SlideShare une entreprise Scribd logo
1  sur  20
Télécharger pour lire hors ligne
Tom Steele
NHS Forth Valley

Design Skills Symposium 2011, Tollbooth, Stirling




                         “Delivering Better Places”
Making the Most of Property & Assets
Developing a Property & Asset Management Strategy (PAMS) for publicly supported bodies in
                                     Forth Valley




                                  Tom Steele
                   Director of Strategic Projects & Property,
                                NHS Forth Valley
Current Context

• The Christie Commission highlights the opportunity presented
  by asset management and supports a more strategic and joined
  up approach amongst public sector bodies: “We recommend all
  relevant public bodies must participate in the preparation of a
  joint long-term asset management plan under the aegis of each
  local community planning partnership, based on a shared
  assessment of the current conditions of their assets”.
• Scottish Futures Trust, Improving asset management Across the
  Scottish Public Sector.
• John Swinney, Spending Review announcement, 21st
  September.
The Challenge to be addressed


 • Too many buildings, often located in the wrong
   places, unsuitable for delivering today’s customer
   focused services and modern working practices,
   occupied by individual organisations/services rather
   than local partnerships, and wasting scarce financial
   and environmental resources.
FORTH VALLEY
FORTH VALLEY




           ALLOA
The Publicly Supported Bodies in
Forth Valley

NHS Forth Valley
Stirling Council
Clackmannanshire Council
Falkirk Council
Central Scotland Police
Forth Valley College
Central Scotland Fire & Rescue Service
University of Stirling
Scottish Ambulance Service
Forth Valley Publicly Supported Bodies
Property Portfolio

                                                                    Annual Costs


                                           Current
                                           backlog                             Lifecycle
                Replacement   Disposal
Building Area                            maintenance    Occupancy – rate,   replacement of
                   Value       Value
                                         expenditure      rents, energy,        building
                                         requirement      maintenance,      components &
                                                           cleaning etc       engineering
                                                                               systems




 1.1 million                    £1                       £55 million per    £55 million per
                 £4 billion              £100 million
    sq.m                      billion                        annum              annum
Why are we doing this?

• Mandatory requirement
• One of the SG new policy aims is “To support and
  facilitate joint asset planning and management with other
  public sector organisations”
• A recent Health Facilities Scotland literature review
  identified circa 30 different reviews/studies
Why are we doing this?

• Provides a stable base from which strategic asset
  investment decisions can be made (Hub) – How can
  these investment decisions be made without having a
  PAMS?
• Efficient management of the publicly supported sector’s
  asset base is critical to the delivery and performance of
  public services - facilitating change and performance
  improvement as well as enhancing service users’
  experience.
Aim of the Forth Valley PAMS

• The overall aim of this initiative is to ensure that all of
  these bodies invest their public funding in relation to
  property and assets in ways that supports the Scottish
  Government's national priorities and vision for a
  Scotland that is Wealthier and Fairer; Smarter; Healthier;
  Safer and Stronger, and Greener.
The PAMS Process

 Where are we now?

 Where do we want to be?

 How do we get there?
  • Who is responsible for delivering it?
  • How will we know we have achieved what we set out
    to do?
  • Implementing the Performance Monitoring
     Methodology in the new Guidance
The Past Strategy

• Past Strategy has been “Replace old with new”
• Despite relatively healthy capital programmes over
  recent decades – much of the “old” remains & backlog
  maintenance continues to grow
• Economic climate for next decade certainly makes such
  a strategy highly unaffordable in terms of both capital
  and revenue
The Future Strategy

• Makes better use of the existing property portfolio rather
  than spending capital on new buildings and rationalises
  the existing estate, using the best buildings which are
  customer centred, good quality, efficient and sustainable
• Facilitates and enables joined-up partnership working
  which in turn will further drive down the size of the
  overall estate and release revenue and achieve carbon
  savings
Opportunities for improvement

• Improved utilisation of existing space within individual
  organisations through elimination of under used and
  surplus accommodation
• Shared use of space/buildings across the publicly
  supported bodies
• Development of “New Ways of Working”
• Support & back office services integrated across the
  publicly supported bodies
A Continuum of Change
Option Appraisal


• A detailed appraisal of three points on the continuum of
  change (three options)

    Do minimum
    Reference Project
    More ambitious project


Note: These are not three conventional options - they are
  points on the continuum of change that we have selected
  for examination.
But...its not easy!

