- Programme Manage pipeline of New Builds - Provide project management expertise - Support Best Practice through the development and implementation of various toolkits - Blueprint - How to manage projects - Launch Manual – How to launch new homes - SOP - Standards expected when operational - Implemented a cost effective project system to improve collaboration, organisation and transparency

1. Health and Social
Care Sector
Dean Jones, Associate Programme Manager - Programme Leadership, Consulting

2. Transition Programme Manager
2012
2012
2013
2014
Client / Employer
embarked on an
exciting journey
to design, build,
commission and
operate new
care homes across
the UK
- Programme represented over
£250m of investment
- The Scale of growth demanded
repeatable systems
- Project management not a
core capability
- Private equity investor needed
more assurance
2014
2015
2015
2016
2017

3. Franchise Approach
- Programme Manage pipeline of New Builds
- Provide project management expertise
- Support Best Practice through the development
and implementation of various toolkits
- Blueprint - How to manage projects
- Launch Manual – How to launch new homes
- SOP - Standards expected when operational
- Implemented a cost effective project system to
improve collaboration, organisation and
transparency
“Scalability and
replication will become
the building blocks that
will enable REC providers
to sustain growth and
achieve high quality
standards “
Launch
Manual
Project Management
Blueprint
SOP

4. Project Lifecycle
Commissioning
Operational Readiness
Start Up
Operate New Home
StandardsAchieved
Programme Lifecycle
HR
Clinical Governance
Property
PR & Marketing
Sales
PROGRAMME MANAGEMENT
Commercial Team
Maturity
Handover to Core Business
Project Management Post Operational Reviews
Consult and engage with Operations regarding key decisions Transfer Accountability to Operations
Pre Day 1 Day 1 – X months X mths X mths

5. Project Management System
- Implemented a cost effective project system to
improve collaboration, organisation and
transparency

6. Past and Present
Transition Programme Manager
2012
2012
2013
2014
Client / Employer
embarked on an
exciting journey
to design, build,
commission and
operate new
care homes across
the UK
- The Programme represented
over £250m of investment
- Scale of growth demanded
repeatable systems
- Project management not a
core capability
- Private equity investor needed
more assurance
Opened 7 new care homes
Opened 5 new care homes (60m Investment)
2014
Opened 7 new care homes
2015
Opened 6 new care homes (60m
Investment)
2015
2016
2017
- Increase clients total
number of homes by
circa 35%

7. REC Sector
#2

8. There is currently over
21,500 nursing,
residential and
care homes
in the UK.
Residential Elderly Care (REC) Uk Sector
The UK Elderly care sector includes
the following care categories:
Elderly
Physical disability
Dementia

9. The Cost of UK REC
Within the total REC sector:
• the private sector provides
over 381,000 beds (approx. 78%
of total provision)
• Generates over £11.2 billion
revenues
Public
The residential market is expected to
reach £44billion in 2040 with the
private setting contributing to
91% of revenues.
Public
Private

10. Market
Drivers
#4

11. REC Key Market Drivers
“REC remains an attractive sector for both lenders and investors alike. The
sector benefits from the strong demand drivers of an ageing population”
KEYTRENDS
- Ageing UK population
- Increase in dementia
- Increase in long term LA
transfers
- A trend towards consolidation
- Increased managed care homes
businesses
- Growing consumer expectations
for goods and services
- Growing need to replace or
upgrade outdated care homes
- Growing need for more affordable
care homes
- Immature Population Health
Management
- Escalating regulatory intervention

12. REC Past, Present and Future
Key trends that will affect how REC is delivered
2010
2012
2014
2015
- Healthcare is
projected to increase
project management
roles by 30 percent –
the highest growth
rate of any project-
intensive industry
between 2010 & 2020.
PMI Industry Growth
Forecase 2010
- Total REC bed capacity of
488,000 has increased over 5
years by 16,000 beds (+3%)
driven by: Private sector growth
of 34,000 beds (+10%) to
381,000 beds and LA and NHS
reduction of 19,000 beds (-33%)
to 39,000 beds
- People living longer, but not
necessarily in good health. Men
are now living to an average age
of 78.8 years. Average female
life expectancy is 82.8 years
- Around 430,000 elderly and
disabled people live in long-
term residential care in the UK
- Tougher Care Quality
Commission (CQC)
strategies
- Continuing issue long
term residential care
services are
expensive, both for
individuals and the
government.
- Current number of nursing and residential care homes in
the UK will have to almost double over the next 20 years to
cope with the rising numbers of people aged 85 or more.
- Health care providers who fail to advance progressive
management practices as well as information technology
capabilities to effectively compete and collaborate in this
new environment will be threatened for business survival.
Capital Care Associates 2015
- Health and care a hot topic. General Election.
- Cost of residential care hits £75,000 leaving the elderly
with a shortfall in pension pots many pensioners have to
dip into savings to pay for their care and one in five is
forced to sell their home.
- Industry data on providers is scarce for benchmarking and
lenders / investors for underwriting and credit monitoring.
2016
- Rising National Minimum Wage (NMW)
will adversely affect REC operators as
wages are very closely linked to NMW and
typically represent 49% (residential care)
to 57% (nursing care) of revenues.
- Possible cap on the UK’s immigrant
workforce community
- Fee growth rising despite on-going
economic climate with LAs seeking to
avoid Judicial Review (JR) challenges by
acceding to reasonable annual base fee
rate increases
2018
- It is expected that
2.9m people in
England will have
three or more long
term conditions
with a additional
care cost of £5b.
Source Kings Fund
- LA/NHS beds
reducing to just
18,000 with private
sector beds
increasing to
c.400,000 beds
- Adult social care
workforce will need
to grow by 1m
- 1m people in England
expected to have
dementia with
estimated care costs of
nearly 35b. Source
Alzheimer’s Society,
2012
2020
2025
2026

