- Health and Care 21 st June 2018 An Introduction to NHSI NHS - PowerPoint PPT Presentation

Implementing Sustainable Systems - Health and Care 21 st June 2018

An Introduction to NHSI • NHS Improvement was founded in 2016 • We work across the provider sector – 236 NHS Trusts • We are helping the NHS to meet its short-term challenges and secure its future • Our 2020 objectives: • Quality Continuously improving care quality, helping to create the safest, highest quality heath and care service • Finance and use of resources Balancing provider sector finances and improving provider productivity • Operational Performance Maintaining and improving performance against core standards • Strategic Change Ensuring every area has a clinically, operationally and financially sustainable pattern of care • Leadership and improvement capability Building provider leadership and improvement capability to deliver sustainable services 2 2 | | Implementing Sustainable Systems in Health and Care

Lord Carters Reviews (2016, 2018) • Extensive review of large acute NHS Trusts • Identified unwarranted variation • Savings potential of £5bn [Acute Trusts] and £1bn [mental health and community Trusts] by 2020/21 • 15 key recommendations ➢ Clinical ➢ Procurement ➢ Estates and Facilities • Data Analysis - Model Hospital “Lord Carter's review of efficiency in hospitals suggests how large savings can be made by the NHS. The final report, productivity in hospitals, sets out how non-specialist acute trusts can reduce unwarranted variation in productivity and efficiency to save the NHS £5 billion each year by 2020/21.” (Kingsfund, 2016) 3 3 | | Implementing Sustainable Systems in Health and Care

NHS Unprecedented Challenges Close £30bn Respond to Develop and Engage national Funding gap and increased demand deploy integrated workforce and deliver £22bn and ageing digital strategies cross sector bodies efficiency savings population 1. Technology & 2. Engagement 3. Operational and 4. Demand and Digitalisation Financial Demographic Efficiency Meet increasing Deliver local Drive long-term Address increased patient accountability strategies whilst gap in health and expectations for compliant with delivering in year social inequalities quality of care and national policy QIPP/CIP experience 5. Inequalities and 6. Local vs national 7. Long term 8. Patient Prevention (policy and strategy, short expectation and delivery) term deliverables public perception 4 4 | | Implementing Sustainable Systems in Health and Care

Sustainability can respond National SD Data driven change Driving behaviour Campaigns and Reduced Opex strategies: to improve Cross Sector Costs £78M-£138M Energy Efficiency outcomes and groups, Local Improved RCM reduce system Behaviour Change Healthcare Estate BIM and IoT demand Programmes 1. Technology & 2. Engagement 3. Operational and 4. Demand and Digitalisation Financial Demographic Efficiency Addresses short Measurable Fuel poverty, Air Locally owned term deliverables improvements in pollution and Food programmes (QIPP/CIP) and patient experience education delivering key drives long term and public programmes national policies change perception 5. Inequalities and 6. Local vs national 7. Long term 8. Patient Prevention (policy and strategy, short expectations and delivery) term deliverables public perception 5 5 | | Implementing Sustainable Systems in Health and Care

NHSI – Who’s Who in EFM Simon Corben Chris Cale / Mike Lowe – NHSI Director and Head of Ian Stone DoH Finance Capital Profession for Estates and Facilities Divisional Co- ordinator and EFM MOU NHSE PAU Programme & Dashboard Chetan Tailor Strategic Business Manager Principle Lead Analyst Vajid Mahmood Energy Fund P22 Cliff Jones Programme Coordinator & Support EFM Policy EFM Sustainability EFM Opps Disposals Lead Strategy Lead Mike Bellas Commercial and Workforce Ian Burden Martin Rooney Jo Dolby Fiona Daly Work streams Region Spoke North al • Alternative Work streams Capital • Food Work streams Funding • Enhanced Energy • • Cleanliness Hard FM Models team to Carbon Savings • • • Region Midlan Parking Soft FM Backlog Spoke drive al ds Improved • • • • Mixed sex Asset P22+ and Work through resilience • Safety Managemen others streams Disposals Improved estate • • Fire t Standardisatio • STPS and staff compliance • • • Care Estate code n SEPI’S Regional housing and East/We Delivers against South • • pathways Energy Income • Spoke Pilots general 5 domains of st • • HTMS Space Generation housing CQC • • HBNS Utilisation Capability and needs EFM Workforce Capacity • Contract Regional London Management Spoke 6 6 | | Implementing Sustainable Systems in Health and Care