                                                                                                   Reduction in Space
                                                                                          Option 1     Option 2       Option 3
              Property Groupings                             Property Types              Do Minimum   Reference More Ambitious
                                                                                                        Project       Project
                                                                                            10%          15%         25%

                                                                Hospitals

              PPP/PFI Properties                             Health Centres                 0%           0%           0%

                                                                 Offices



  Building dependent & regionally dependent              Non-PPP/PFI Hospitals              25%          40%         65%
                 properties                        Residential Homes & Day Centres          25%          40%         60%




                                                  Non PPP/PFI Health Centres & Clinics      25%          40%         60%
Regionally dependent but not building dependent

                                                            Staff Residential              100%         100%         100%



                                                           Industrial / Stores              25%          45%         60%
       Building & regionally independent
                                                         Offices / Administration           22%          30%         60%
Next Steps

• Technical and feasibility studies
• Draw on best practice examples from within Forth Valley
• Systematic review of settlements including stakeholder
  and public engagement taking account of demographic
  need and travel planning
• Outline implementation plan for the preferred way
  forward
• Performance Monitoring Plan to enable progress against
  the implementation plan to be measured in terms of
  performance and impact.
Summary

• A catalyst and enabler for service integration and
  improvement
• Must be inherently flexible – to allow opportunistic
  projects to be undertaken
• Best practice asset management – leading to informed
  investment decision making
• Given the Spending Review implications for capital and
  revenue – do nothing is not an option
• Never been a better time for doing this – hopefully
  strategic asset management will always be done this
  way in the future

Contenu connexe

Similaire à Tom Steele - Making the most out of Property and Assets

Innovation and Change in the Historically Conservative Water Utility Industry...
Innovation and Change in the Historically Conservative Water Utility Industry...Innovation and Change in the Historically Conservative Water Utility Industry...
Innovation and Change in the Historically Conservative Water Utility Industry...marcus evans Network
 
GP Hot Topics Presentation
GP Hot Topics PresentationGP Hot Topics Presentation
GP Hot Topics PresentationGP Surveyors
 
Operations Excellence in the Management of Ageing Assets
Operations Excellence in the Management of Ageing AssetsOperations Excellence in the Management of Ageing Assets
Operations Excellence in the Management of Ageing AssetsAdvisian
 
Reliability Centered Maintenance II (RCM2) in Water and Wastewater Utilities ...
Reliability Centered Maintenance II (RCM2) in Water and Wastewater Utilities ...Reliability Centered Maintenance II (RCM2) in Water and Wastewater Utilities ...
Reliability Centered Maintenance II (RCM2) in Water and Wastewater Utilities ...marcus evans Network
 
Southampton12 june
Southampton12 juneSouthampton12 june
Southampton12 juneAlan Scrase
 
Successful projects and failed programmes – the cost of not designing the who...
Successful projects and failed programmes – the cost of not designing the who...Successful projects and failed programmes – the cost of not designing the who...
Successful projects and failed programmes – the cost of not designing the who...Association for Project Management
 
Wayne Preston and Anthony Kidd: Administrative Excellence
Wayne Preston and Anthony Kidd: Administrative ExcellenceWayne Preston and Anthony Kidd: Administrative Excellence
Wayne Preston and Anthony Kidd: Administrative ExcellenceNuffield Trust
 
Meeting the challenges of sustainability for wash investments
Meeting the challenges of sustainability for wash investmentsMeeting the challenges of sustainability for wash investments
Meeting the challenges of sustainability for wash investmentsIRC
 
Burness NHS Procurement Seminar - 30 March 2010
Burness NHS Procurement Seminar - 30 March 2010Burness NHS Procurement Seminar - 30 March 2010
Burness NHS Procurement Seminar - 30 March 2010Elaine Creamer
 
