Tom SteeleNHS Forth ValleyDesign Skills Symposium 2011, Tollbooth, Stirling                         “Delivering Better Pla...
Making the Most of Property & AssetsDeveloping a Property & Asset Management Strategy (PAMS) for publicly supported bodies...
Current Context• The Christie Commission highlights the opportunity presented  by asset management and supports a more str...
The Challenge to be addressed • Too many buildings, often located in the wrong   places, unsuitable for delivering today’s...
FORTH VALLEY
FORTH VALLEY           ALLOA
The Publicly Supported Bodies inForth ValleyNHS Forth ValleyStirling CouncilClackmannanshire CouncilFalkirk CouncilCentral...
Forth Valley Publicly Supported BodiesProperty Portfolio                                                                  ...
Why are we doing this?• Mandatory requirement• One of the SG new policy aims is “To support and  facilitate joint asset pl...
Why are we doing this?• Provides a stable base from which strategic asset  investment decisions can be made (Hub) – How ca...
Aim of the Forth Valley PAMS• The overall aim of this initiative is to ensure that all of  these bodies invest their publi...
The PAMS Process Where are we now? Where do we want to be? How do we get there?  • Who is responsible for delivering it...
The Past Strategy• Past Strategy has been “Replace old with new”• Despite relatively healthy capital programmes over  rece...
The Future Strategy• Makes better use of the existing property portfolio rather  than spending capital on new buildings an...
Opportunities for improvement• Improved utilisation of existing space within individual  organisations through elimination...
A Continuum of Change
Option Appraisal• A detailed appraisal of three points on the continuum of  change (three options)    Do minimum    Refe...
But...its not easy!                                                                                                   Redu...
Next Steps• Technical and feasibility studies• Draw on best practice examples from within Forth Valley• Systematic review ...
Summary• A catalyst and enabler for service integration and  improvement• Must be inherently flexible – to allow opportuni...
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Tom Steele - Making the most out of Property and Assets

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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.

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  • 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.
  • Tom Steele - Making the most out of Property and Assets

    1. 1. Tom SteeleNHS Forth ValleyDesign Skills Symposium 2011, Tollbooth, Stirling “Delivering Better Places”
    2. 2. Making the Most of Property & AssetsDeveloping a Property & Asset Management Strategy (PAMS) for publicly supported bodies in Forth Valley Tom Steele Director of Strategic Projects & Property, NHS Forth Valley
    3. 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. 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.
    5. 5. FORTH VALLEY
    6. 6. FORTH VALLEY ALLOA
    7. 7. The Publicly Supported Bodies inForth ValleyNHS Forth ValleyStirling CouncilClackmannanshire CouncilFalkirk CouncilCentral Scotland PoliceForth Valley CollegeCentral Scotland Fire & Rescue ServiceUniversity of StirlingScottish Ambulance Service
    8. 8. Forth Valley Publicly Supported BodiesProperty Portfolio Annual Costs Current backlog Lifecycle Replacement DisposalBuilding 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. 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. 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. 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 Governments national priorities and vision for a Scotland that is Wealthier and Fairer; Smarter; Healthier; Safer and Stronger, and Greener.
    12. 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. 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. 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. 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. 16. A Continuum of Change
    17. 17. Option Appraisal• A detailed appraisal of three points on the continuum of change (three options)  Do minimum  Reference Project  More ambitious projectNote: These are not three conventional options - they are points on the continuum of change that we have selected for examination.
    18. 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. 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. 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
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