV NHS Foundation Trust background Developing an Estate Strategy – our approach Measuring performance and success factors Format of Presentation • TEWV NHS Foundation Trust background m a k i n g a m a k i n g a d i f f e r e n c e d i f f e r e n c e

  3. Who are we? • Merged April 2006 • Former Tees and North East Yorkshire and County Durham and Darlington Priority Services • Mental Health Trust in NE England • Barnard Castle to Scarborough • 2000miles² 150 properties 1000 beds • £225m revenue 5000 staff • FT July 2008

  4. Our approach – Step1 - Format • “Developing an Estate Strategy” NHS Estates 1999 guide - still relevant • Two successful organisations merging 2006 - SWOT/PESTLE analysis • Moving to Foundation Trust – Business development approach – what is an IBP? • Integrated planning approach – strategy map – vision and strategic goals

  5. Our approach – Step 2 - Analysis Premise Assessment with Clinical Teams Location Functional Suitability Building Utilisation Site Utilisation Patient Perception Health & Safety Physical Condition Energy Performance Strategic Value 1/6

  6. Our approach – Step 3 - Context • Local and National Mental Health context • Service vision – what do the clinical services expect/demand from EFM? • EFM Services – what are they and how are they currently delivered? • Long term commitments – a review? PFI Roseberry Park, Middlesbrough and Lanchester Road Hospital, Durham

  7. EFM Support Services – 5 Strands • Estates : maintenance, environment and energy • Health, Safety and Security : health, safety, security and emergency planning • Operational Services : hotel services, transport, procurement and site management • Capital projects : capital delivery, estate rationalisation and evaluation • PFI projects : PFI contract management, Roseberry Park and LRH PFI project delivery

  8. Our approach – Step 4 – “Crystal Ball” • Foundation Trust – IBP - a 5 year plan • Darzi Review – Impact on Mental Health/EFM? • World Class Commissioning – Impact on Mental Health? • Choice – in Mental Health???? • Payment by Results (PBR) - 2011 or 2012? • Lean methodology – EFM support?

  9. What is the impact on the organisation and particularly EFM? • Fully committed top down, strategic objectives, Board of Directors, Programme Board • New ways of working; productive ward • Focus on waste (7 wastes) • Focus on people – ideas; engagement; empowerment to change/improve things • Focus on quality – standardisation; eliminate defects; 5s the workplace

  10. Our approach – Step 5 – Ingredients to Menu • Stakeholders – Local authorities, PCTs, Acute Trusts, voluntary sector, patients and carers • Current v Future - current capital plans + future investment plans (Life cycle / PFI / capital / revenue / disposal / acquire) • Holistic delivery of EFM services • Format + Analysis + Context + Crystal Ball = 5 year Implementation Plan Annual report / review / refresh

  11. Finance - Investment Identified Backlog Maintenance £3m over 2 years Energy £1.5m over 2 years Developments PFI 76 Bed Hospital £17m 312 Bed Hospital £80m Capital £33.7m  5 years. Total = £130m Disposals £8m over 2 years

  12. After Investment • 100% Single Bedroom accommodation • Majority En-Suite • Purpose Built MH Inpatient facilities • No H & S, Fire or Security Backlog • No Maintenance Backlog- All sites at condition B or above • Functionally Suitable Buildings • PEAT-All sites to be Excellent • Privacy & Dignity- All sites to be Excellent • Increased building utilisation • More staff working flexibly with the use of Technology • Lower Carbon Footprint • Pleasant and attractive environments

  13. Performance - Ensuring we deliver • Dashboard Reporting • Performance Report to Board Service Vision Service Vision Detailed Planning Evaluation/Learning Approval Operate Design /Tender Construct/Commission 4/6

  14. Performance – Annual Report • EFM and Capital Investment reports to Board: - September – progress to date - April - End of Year • Performance indicators to Board: - staffing - capital and financial - security / assaults / RIDDOR - PFI progress - environmental targets

  15. The Customer With the Defective Product Is 100% Dissatisfied The Other 999 Customers Are Invisible

  16. Parachute Packers • Most of us are taught that nothing is perfect • In WWII, aircraft crewmen were informed that their parachute failure rate was 3% • The “Zero Defects” goal was reached when the parachute packers were told that they would test the parachutes they packed by jumping from the planes themselves