Parallel Session 2.7 Working Collectively to Make Best Use of Our Resources A...
Parallel Session 2.7 Working Collectively to Make Best Use of Our Resources A...Parallel Session 2.7 Working Collectively to Make Best Use of Our Resources A...
Parallel Session 2.7 Working Collectively to Make Best Use of Our Resources A...NHSScotlandEvent
 
Transforming Infrastructure Performance #COMIT2018
Transforming Infrastructure Performance #COMIT2018Transforming Infrastructure Performance #COMIT2018
Transforming Infrastructure Performance #COMIT2018Comit Projects Ltd
 
Noms Award User Group 2009
Noms   Award User Group 2009Noms   Award User Group 2009
Noms Award User Group 2009barnbyvilla
 
Lucy Moore & Conor Burke: Nuffield Trust: Removing policy barriers
Lucy Moore & Conor Burke: Nuffield Trust: Removing policy barriersLucy Moore & Conor Burke: Nuffield Trust: Removing policy barriers
Lucy Moore & Conor Burke: Nuffield Trust: Removing policy barriersNuffield Trust
 
Welcome....Small Scale Renewables - by David Terry
Welcome....Small Scale Renewables - by David TerryWelcome....Small Scale Renewables - by David Terry
Welcome....Small Scale Renewables - by David TerrysustainableCoRE
 
Value of Consulting - Ian Bolger - Thames Water
Value of Consulting - Ian Bolger - Thames WaterValue of Consulting - Ian Bolger - Thames Water
Value of Consulting - Ian Bolger - Thames WaterInstitute of Consulting
 
Stream B_Phil Richardson
Stream B_Phil RichardsonStream B_Phil Richardson
Stream B_Phil RichardsonBecarAsset
 
Geoff Connell London Borough of Newham - shared services
Geoff Connell London Borough of Newham - shared servicesGeoff Connell London Borough of Newham - shared services
Geoff Connell London Borough of Newham - shared servicesSocitm
 
Sonia Roberts Unlocking the Voice of the Voluntary Sector
Sonia Roberts Unlocking the Voice of the Voluntary SectorSonia Roberts Unlocking the Voice of the Voluntary Sector
Sonia Roberts Unlocking the Voice of the Voluntary SectorBCFinland
 
Asset Management Practices in Rural Local Government
Asset Management Practices in Rural Local GovernmentAsset Management Practices in Rural Local Government
Asset Management Practices in Rural Local GovernmentDes Martin
 
IRC Ghana takes takes its sustainability message to government
IRC Ghana takes takes its  sustainability message  to governmentIRC Ghana takes takes its  sustainability message  to government
IRC Ghana takes takes its sustainability message to governmentIRC
 

Similaire à Tom Steele - Making the most out of Property and Assets (20)

Innovation and Change in the Historically Conservative Water Utility Industry...
Innovation and Change in the Historically Conservative Water Utility Industry...Innovation and Change in the Historically Conservative Water Utility Industry...
Innovation and Change in the Historically Conservative Water Utility Industry...
 
GP Hot Topics Presentation
GP Hot Topics PresentationGP Hot Topics Presentation
GP Hot Topics Presentation
 
Operations Excellence in the Management of Ageing Assets
Operations Excellence in the Management of Ageing AssetsOperations Excellence in the Management of Ageing Assets
Operations Excellence in the Management of Ageing Assets
 
Reliability Centered Maintenance II (RCM2) in Water and Wastewater Utilities ...
Reliability Centered Maintenance II (RCM2) in Water and Wastewater Utilities ...Reliability Centered Maintenance II (RCM2) in Water and Wastewater Utilities ...
Reliability Centered Maintenance II (RCM2) in Water and Wastewater Utilities ...
 
Southampton12 june
Southampton12 juneSouthampton12 june
Southampton12 june
 
Successful projects and failed programmes – the cost of not designing the who...
Successful projects and failed programmes – the cost of not designing the who...Successful projects and failed programmes – the cost of not designing the who...
Successful projects and failed programmes – the cost of not designing the who...
 
