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NHS Property Services: How we will work in practice

NHS Property Services: How we will work in practice. Simon Holden, Chief Executive. Over a million people every day use an NHS facility such as a hospital, GP practice or treatment centre The environment plays a key role in how well NHS patients recover

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NHS Property Services: How we will work in practice

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  1. NHS Property Services:How we will work in practice Simon Holden, Chief Executive

  2. Over a million people every day use an NHS facility such as a hospital, GP practice or treatment centre • The environment plays a key role in how well NHS patients recover • A positive environment and good facilities are proven to lead to a more productive workforce • NHS Property Services will take on responsibility for over 3,500 facilities from April 2013 • We will play a crucial role in improving patient care by effectively and efficiently managing, modernising and developing NHS estates, buildings and facilities • ???

  3. Who we are? • A new company that will launch in April 2013 • A private Limited company, but an important part of the NHS family • 100% owned by the Secretary of State for Health • We will own legal title to 3,535 assets, valued at around £5 billion • England-wide coverage, but with local focus • Over 3,000 staff will transfer to the new company

  4. A new leadership team A new team was put in place in September 2012 to work to form NHS Property Services Ltd Chair – Charles Howeson Chief Executive – Simon Holden

  5. A new leadership team To be appointed Chief Operating Officer Andrew Millward Director of Business Services Alan Farmer Director of Corporate Services Caroline Rassell Director of Finance Pamela Chapman Director of Asset Management Kathryn Berry Regional Director North Tony Griffiths Regional Director London James Wakeham Regional Director South Martin Royal Regional Director Midlands and East

  6. A new leadership team Kathryn Berry, Regional Director (North) Martin Royal, Regional Director (Midlands and East) Tony Griffiths, Regional Director (London) James Wakeham, Regional Director (South)

  7. What we will deliver? Core Business • Strategic Estates Management • Property Management • Operational Estates Management Optional Business (where currently provided by Primary Care Trusts) • Facilities Management Outside our remit • Pastoral Care (including Chaplaincy) • IM&T • Clinical Waste and Transport Services (where not solely related to those buildings transferring into NHS Property Services) • Strategic Health Authority Business Case Review Functions

  8. Core business • Landlord and advisory services that PCT estates teams either provide or manage almost without exception throughout England: • Management functions: • Strategic estates advice • Property management advice • Operational functions: • Refurbishment and maintenance of buildings and plant and machinery • Emergency/on-call repairs • Non-urgent breakdowns • Planned preventative maintenance • Health and safety, Fire safety and risk assessments • Mechanical and engineering services • Assuring the quality of premises and compliance with statutory regulations such as fire, Legionella and disability discrimination

  9. Optional business • Functions which are provided or contracted for/by PCTs in some places • Because such functions are linked to core business, we will continue to offer them in areas where they are currently provided • However, where such functions are notalready provided by PCT estates teams, we will only deliver core business • Management services: • Advice to support GP reimbursements • Advice to GPs as providers • Operational delivery functions such as; • Cleaning (including laundry and linen services) • Catering • Portering • Pest Control • CCTV maintenance (security services) • Grounds Maintenance • Reception staff/Centre Management – in an integrated building • Car park management

  10. Services that will not be undertaken • We will not be established with the personnel or expertise to take on: • IM&T • Telephony/Switchboard • Management of transport • Chaplaincy • First Aider Training • Provision of furniture – other than to support our own staff • Stationery and Office Equipment • Office provision - other than to support our own staff • Waste Management • SHA business case review function

  11. An exciting vision • We aim to help the NHS deliver better clinical services • We aim to help enhance the experience of patients who receive care in NHS facilities • We aim to effectively and efficiently manage, modernise and develop over 3,500 NHS facilities across England

  12. Our values • Public Sector values, with commercial disciplines • Good Corporate Citizen – working for a sustainable future • Continuous improvement • Honesty and integrity • Learning culture • Expert, experienced and professional • Cost effective • Fair and respectful • Strategic, focused on the needs of the NHS now and in the future

  13. The challenges we face? • The NHS in England currently spends £1 billion a year on managing its estate and buildings which are transferring to NHS Property Services • We need to now focus on how this cost is managed, recovered, and on delivering more value for money • We need to form a new company by April 2013, transferring assets worth £5 billion and 3,500 staff from hundreds of NHS organisations

  14. The right people • Improved staff development opportunities and career structure • Flexible workforce • Public and Private working • Investment in people • Sharing of specialist skills across a wider footprint • Development of “in house” specialist skills with improved access • Positive leadership • Align company objectives to individual performance • Harmonization of terms and conditions

  15. The right service • Provision of “best value” estates services, maximising available funds for healthcare • Investment in our people and technology, creating a state of the art property management service • Efficient, and effective, management of • Property • Facilities • Assets • Procurement • Risk • Contracts

  16. The right time We are managing the work in three main phases: • Start up to March 2013 • Transition April 2013 to March 2015 • Transformation & delivery April 2015 onwards

  17. 1: Start up (What are we doing now) • Identify staff to be ‘lifted and shifted’ • Agree assets to be transferred • We are working with Strategic Health Authorities, & PCTs, to understand the asset base in detail • We are undertaking a huge data gathering exercise • The starting point is PCT baseline submissions • Identify business essential systems to be set up • Payroll • Financial • Assets • Agree legal transfers • Ready to take a lead role on 1 January 2013 • We are involving senior staff from across the country in helping us to shape the new company

  18. 2: Transition • Set up • Paying staff • Paying Invoices • Recovering costs • Improving premises (low hanging fruit) • Disposals • Partnership working • Agreement of leases (Memorandum of Occupation) • Building the culture • Ensuring compliance

  19. 3: Transformation and delivery • Driving real efficiencies • Staff specialisation • New developments • Partnerships • Real Innovation

  20. How we will benefit the NHS? • Bringing together all those who manage and run NHS estate and facilities, we can deliver a more streamlined, strategic and professional focus • We can drive real efficiencies through economies of scale – such as how we purchase resources such as electricity and water • We can start to lead the way in reducing the impact of the NHS on the environment by focusing on renewable energy sources, and improving the efficiency of our facilities

  21. Summary • This is a great opportunity, and exciting new venture • NHS Property Services, and our staff, will play a key role in the day-to-day running of the NHS • We can play a vital role in helping enhance the experience of NHS patients • We can really help the NHS in its drive for efficiencies and value for money In short, we can deliver great accommodation for the NHS

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