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Property and Asset Management Strategy (PAMS) 2015

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Property and Asset Management Strategy (PAMS) 2015 NHS Shetland - Property and Asset Management Strategy (PAMS) 2015 In September 2010 the Scottish Government issued CEL 35 (2010) ‘Policy for Property and Asset Management in NHS Scotland’. This Chief Executives letter sets out the requirement for each NHS Scotland Board to produce a Property and Asset Management Strategy (PAMS) which will be reviewed, updated and submitted annually to the Scottish Government. The purpose of the PAMS is to ensure that the utilisation of all land, buildings, Information Management and Telecommunications (IM&T), Medical Equipment and Vehicles assets are managed effectively and optimised in terms of financial and service benefit. CEL 35 (2010) is clear in its scope that in addition to the assets held by the Board it will also cover assets held by NHS 3rd parties including: GPs, Pharmacies, Opticians and Dentists. NHS Shetland has produced a PAMS in 2011, 2012, 2013 and 2014 and is endeavouring to develop this Strategy as a document for the future that is a focussed and coherent strategic tool for the whole of NHS Shetland, the Shetland Islands and its people. This document will follow the structure shown in the broad headings of: Where are we now? The current condition of the assets. Where do we want to be? How the Clinical strategy is driving the future shape of the assets and how the current assets are being managed. How do we get there? The projects and process’ that are being and have been developed to achieve the position NHS Shetland has decided it wants to be in. Roles and Responsibilities: How the PAMS will be implemented and how it will achieve the answers to the above questions. Performance Monitoring: How NHS Shetlands assets performance is improving against its own targets and against the National landscape. Through these sections the PAMS aims to show how: NHS Shetlands assets are currently performing, the assets are being managed , the equipment maintenance and replacement is planned, the service developments guided by the Scottish Governments 2020 vision are and will be facilitated by the boards assets, the healthcare needs of the population of the Shetland Isles are and how these are being delivered, the healthcare needs of Shetland are changing, NHS Shetland are performing against the quality ambitions, the structure of the organisation involves all stakeholders, it is envisaged that NHS Shetlands assets are able to be flexible against different future scenarios. 1 Planned Benefits of the PAMS: It is expected that the implementation of this PAMS will address the high risk and significant backlog through targeted maintenance works and will be able to show a marked improvement in the Estates condition in years to come and clearly indicate the service and cost benefits that will be provided. The targeted works will allow a cash flow analysis to be constructed for the period of the PAMS and inform the future beyond. The Board wide adoption of the PAMS will provide a greater understanding of the aligned strategy of all the asset sets and allow a focussed direction of all staff involved in asset management. This greater understanding will encourage discussion about the assets and how they are being provided to enable services to be delivered, these discussions will be a catalyst to allow the PAMS Development group, and beyond, to consider innovative ideas and techniques, which will lead to improvements and added value to NHS Shetland Services. The information provided in the various sections of the PAMS can inform strategic option appraisal to give focus on future investment options available. These investment options will be clearly identified and informed at an early stage and will streamline the early stages of the procurement process. The PAMS gives a holistic approach to the Boards Strategy and informs all stakeholders to how they fit into the overall picture of service delivery and how their contribution to the Asset base is making a real difference to the patient and service outcomes: keeping the services person-centred, making the environment safer and all work-streams as effective as possible. The information in the PAMS will give a clear indication of whether or not the strategy is being effective and achieving the expected improvements. The PAMS aims to build flexibility to ensure assets meet changing service needs and continue to do so as service strategies evolve. The PAMS is where a potential redistribution of expenditure on assets, as is expected to be the case, from the built Estate to more mobile assets that enable services to be delivered in the community and in people’s homes, as the Scottish Governments 2020 vision comes to fruition, can be illustrated. The above Benefits of the PAMS are outcomes that can be taken from commitment to the PAMS and to the information that informs it and this will grow year on year as performance can be measured and the success’ can be clearly identified along with the issues that are a cause for concern. This PAMS will identify the current state of the assets, discuss the drivers for change and identify what is being done as a result of the direction these drivers are steering the board and how all of this is implemented and measured. 