Who I am and why I joined NHSI ▪ 16 years experience in EFM (mainly Hard FM) and Sustainability ▪ Worked in both Public and Private Sectors ▪ 8 Years working in a provider Trust Extensive PFI experience – from both sides ▪ ▪ Led national programmes: NHS Sustainability Day, Clean Air programmes, Fuel Poverty, Operation TLC ▪ Established Cross Sector Partnerships to drive local and national change ▪ I joined NHSI because: • I am driven deliver impact • I love complex problems (and helping solve them) Fiona Daly • I know there is [a huge] opportunity MsC CBIFM MIHEEM FEMA • I believe sustainability responds to a no. of current challenges • I believe in the NHS and want to do whatever I can to ensure it is here in the future But mainly, I joined because I care. I care about the NHS, I care about people and I care about our future 7 7 | | Implementing Sustainable Systems in Health and Care

Our approach Embedding sustainable practice in organisations is key to our collective success, so at NHSI are approach is focused around three areas we hope will facilitate this: • To Lead : help provider organisations embed Sustainability throughout their orangnsaitions, from Board to Ward and out into their communities to deliver the very best care for patients and the very best environments for our staff • To Engage : To engage extensively with our stakeholders to drive positive change at both a local and national level and nurture a culture of engaging behaviour across the system • To Innovate : To drive and deliver accelerated innovation for positive Environmental, Social and Economic benefit – the three pillars of sustainability • To celebrate success : To celebrate the success of those who work hard to deliver these transformational changes in their organisations, recognising their efforts and dedication We know our workforce are key 8 8 | | Implementing Sustainable Systems in Health and Care

Organisational Leadership • Organsiational Leadership underpins the principles of this cultural shift • Core areas of focus: ➢ Sustainable Development Management Plans (SDMP): Board approved plan setting out the corporate approach to Sustainable Development with clearly defined objectives and targets, and updated within the past 3 years ➢ Sustainable Development Assessment Tool (SDAT): Online self-assessment/diagnostic tool which aligns organisational action(s) with UN SD Goals. Allows organisations to track progress and benchmark themselves against similar organsiations. Supports collaboration and aligns/informs SDMP ➢ Annual report: Organisations to report annually on their progress. There is an informal review annually (SDU) and NHSI + HFMA issue excellence certificates with SDU- top 10- 15% of Providers and CCGs ➢ Trained and knowledgeable workforce: core, job specific training, information and support on Sustainable Development, with specific SD objectives embedded into performance targets Strong leadership in Sustainable Development is a demonstrable measure of a well-led organistation 9 9 | | Implementing Sustainable Systems in Health and Care

Better Buildings for our Patients ▪ Focused on creating a sustainable healthcare estate transitioning our hospitals and care facilities beacons to best practice that improve our patient experience, reduce our use of resource and connect us with our local communities and environment ▪ Transitioning to LED lighting to provide better lit, higher quality environments for patients with lower energy and carbon impact ▪ Running our hospitals on renewable energy generated onsite , providing consistent heating for our patients during the winter months and an all year round supply of hot water ▪ Reducing waste and water usage within our buildings, driving the circular economy ▪ Using our hospitals as anchor organisations to drive wider community and health benefits ▪ Pushing the boundaries of innovation ▪ Developing supportive policies and guidance to underpin current and future best practice ▪ Collect and use useful data - improving quality and granularity ▪ Our aim is to take £150M off our annual energy, water and waste spend (currently c£720M) by 2021 – reducing financial pressure on our clinical service Working to deliver Healthy, Resilient, Sustainable Healthcare Estates 10 10 | | Implementing Sustainable Systems in Health and Care