Wayne Preston and Anthony Kidd: Administrative Excellence
Wayne Preston and Anthony Kidd: Administrative ExcellenceWayne Preston and Anthony Kidd: Administrative Excellence
Wayne Preston and Anthony Kidd: Administrative Excellence
 
Meeting the challenges of sustainability for wash investments
Meeting the challenges of sustainability for wash investmentsMeeting the challenges of sustainability for wash investments
Meeting the challenges of sustainability for wash investments
 
Burness NHS Procurement Seminar - 30 March 2010
Burness NHS Procurement Seminar - 30 March 2010Burness NHS Procurement Seminar - 30 March 2010
Burness NHS Procurement Seminar - 30 March 2010
 
Parallel Session 2.7 Working Collectively to Make Best Use of Our Resources A...
Parallel Session 2.7 Working Collectively to Make Best Use of Our Resources A...Parallel Session 2.7 Working Collectively to Make Best Use of Our Resources A...
Parallel Session 2.7 Working Collectively to Make Best Use of Our Resources A...
 
Transforming Infrastructure Performance #COMIT2018
Transforming Infrastructure Performance #COMIT2018Transforming Infrastructure Performance #COMIT2018
Transforming Infrastructure Performance #COMIT2018
 
Noms Award User Group 2009
Noms   Award User Group 2009Noms   Award User Group 2009
Noms Award User Group 2009
 
Lucy Moore & Conor Burke: Nuffield Trust: Removing policy barriers
Lucy Moore & Conor Burke: Nuffield Trust: Removing policy barriersLucy Moore & Conor Burke: Nuffield Trust: Removing policy barriers
Lucy Moore & Conor Burke: Nuffield Trust: Removing policy barriers
 
Welcome....Small Scale Renewables - by David Terry
Welcome....Small Scale Renewables - by David TerryWelcome....Small Scale Renewables - by David Terry
Welcome....Small Scale Renewables - by David Terry
 
Value of Consulting - Ian Bolger - Thames Water
Value of Consulting - Ian Bolger - Thames WaterValue of Consulting - Ian Bolger - Thames Water
Value of Consulting - Ian Bolger - Thames Water
 
Stream B_Phil Richardson
Stream B_Phil RichardsonStream B_Phil Richardson
Stream B_Phil Richardson
 
Geoff Connell London Borough of Newham - shared services
Geoff Connell London Borough of Newham - shared servicesGeoff Connell London Borough of Newham - shared services
Geoff Connell London Borough of Newham - shared services
 
Sonia Roberts Unlocking the Voice of the Voluntary Sector
Sonia Roberts Unlocking the Voice of the Voluntary SectorSonia Roberts Unlocking the Voice of the Voluntary Sector
Sonia Roberts Unlocking the Voice of the Voluntary Sector
 
Asset Management Practices in Rural Local Government
Asset Management Practices in Rural Local GovernmentAsset Management Practices in Rural Local Government
Asset Management Practices in Rural Local Government
 
IRC Ghana takes takes its sustainability message to government
IRC Ghana takes takes its  sustainability message  to governmentIRC Ghana takes takes its  sustainability message  to government
IRC Ghana takes takes its sustainability message to government
 

Dernier

Amazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyAmazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyfashionfound007
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKELtd
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 

Dernier (20)

Amazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyAmazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the company
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 

