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Implementing Sustainable Systems - Health and Care
21st June 2018
2 |2 |
• 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
3 |3 |
• 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
5 |5 |
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
outcomes 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
6 |6 |
NHSI – Who’s Who in EFMSimon Corben
Director and Head of Profession for Estates and
Facilities
Programme & Strategic Business
LeadVajid Mahmood
Divisional Co-ordinator and EFM
Dashboard Manager
Energy Fund Programme
Coordinator & Support
EFM PolicyMike Bellas
EFM OppsEFM
CommercialJo Dolby
Strategy LeadMartin Rooney
Work streams• Food• Cleanliness• Parking• Mixed sex• Safety• Fire• Care
pathways• HTMS• HBNS
Reg
ion
al
Spo
keLo
nd
on
Reg
ion
al
Spo
keSo
uth
Ea
st/W
est
Reg
ion
al
Spo
keM
idla
nd
s
Reg
ion
al
Spo
keN
ort
h
Work streams• Hard FM• Soft FM• Asset
Management
• Estate code• Energy• Space
Utilisation
Work streams• Alternative
Capital Funding Models
• Backlog• P22+ and
others• Standardisatio
n• Income
Generation• Capability and
Capacity• Contract
Management
• Work streams
• STPS• SEPI’S• Pilots
Chetan TailorPrinciple Analyst
Ian Stone DoHCapital
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 LeadIan Burden
EnergyCarbon SavingsImproved resilienceImproved estate compliance Delivers against 5 domains of CQCEFM 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 DalyMsC CBIFM MIHEEM FEMA
Implementing Sustainable Systems in Health and Care
8 |8 |
Embedding sustainable practice in organisations is key to our collective success, so at NHSI areapproach 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 patientsand the very best environments for our staff
• To Engage: To engage extensively with our stakeholders to drive positive change at both alocal and national level and nurture a culture of engaging behaviour across the system
• To Innovate: To drive and deliver accelerated innovation for positive Environmental, Socialand Economic benefit – the three pillars of sustainability
• To celebrate success: To celebrate the success of those who work hard to deliver thesetransformational changes in their organisations, recognising their efforts and dedication
We know our workforce are key
Our approach
Implementing Sustainable Systems in Health and Care
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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 supporton Sustainable Development, with specific SD objectives embedded into performance targets
Strong leadership in Sustainable Development is a demonstrable measure of a well-led organistation
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 arebought 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 impacton environmental progress
• Procurement Leads directly influence the buying culture of an organsiation and by applyingthe principles of sustainable procurement, can influence the wider supply chain
• Estate Managers influence the efficiency and impact of our built environment and facilitatechanges that benefit our patients, the environment and local community
• Finance Managers shape how organsiations approach investment for sustainableimprovement
• And these are just a few…the best things happen when we join together in our thinkingand 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 theirefficiency programmes, NHSI have developed a stretch programme forSustainability. The programme is broadly focused around 3 core areas, theyare;
1. Leadership: this area looks at organisational leadership; SDMP’s,action plans and annual reporting.
2. Interventions: there are 10 critical interventions which are reviewedand tailored to each organisations needs. These are all either low/nocost, quick ROI (within 24 months max) or come with external funding.
3. Workforce: this area looks at staffing for managing SD ongoing andtraining for staff already in post to improve uptake of innovation andfuture CIP.
NHSI offer full support to evaluate and present plans for consideration bythe Director of Estates and Finance. The plans are supported byimplementation 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 [email protected]
Implementing Sustainable Systems in Health and Care
Collaboration Hub
15 |15 |
Request access by e-mailing [email protected]
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
16 |16 |
@Dalyfionadaly1
07519 293013
www.improvement.nhs.uk
Contact details
Implementing Sustainable Systems in Health and Care
Fiona DalyMsC CBIFM MIHEEM FEMA