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

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

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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

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Implementing Sustainable Systems

  • Health and Care

21st June 2018

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  • 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

An Introduction to NHSI

Implementing Sustainable Systems in Health and Care

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  • 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)

Lord Carters Reviews (2016, 2018)

Implementing Sustainable Systems in Health and Care

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NHS Unprecedented Challenges

Implementing Sustainable Systems in Health and Care

Develop and deploy integrated digital strategies

  • 1. Technology &

Digitalisation Engage national workforce and cross sector bodies

  • 2. Engagement

Close £30bn Funding gap and deliver £22bn efficiency savings

  • 3. Operational and

Financial Efficiency Respond to increased demand and ageing population

  • 4. Demand and

Demographic Address increased gap in health and social inequalities

  • 5. Inequalities and

Prevention Deliver local accountability compliant with national policy

  • 6. Local vs national

(policy and delivery) Drive long-term strategies whilst delivering in year QIPP/CIP

  • 7. Long term

strategy, short term deliverables Meet increasing patient expectations for quality of care and experience

  • 8. Patient

expectation and public perception

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Sustainability can respond

Implementing Sustainable Systems in Health and Care

Data driven change strategies: Energy Efficiency RCM BIM and IoT

  • 1. Technology &

Digitalisation National SD Campaigns and Cross Sector groups, Local Behaviour Change Programmes

  • 2. Engagement

Reduced Opex Costs £78M-£138M Improved Healthcare Estate

  • 3. Operational and

Financial Efficiency Driving behaviour to improve

  • utcomes and

reduce system demand

  • 4. Demand and

Demographic Fuel poverty, Air pollution and Food education programmes

  • 5. Inequalities and

Prevention Locally owned programmes delivering key national policies

  • 6. Local vs national

(policy and delivery) Addresses short term deliverables (QIPP/CIP) and drives long term change

  • 7. Long term

strategy, short term deliverables Measurable improvements in patient experience and public perception

  • 8. Patient

expectations and public perception

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NHSI – Who’s Who in EFM

Simon Corben

Director and Head of Profession for Estates and Facilities Programme & Strategic Business Lead Vajid Mahmood Divisional Co-

  • rdinator and EFM

Dashboard Manager Energy Fund Programme Coordinator & Support EFM Policy Mike Bellas EFM Opps EFM Commercial Jo Dolby Strategy Lead Martin Rooney Work streams

  • Food
  • Cleanliness
  • Parking
  • Mixed sex
  • Safety
  • Fire
  • Care

pathways

  • HTMS
  • HBNS

Regional Spoke London Regional Spoke South East/We st Region al Spoke Midlan ds Region al Spoke North Work streams

  • Hard FM
  • Soft FM
  • Asset

Managemen t

  • Estate code
  • Energy
  • Space

Utilisation Work streams

  • Alternative

Capital Funding Models

  • Backlog
  • P22+ and
  • thers
  • Standardisatio

n

  • Income

Generation

  • Capability and

Capacity

  • Contract

Management

  • Work

streams

  • STPS
  • SEPI’S
  • Pilots

Chetan Tailor Principle Analyst Ian Stone DoH Capital MOU NHSE PAU Chris Cale / Mike Lowe– NHSI Finance P22 Cliff Jones

  • Enhanced

team to drive through Disposals and staff housing and general housing needs Disposals Lead Ian Burden Energy Carbon Savings Improved resilience Improved estate compliance Delivers against 5 domains of CQC EFM Workforce Sustainability and Workforce Fiona Daly

Implementing Sustainable Systems in Health and Care

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▪ 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)
  • I know there is [a huge] opportunity
  • 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

Who I am and why I joined NHSI

Fiona Daly

MsC CBIFM MIHEEM FEMA

Implementing Sustainable Systems in Health and Care

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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

Our approach

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  • 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

  • n Sustainable Development, with specific SD objectives embedded into performance targets

Strong leadership in Sustainable Development is a demonstrable measure of a well-led