Tom Steele - Making the most out of Property and Assets

  • 1. Tom Steele NHS Forth Valley Design Skills Symposium 2011, Tollbooth, Stirling “Delivering Better Places”
  • 2. Making the Most of Property & Assets Developing a Property & Asset Management Strategy (PAMS) for publicly supported bodies in Forth Valley Tom Steele Director of Strategic Projects & Property, NHS Forth Valley
  • 3. Current Context • The Christie Commission highlights the opportunity presented by asset management and supports a more strategic and joined up approach amongst public sector bodies: “We recommend all relevant public bodies must participate in the preparation of a joint long-term asset management plan under the aegis of each local community planning partnership, based on a shared assessment of the current conditions of their assets”. • Scottish Futures Trust, Improving asset management Across the Scottish Public Sector. • John Swinney, Spending Review announcement, 21st September.
  • 4. The Challenge to be addressed • Too many buildings, often located in the wrong places, unsuitable for delivering today’s customer focused services and modern working practices, occupied by individual organisations/services rather than local partnerships, and wasting scarce financial and environmental resources.
  • 6. FORTH VALLEY ALLOA
  • 7. The Publicly Supported Bodies in Forth Valley NHS Forth Valley Stirling Council Clackmannanshire Council Falkirk Council Central Scotland Police Forth Valley College Central Scotland Fire & Rescue Service University of Stirling Scottish Ambulance Service
  • 8. Forth Valley Publicly Supported Bodies Property Portfolio Annual Costs Current backlog Lifecycle Replacement Disposal Building Area maintenance Occupancy – rate, replacement of Value Value expenditure rents, energy, building requirement maintenance, components & cleaning etc engineering systems 1.1 million £1 £55 million per £55 million per £4 billion £100 million sq.m billion annum annum
  • 9. Why are we doing this? • Mandatory requirement • One of the SG new policy aims is “To support and facilitate joint asset planning and management with other public sector organisations” • A recent Health Facilities Scotland literature review identified circa 30 different reviews/studies
  • 10. Why are we doing this? • Provides a stable base from which strategic asset investment decisions can be made (Hub) – How can these investment decisions be made without having a PAMS? • Efficient management of the publicly supported sector’s asset base is critical to the delivery and performance of public services - facilitating change and performance improvement as well as enhancing service users’ experience.
  • 11. Aim of the Forth Valley PAMS • The overall aim of this initiative is to ensure that all of these bodies invest their public funding in relation to property and assets in ways that supports the Scottish Government's national priorities and vision for a Scotland that is Wealthier and Fairer; Smarter; Healthier; Safer and Stronger, and Greener.
  • 12. The PAMS Process  Where are we now?  Where do we want to be?  How do we get there? • Who is responsible for delivering it? • How will we know we have achieved what we set out to do? • Implementing the Performance Monitoring Methodology in the new Guidance
  • 13. The Past Strategy • Past Strategy has been “Replace old with new” • Despite relatively healthy capital programmes over recent decades – much of the “old” remains & backlog maintenance continues to grow • Economic climate for next decade certainly makes such a strategy highly unaffordable in terms of both capital and revenue
  • 14. The Future Strategy • Makes better use of the existing property portfolio rather than spending capital on new buildings and rationalises the existing estate, using the best buildings which are customer centred, good quality, efficient and sustainable • Facilitates and enables joined-up partnership working which in turn will further drive down the size of the overall estate and release revenue and achieve carbon savings
  • 15. Opportunities for improvement • Improved utilisation of existing space within individual organisations through elimination of under used and surplus accommodation • Shared use of space/buildings across the publicly supported bodies • Development of “New Ways of Working” • Support & back office services integrated across the publicly supported bodies
  • 16. A Continuum of Change
  • 17. Option Appraisal • A detailed appraisal of three points on the continuum of change (three options)  Do minimum  Reference Project  More ambitious project Note: These are not three conventional options - they are points on the continuum of change that we have selected for examination.
  • 18. But...its not easy! Reduction in Space Option 1 Option 2 Option 3 Property Groupings Property Types Do Minimum Reference More Ambitious Project Project 10% 15% 25% Hospitals PPP/PFI Properties Health Centres 0% 0% 0% Offices Building dependent & regionally dependent Non-PPP/PFI Hospitals 25% 40% 65% properties Residential Homes & Day Centres 25% 40% 60% Non PPP/PFI Health Centres & Clinics 25% 40% 60% Regionally dependent but not building dependent Staff Residential 100% 100% 100% Industrial / Stores 25% 45% 60% Building & regionally independent Offices / Administration 22% 30% 60%
  • 19. Next Steps • Technical and feasibility studies • Draw on best practice examples from within Forth Valley • Systematic review of settlements including stakeholder and public engagement taking account of demographic need and travel planning • Outline implementation plan for the preferred way forward • Performance Monitoring Plan to enable progress against the implementation plan to be measured in terms of performance and impact.
  • 20. Summary • A catalyst and enabler for service integration and improvement • Must be inherently flexible – to allow opportunistic projects to be undertaken • Best practice asset management – leading to informed investment decision making • Given the Spending Review implications for capital and revenue – do nothing is not an option • Never been a better time for doing this – hopefully strategic asset management will always be done this way in the future

