1. Portfolio/Number/Name:H/C 8 Facilities Management System ( FMS) in NHSScotland |
2. Programme/Activity: With the move by NHSScotland Bodies towards single system working Directors/leads of Facilities have created a forum in which they can discuss how best they can improve service efficiency and effectiveness. This group has identified a major gap in the support systems available to Facilities Managers and this proposal seeks to rectify that situation. Current working arrangements are characterised: - management information for a range of key support services which is limited, unconnected and retrospective,
- systems which provide limited understanding of capacity or productivity,
- systems which provide only limited scope for true performance management and development,
- the provision of services which are more process dominated than outcome focussed,
- delivery of sub-optimal use of scarce resources.
The proposed Facilities Management System ( FMS) will be a universal system which will deliver detailed information to support managers in the delivery of key support services such as cleaning, laundry, transport, telecommunications etc. For the first time NHSScotland will have a common system for monitoring, managing information and control conducive to on-going service efficiency, effectiveness and value for money. The key benefits include: - delivery of a universal management system;
- performance focus based on up-to-date information which will lead to evidence-based decisions;
- potential to reduce revenue and contribute to Boards' financial management systems;
- ability to drive continuing improvement through benchmarking and sharing of best practice;
- potential to be extended into the wider public sector.
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3. Savings | 3.1 Current target; £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 0.1 | 0.4 | 0.8 |
Time | 0 | 0 | 0 |
3.2 Efficiencies delivered; £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 0.14 | - | - |
Time | 0 | - | - |
4. Accountable Officer for delivery | Dr Kevin Woods |
5. Project Manager | Project Sponsor: Mr David Hastie Project Manager: Mr Paul Kingsmore |
6. EGDD Portfolio Manager | Rowena Simpson |
7. Description of efficiency and actions to be taken | 7.1 What is the efficiency improvement? How will the efficiency be made? The efficiencies will derive from managers having access to improved information not only for the services delivered in their own facilities but by their ability to benchmark against other similar service delivery across NHSScotland. The over-riding benefits from the introduction of the FM System will be the ability of managers to provide significantly improved services by delivering relevant, focussed information. This will enable true performance management to be undertaken for the first time across the entire range of Facilities Management services in NHSScotland. |
7.2 What are the main actions that are needed to secure the delivery of this efficiency improvement? The first action is the active support of SEHD in promoting policies which will require Boards to implement the proposed system. This can be achieved and is similar to the mandatory requirement in place whereby Boards must use the newly developed Property Management System. It will also require the active support of the strategic leads for Facilities Management and the newly constituted group representing these managers is fully supportive of this proposal. Finally the NHSScotland Property and Environment Forum will commit resources to this project and support it once the system has been rolled out to the service. |
8. Associated costs | 8.1 Are there any development or redundancy costs associated with the delivery of this efficiency? There are no redundancy costs associated with delivery of this efficiency. Development costs related to the Pilot Study in NHS Tayside amount to £250,000. Change will be achieved through greater efficiencies and altered working practices. |
9. Measurement | 9.1 What are the inputs that will be measured? Inputs are the level of resource spent in this area. These inputs cover the whole range of services included in the Facilities agenda. The inputs will include all staff, operational, risk and user focus costs in the facilities management categories of laundry, catering, sterile services, domestic, portering, security, procurement, estates, telecommunications, transport, capital projects, waste management and car parking. |
9.2 What are the outputs that will be measured? NHSScotland Boards will monitor the outcomes as part of their governance arrangements. As this project will result in improved service delivery Boards will be required to introduce new monitoring and evaluation systems. By benchmarking against other NHSScotland Boards. By a "balanced scorecard" approach with monthly and cumulative outcomes assessed against targets including previous years. The outputs will specific to each facilities management service as per 9.1 above. The generic outputs will be: - financial - staff and non-staff costs;
- operational - absenteeism, overtime, headcount, turnover, vacancy levels
- risk - e.g. downtime on equipment
- user focus - complaints, condemned items, etc.
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9.3 What is the baseline for inputs and outputs? 2004/05 levels of expenditure and levels of service provide the baseline against which to measure inputs and outputs. |
10. Quality cross-check | 10.1 What quality indicators are being used to ensure that quality of service is maintained or improved? By producing sets of KPIs management will be able to benchmark performance across a range of sites both within individual healthcare systems and nationally. By improving the quality of information available to key management staff we can empower these managers to make more effective decisions regarding the provision of vital support services which will result in the delivery of more patient focussed, value-for-money care. By enabling managers to effectively benchmark the services provided they can ensure that improved performance and therefore ongoing service improvement. |
11. Monitoring | 11.1 What are the arrangements for monitoring the delivery of efficiencies? Cost for delivery across a wide range of services will be monitored over time and also benchmarked against similar services provided elsewhere within NHSScotland. |
12. Reporting | 12.1 What are the arrangements for reporting the delivery of efficiencies? By exception reporting using a traffic light system. |
13. Dependencies | 13.1 Explain if your efficiencies are dependant on legislation or other structural changes being achieved. The efficiencies are not dependent on legislative changes. This proposal is dependent on its implementation by all NHSScotland Boards and this can be achieved through existing Property Management and other Scottish Executive policies. |
14. Use of savings | 14.1 How are the efficiencies released from improvement activity being used to improve front-line services? Funding allocations from SEHD to NHS Boards did not assume these efficiencies. Any efficiencies are for retention by NHS Boards for reinvestment in local priorities. |