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

3. 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
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4. 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

5. 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

6. 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

7. 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)

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 3: Transformation and delivery
Driving real efficiencies
Staff specialisation
New developments
Partnerships
Real Innovation

21. 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

22. 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