Notes de l'éditeur

  1. Good afternoon and thank you for that introduction Scott. I should perhaps explain Scott’s role in this project. Not only is Scott the Deputy Leader of Stirling Council, but he is a non executive director of NHS FV and a member of the Project Board that is managing this project.I am also joined in the audience by Roger Tanner and Paul Mortimer from Strategem who have been assisting us through the process.
  2. The initiative will address a number of well known challenges that, to a greater or lesser extent, all of these organisation face today, namely, An estate that has grown sporadically rather than organicallyDoes not really support new ways of workingAre inherently inflexible because of physical structureAre poorly performing in terms of achieving consistent carbon reduction
  3. The initiative will address a number of well known challenges that, to a greater or lesser extent, all of these organisation face today, namely, An estate that has grown sporadically rather than organicallyDoes not really support new ways of workingAre inherently inflexible because of physical structureAre poorly performing in terms of achieving consistent carbon reduction
  4. These publicly supported bodies that serve communities across Forth Valley have jointly identified an initiative to develop a combined Property and Asset Management Strategy. That initiative was supported through the FVPSPG, a group of my peers who had responsibility for the estate and its management. We all quickly agreed that this would be essential to improving efficiency and that was one of the early wins that we identified 12 months ago.
  5. Some high level numbersAsset base Replacement valueDisposal valueBacklog maintenance requirementsCurrent revenue charges, excluding UP and capital charges.Lifecycle costs if we were doing it in a planned way, if we don’t the backlog simply goes up.
  6. So why are we doing it? Apart from the literal interpretation that it’s a mandatory requirement for the NHS, I would contend why would we choose to do this in isolation from our other public sector partners or key stakeholders given that we all generally deliver services from a wide range of disparate buildings across FV settlements?The new CEL PAMS Policy gives a clear message about asset management and is clearly linked to service strategies as well as performance management arrangements being robustly managed at local and national level.This was a key requirement of the 2009 Audit Scotland report, but equally it was a requirement of the NAO 1999 Report. But that wasn’t as robustly implemented at a SG level.Indeed, there is nothing really new in this approach, a recent literature review established 30+ studies on the subject, but very little implementation.
  7. So why are we doing it? Apart from the literal interpretation that it’s a mandatory requirement for the NHS, I would contend why would we choose to do this in isolation from our other public sector partners or key stakeholders given that we all generally deliver services from a wide range of disparate buildings across FV settlements?The new CEL PAMS Policy gives a clear message about asset management and is clearly linked to service strategies as well as performance management arrangements being robustly managed at local and national level.This was a key requirement of the 2009 Audit Scotland report, but equally it was a requirement of the NAO 1999 Report. But that wasn’t as robustly implemented at a SG level.Indeed, there is nothing really new in this approach, a recent literature review established 30+ studies on the subject, but very little implementation.
  8. So why are we doing it? Apart from the literal interpretation that it’s a mandatory requirement for the NHS, I would contend why would we choose to do this in isolation from our other public sector partners or key stakeholders given that we all generally deliver services from a wide range of disparate buildings across FV settlements?The new CEL PAMS Policy gives a clear message about asset management and is clearly linked to service strategies as well as performance management arrangements being robustly managed at local and national level.This was a key requirement of the 2009 Audit Scotland report, but equally it was a requirement of the NAO 1999 Report. But that wasn’t as robustly implemented at a SG level.Indeed, there is nothing really new in this approach, a recent literature review established 30+ studies on the subject, but very little implementation.
  9. So why are we doing it? Apart from the literal interpretation that it’s a mandatory requirement for the NHS, I would contend why would we choose to do this in isolation from our other public sector partners or key stakeholders given that we all generally deliver services from a wide range of disparate buildings across FV settlements?The new CEL PAMS Policy gives a clear message about asset management and is clearly linked to service strategies as well as performance management arrangements being robustly managed at local and national level.This was a key requirement of the 2009 Audit Scotland report, but equally it was a requirement of the NAO 1999 Report. But that wasn’t as robustly implemented at a SG level.Indeed, there is nothing really new in this approach, a recent literature review established 30+ studies on the subject, but very little implementation.
