NHS Property Services: How we will work in practice Simon Holden, Chief Executive

Over a million people every day use an NHS facility such as a hospital, GP practice or treatment centre The environment plays a key role in how well NHS patients recover A positive environment and good facilities are proven to lead to a more productive workforce NHS Property Services will take on responsibility for over 3,500 facilities from April 2013 We will play a crucial role in improving patient care by effectively and efficiently managing, modernising and developing NHS estates, buildings and facilities ???

Who we are? A new company that will launch in April 2013 A private Limited company, but an important part of the NHS family 100% owned by the Secretary of State for Health We will own legal title to 3,535 assets, valued at around £5 billion England-wide coverage, but with local focus Over 3,000 staff will transfer to the new company

A new leadership team A new team was put in place in September 2012 to work to form NHS Property Services Ltd Chair – Charles Howeson Chief Executive – Simon Holden

A new leadership team Caroline Rassell Director of Finance Alan Farmer Director of Corporate Services Pamela Chapman Director of Asset Management Andrew Millward Director of Business Services To be appointed Chief Operating Officer James Wakeham Regional Director South Tony Griffiths Regional Director London Martin Royal Regional Director Midlands and East Kathryn Berry Regional Director North

A new leadership team Kathryn Berry, Regional Director (North) Martin Royal, Regional Director (Midlands and East) Tony Griffiths, Regional Director (London) James Wakeham, Regional Director (South)

What we will deliver? Core Business Strategic Estates Management Property Management Operational Estates Management Optional Business (where currently provided by Primary Care Trusts) Facilities Management Outside our remit Pastoral Care (including Chaplaincy) IM&T Clinical Waste and Transport Services (where not solely related to those buildings transferring into NHS Property Services) Strategic Health Authority Business Case Review Functions

Core business Landlord and advisory services that PCT estates teams either provide or manage almost without exception throughout England: Management functions: Strategic estates advice Property management advice Operational functions: Refurbishment and maintenance of buildings and plant and machinery Emergency/on-call repairs Non-urgent breakdowns Planned preventative maintenance Health and safety, Fire safety and risk assessments Mechanical and engineering services Assuring the quality of premises and compliance with statutory regulations such as fire, Legionella and disability discrimination

Optional business Functions which are provided or contracted for/by PCTs in some places Because such functions are linked to core business, we will continue to offer them in areas where they are currently provided However, where such functions are not already provided by PCT estates teams, we will only deliver core business Management services: Advice to support GP reimbursements Advice to GPs as providers Operational delivery functions such as; Cleaning (including laundry and linen services) Catering Portering Pest Control CCTV maintenance (security services) Grounds Maintenance Reception staff/Centre Management – in an integrated building Car park management

Services that will not be undertaken We will not be established with the personnel or expertise to take on: IM&T Telephony/Switchboard Management of transport Chaplaincy First Aider Training Provision of furniture – other than to support our own staff Stationery and Office Equipment Office provision - other than to support our own staff Waste Management SHA business case review function

An exciting vision We aim to help the NHS deliver better clinical services We aim to help enhance the experience of patients who receive care in NHS facilities We aim to effectively and efficiently manage, modernise and develop over 3,500 NHS facilities across England

Our values Public Sector values, with commercial disciplines Good Corporate Citizen – working for a sustainable future Continuous improvement Honesty and integrity Learning culture Expert, experienced and professional Cost effective Fair and respectful Strategic, focused on the needs of the NHS now and in the future

The challenges we face? The NHS in England currently spends £1 billion a year on managing its estate and buildings which are transferring to NHS Property Services We need to now focus on how this cost is managed, recovered, and on delivering more value for money We need to form a new company by April 2013, transferring assets worth £5 billion and 3,500 staff from hundreds of NHS organisations

The right people Improved staff development opportunities and career structure Flexible workforce Public and Private working Investment in people Sharing of specialist skills across a wider footprint Development of “in house” specialist skills with improved access Positive leadership Align company objectives to individual performance Harmonization of terms and conditions

The right service Provision of “best value” estates services, maximising available funds for healthcare Investment in our people and technology, creating a state of the art property management service Efficient, and effective, management of Property Facilities Assets Procurement Risk Contracts

The right time We are managing the work in three main phases: Start up to March 2013 Transition April 2013 to March 2015 Transformation & delivery April 2015 onwards

1: Start up (What are we doing now) Identify staff to be ‘lifted and shifted’ Agree assets to be transferred We are working with Strategic Health Authorities, & PCTs, to understand the asset base in detail We are undertaking a huge data gathering exercise The starting point is PCT baseline submissions Identify business essential systems to be set up Payroll Financial Assets Agree legal transfers Ready to take a lead role on 1 January 2013 We are involving senior staff from across the country in helping us to shape the new company

2: Transition Set up Recovering costs Paying staff Paying Invoices Recovering costs Improving premises (low hanging fruit) Disposals Partnership working Agreement of leases (Memorandum of Occupation) Building the culture Ensuring compliance

3: Transformation and delivery Driving real efficiencies Staff specialisation New developments Partnerships Real Innovation

How we will benefit the NHS? Bringing together all those who manage and run NHS estate and facilities, we can deliver a more streamlined, strategic and professional focus We can drive real efficiencies through economies of scale – such as how we purchase resources such as electricity and water We can start to lead the way in reducing the impact of the NHS on the environment by focusing on renewable energy sources, and improving the efficiency of our facilities

Summary In short, we can deliver great accommodation for the NHS This is a great opportunity, and exciting new venture NHS Property Services, and our staff, will play a key role in the day-to-day running of the NHS We can play a vital role in helping enhance the experience of NHS patients We can really help the NHS in its drive for efficiencies and value for money In short, we can deliver great accommodation for the NHS