A presentation given by Tom Steele of NHS Forth Valley at the 2011 Design Skills Symposium which was held in Stirling and organised by Architecture + Design Scotland and Historic Scotland.
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.
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
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
Notas del editor
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.
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
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
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.
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.
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.
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.
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.
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.
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.
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.
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.
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)
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.
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.
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.