13. Opportunities
Business Transformation
Programme Leadership
Programme and Project Controls
Risk Advisory
Programme Planning Advisory
Procurement & Commercial Advisory
#8

14. Programme Management Opportunities
- Lead/Support New
Investment Growth
Programmes
- Support new and existing care homes businesses with Best Practice through
implementation of
- New Home Home Manager Launch Manual
- New Home BluePrint
- New Home Standard Operating Procedures (SOP)
- Lead implementation of cost effective project systems to improve collaboration,
organisation and transparency
- Support Major Healthcare Programmes & Projects Across AECOM
- Establish a recognised and respected portfolio, programme and project
management profession in health and social care organisations
Programme Management &
Mega Projects
Programme
Advisory
Portfolio, Programme &
Project Office
Programme
Leadership
Service Service Lines

15. Business Transformation Opportunities
- Climate/Maturity
Assessment for existing
and expanding REC
businesses
- Culture Strategy for REC
mergers
- Change Readiness
Assessment for REC
investment growth
programmes
- Organisational Design for
mergers
- Change management for
mergers
- People process review and
alignment for mergers
- Operational Readiness for
new REC businesses
- Performance Management
to reduce High usage of
agency staff to improve
profitability
Culture
Effectiveness and
Transformation
Performance
Management
Service Service Lines

16. Programme & Project
Controls
Programme & Project Controls
Opportunities
Deployment and
implementation of low
value and high adaptation
online collaboration
software solution for REC
programmes and projects
- Training and support
for document & data
management
- Maturing REC providers
data management
capability
Create high level Exec
programme reports and
dashboards using online
collaboration software
solution for REC
programmes and projects.
as no REC provider excels
in all categories - –Data
analytics – Data
Aggregation; – Population
Insight – Care
Management – Workflow
and Action
Conduct a comprehensive
situational analysis and
develop strategic
business plan for REC
businesses
Document & Data
Management
Performance
Management &
Reporting
Systems
Strategy
Service Service Lines

17. Risk Advisory Opportunities
- Support high level in-flight operational
projects
- Support REC Investors and property
developers
- Support REC operators under the media
spotlight
- Support failing residential elderly care
businesses
- Provide risk advisory for in-flight REC
investment growth programme and
projects
Risk Advisory
Programme & Project Risk Management
Service Service Lines

18. Programme Planning Opportunities
- REC Programme Planning development
- REC Operational Planning Management
Programme Planning Advisory
Service

19. Procurement & Commercial Advisory Opportunities
- Procurement advice strategy for REC
operators to alleviate waste
Procurement & Commercial Advisory
Service

20. #15
Proposals

21. Business Prognosis Reviews 4 areas of a
care home business including Estate
Management , Commercial, Quality, and
Business Growth and provides a high level
report with unbiased recommendations in
actions and a prognosis grade.
Benefits:
Make better decisions
Overcome weaknesses
Support business reviews
Minimize threats & expose opportunities
Our approach We conduct a three-to-five
day assessment service, that engages with
a wide range of internal and external
stakeholders.
Business Prognosisa-f
Acquisitions If an assessment is for a recently
acquired care home, the business prognosis will
focus on:
- Regulatory record
- Background, business style and culture
- Estate condition
Not Included
- Assessments on quality of care
- Health and safety assessments*
- Income assessments

22. Prognosis Grades:
A. Best possible grade,
excellent (around 70% -
100%)
B. Above average grade,
very good (around 60% -
70%)
C. Minimum pass,
improvement needed
(around 50% - 60%)
D. Close fail, (between 45%
and 49%)
E. Fail, (0% - 45%)
A
B
C
D
E
F
Prognosis Grade
Business
Growth (BG)
A
B
C
D
E
F
Commerical (CM)
Quality (QOS)
A
B
C
D
E
F
Estate Management
(EM)
A
B
C
D
E
F
Prognosis
Grade
C

23. Aecom’s (DBFO) Programme Management Lifecycle Model
PROJECT MANAGEMENT
Design FundBuild Operate

24. Any
questions?
Dean Jones, Associate - Programme Leadership, Consulting

25. TOGETHER WE
HELP HEALTH
AND SOCIAL
CARE CLIENTS
TO SEE
FURTHER, GO
FURTHER
THANK YOU
dean.jones@aecom.com