  • rganistation

Organisational Leadership

Implementing Sustainable Systems in Health and Care

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▪ 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

Better Buildings for our Patients

Implementing Sustainable Systems in Health and Care

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  • People are key to our success
  • Nursing play a crucial role in how buildings are operated and used, and in what items are

bought and thrown away

  • Waste/Energy/Sustainability Managers are critical catalysts for implementing best practice,

introducing innovation and driving change within hospitals and care facilities

  • Service Leads have the opportunity to revolutionise their service and maximise their impact
  • n environmental progress
  • Procurement Leads directly influence the buying culture of an organsiation and by applying

the principles of sustainable procurement, can influence the wider supply chain

  • Estate Managers influence the efficiency and impact of our built environment and facilitate

changes that benefit our patients, the environment and local community

  • Finance

Managers shape how

  • rgansiations

approach investment for sustainable improvement

  • And these are just a few…the best things happen when we join together in our thinking

and our approach to deliver small changes that can transform our workplaces Developing the knowledge and expertise of our national workforce around Sustainable Development is key and will shape the future culture of our NHS

Our People

Implementing Sustainable Systems in Health and Care

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Waste/Energy/Sustainability Managers are critical catalysts for implementing best practice, introducing innovation and driving change within hospitals and care facilities Estate Managers influence the efficiency and impact of our built environment and facilitate changes that benefit our patients, the environment and local community Aims of the Academy:

  • Every Energy/Waste/Sustainability Managers in NHS to be formally trained
  • Every Energy/Waste/Sustainability Managers to be a member of their professional bidy
  • Futureproof the profession with Trailblazers

Online platform with access to:

  • Online training
  • Links to formal training
  • Links to relevant membership bodies
  • Mentoring and coaching
  • Intern guidance

The future: Trailblazer apprenticeship for a Healthcare Sustainability Manager

Sustainability Academy

Implementing Sustainable Systems in Health and Care

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In order to support Trusts deliver their Sustainability goals and stretch their efficiency programmes, NHSI have developed a stretch programme for

  • Sustainability. The programme is broadly focused around 3 core areas, they

are;

  • 1. Leadership: this area looks at organisational leadership; SDMP’s,

action plans and annual reporting.

  • 2. Interventions: there are 10 critical interventions which are reviewed

and tailored to each organisations needs. These are all either low/no cost, quick ROI (within 24 months max) or come with external funding.

  • 3. Workforce: this area looks at staffing for managing SD ongoing and

training for staff already in post to improve uptake of innovation and future CIP. NHSI offer full support to evaluate and present plans for consideration by the Director

  • f

Estates and Finance. The plans are supported by implementation programmes compliant procurement and funding options.

How can I support you?

Implementing Sustainable Systems in Health and Care

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  • Gateway to the community
  • Encourage collaboration
  • Share successes
  • Informative
  • Useful
  • Dynamic
  • One place

joy.heaps@nhs.net

Implementing Sustainable Systems in Health and Care

Collaboration Hub

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Request access by e-mailing nhsi.efmportalsubmissions@nhs.net Look out for the e-mail invitation from the hub site, https://nhsi.kahootz.com/connect.ti/estates_and_facilities/grouphome Access to the hub will be via this notification. Register as soon as possible following this invitation. You will not be able to use the full functionality of the hub until you have registered. This is a very quick and simple process as follows;

  • Click on the link within the invitation e-mail;
  • Another page then opens asking for your notification preferences; and
  • On completion of your notification preferences click on the JOIN button at the bottom of

the page to activate membership. It is important to note that the invitation is only valid for 28 days.

How to gain access

Implementing Sustainable Systems in Health and Care

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Fiona.daly1@nhs.net @Dalyfionadaly1 07519 293013 www.improvement.nhs.uk

Contact details

Implementing Sustainable Systems in Health and Care

Fiona Daly

MsC CBIFM MIHEEM FEMA