2 Property and Asset Management Strategy 2015-2025 Author LB Reviewed RR Sponsor RR Status FINAL VA 08/9/2015 1 NHS Shetland: Property and Asset Management Strategy 2015 Contents Contents Executive Summary 1.0 Introduction 2.0 Where are we now? 2.1 The Shetland Islands 2.2 Population 2.3 NHS Shetland Services 2.4 NHS Shetland Estate 2.4.1 Property Type 2.4.2 Property Age 2.4.3 Property Tenure 2.4.4 Physical Condition 2.4.5 Statutory Compliance 2.4.6 Backlog Maintenance 2.4.7 Energy and Carbon Reduction 2.4.8 Sustainability 2.4.9 Space, Quality and Function 2.4.9.1 Smarter Offices 2.4.10 Progress in the last year 2.5 NHS Shetland Transport 2.5.1 Vehicle Fleet 2.5.2 Travel 2.5.3 Inter-Island Expenses 2.6 NHS Shetlands Medical Equipment 2.7 NHS Shetlands Information Management and Telecommunications (IM&T) 2.8 Summary – Where are we now? 3.0 Where do we want to be? 3.1 National Policy Drivers for Change 3.1.1 Scottish Governments Quality Strategy and 2020 vision 3.1.2 NHS Shetlands ‘2020Vision of Shetlands Healthcare’ 3.2 Local Service Strategies and Initiatives 3.2.1 NHS Shetland Board Objectives 3.2.2Public Consultation towards a Clinical Strategy 3.2.3 NHS Shetland Clinical Strategy 2011-2014 3.2.4 Primary Care Strategy 3.2.5 Palliative Care Strategy 3.2.6 Health and Social Care Integration 3.3 Other Drivers for Change 3.3.1 Patient attendances at GBH 3.3.2 Projected Population 3.3.3 Finance 3.4 Scenario Planning 3.5 Impact of Change Proposals on Property Assets 3.5.1 Acute - Hospital 3.5.2 Primary Care - Health Centres 3.5.3 Dentistry 3.5.4 Underutilised Property 3.5.5 Leased Property 3.5.6 Surplus Properties 3.5.7 Backlog 3.6 Vehicles 3.7 Medical Equipment 3.8 IM&T 3.9 Targets for Change – Ongoing Performance Management 2 NHS Shetland: Property and Asset Management Strategy 2015 Contents 3.10 Summary – Where do we want to be? 4.0 How do we get there? 4.1 Short Term Strategy (2015 - 2016) 4.1.1 Capital Projects 2015 - 16 4.1.2 Disposals of Surplus Properties 4.1.3 Terminating Lease of Breiwick House 4.1.4 Compliance and Risk 4.1.5Estate and Asset Management System (EAMS) 4.1.6 Cost Book Data 4.1.7 Vehicles 4.1.8 Medical Equipment 4.1.9 IM&T Assets 4.1.10 Soft Facilities 4.2 Medium Term Strategy (2015 - 2020) 4.2.1 Gilbert Bain Hospital Redesign Options 4.2.2 Dentist Capacity Assessment 4.2.3 Releasing additional/spare Space Utilisation Capacity 4.2.4 Energy and Emissions 4.2.5 IM&T Assets 4.2.6 10 Year Capital Programme 4.3 Longer Term Strategy (2020 - 2025 and beyond) 4.3.1 Replacement of Gilbert Bain Hospital 4.3.2 Longer Term Drivers for IM&T Assets 5.0 Roles and Responsibilities 5.1 Management Structure 5.2 Workforce Planning 5.3 Next Step Action Plan 6.0 Performance Monitoring: 6.1 Property 6.1.1 Key Performance Indicators 6.1.2 Quality Ambition 6.1.3 Energy 6.2 Vehicles 6.3 Medical Equipment 6.4 IM&T 6.5 Clinical Performance Monitoring 6.6 Responsibilities 6.7 Stakeholders Comment 3 NHS Shetland: Property and Asset Management Strategy 2015 Executive Summary Executive Summary Context The Shetland Isles are one of the most remote locations in Scotland and the local community and NHS Shetland are therefore subject to a number of challenges: the islands can be cut off from the Mainland in bad weather and as a result NHS Shetlands contingency planning is essential to the smooth running of services staff recruitment and retention remain a major issue for NHS Shetland as a result of: competition for staff from the oil and gas industry across a range of disciplines remoteness acting as a major barrier to attracting and retention of new staff to the islands. challenges in accessing good quality and affordable residential accommodation the need to locate and retain good quality residential accommodation for short term & visiting staff limited resources available on Shetland to provide technical support where authorised personnel are required for safe compliance. requirement for a range of assets across the islands that are underutilised (e.g.
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