  10. So why are we doing it? Apart from the literal interpretation that it’s a mandatory requirement for the NHS, I would contend why would we choose to do this in isolation from our other public sector partners or key stakeholders given that we all generally deliver services from a wide range of disparate buildings across FV settlements?The new CEL PAMS Policy gives a clear message about asset management and is clearly linked to service strategies as well as performance management arrangements being robustly managed at local and national level.This was a key requirement of the 2009 Audit Scotland report, but equally it was a requirement of the NAO 1999 Report. But that wasn’t as robustly implemented at a SG level.Indeed, there is nothing really new in this approach, a recent literature review established 30+ studies on the subject, but very little implementation.
  11. So why are we doing it? Apart from the literal interpretation that it’s a mandatory requirement for the NHS, I would contend why would we choose to do this in isolation from our other public sector partners or key stakeholders given that we all generally deliver services from a wide range of disparate buildings across FV settlements?The new CEL PAMS Policy gives a clear message about asset management and is clearly linked to service strategies as well as performance management arrangements being robustly managed at local and national level.This was a key requirement of the 2009 Audit Scotland report, but equally it was a requirement of the NAO 1999 Report. But that wasn’t as robustly implemented at a SG level.Indeed, there is nothing really new in this approach, a recent literature review established 30+ studies on the subject, but very little implementation.
  12. So why are we doing it? Apart from the literal interpretation that it’s a mandatory requirement for the NHS, I would contend why would we choose to do this in isolation from our other public sector partners or key stakeholders given that we all generally deliver services from a wide range of disparate buildings across FV settlements?The new CEL PAMS Policy gives a clear message about asset management and is clearly linked to service strategies as well as performance management arrangements being robustly managed at local and national level.This was a key requirement of the 2009 Audit Scotland report, but equally it was a requirement of the NAO 1999 Report. But that wasn’t as robustly implemented at a SG level.Indeed, there is nothing really new in this approach, a recent literature review established 30+ studies on the subject, but very little implementation.
  13. Even the Do minimum requires some change. Maximising benefits (better services, improved value for money etc) can only be achieved with major change which brings with it increased risk which has to be managed (political, business, operational risk)
  14. So why are we doing it? Apart from the literal interpretation that it’s a mandatory requirement for the NHS, I would contend why would we choose to do this in isolation from our other public sector partners or key stakeholders given that we all generally deliver services from a wide range of disparate buildings across FV settlements?The new CEL PAMS Policy gives a clear message about asset management and is clearly linked to service strategies as well as performance management arrangements being robustly managed at local and national level.This was a key requirement of the 2009 Audit Scotland report, but equally it was a requirement of the NAO 1999 Report. But that wasn’t as robustly implemented at a SG level.Indeed, there is nothing really new in this approach, a recent literature review established 30+ studies on the subject, but very little implementation.
  15. So why are we doing it? Apart from the literal interpretation that it’s a mandatory requirement for the NHS, I would contend why would we choose to do this in isolation from our other public sector partners or key stakeholders given that we all generally deliver services from a wide range of disparate buildings across FV settlements?The new CEL PAMS Policy gives a clear message about asset management and is clearly linked to service strategies as well as performance management arrangements being robustly managed at local and national level.This was a key requirement of the 2009 Audit Scotland report, but equally it was a requirement of the NAO 1999 Report. But that wasn’t as robustly implemented at a SG level.Indeed, there is nothing really new in this approach, a recent literature review established 30+ studies on the subject, but very little implementation.
  16. So why are we doing it? Apart from the literal interpretation that it’s a mandatory requirement for the NHS, I would contend why would we choose to do this in isolation from our other public sector partners or key stakeholders given that we all generally deliver services from a wide range of disparate buildings across FV settlements?The new CEL PAMS Policy gives a clear message about asset management and is clearly linked to service strategies as well as performance management arrangements being robustly managed at local and national level.This was a key requirement of the 2009 Audit Scotland report, but equally it was a requirement of the NAO 1999 Report. But that wasn’t as robustly implemented at a SG level.Indeed, there is nothing really new in this approach, a recent literature review established 30+ studies on the subject, but very little implementation.