10 October 2023 PM Seminars

The Procure Partnerships Framework is a compliant and flexible framework that has supported 65 NHS Foundation Trusts in the past year.

We propose to discuss estates and facilities' ability to meet the required Diagnostic capacity, Elective Recovery, Mental Health initiatives, and Net Zero targets.

We will present the Framework's expertise of best value delivering healthcare schemes with contributions by both Camden and Islington NHS Foundation Trust and South Warwickshire University NHS Foundation Trust.

Evidencing live projects in delivery under PPF that demonstrate best-in-class processes to meet the Integrated Health and Social Care System's future strategic planning requirements.

1.Framework versus Open Tender

Discussing the Framework approach versus an open tender.

• Framework

o PAS91 compliant contractors and processes
o Fixed contractor rates
o Faster procurement
o Support

• Open Tender

o Unlimited pool of contractors
o Not time-limited

2.Early Decision Making

Discussing the benefits of early contractor involvement.

The following projects will frame this discussion, Highgate Mental Health Centre for Camden and Islington NHS FT and South Warwickshire University NHS FT Elective Hub.

• Benefits?

o Contractor Engagement
o Guarantees successful procurement
o Alleviates market fluctuations

o What are the requirements?
o When in the RIBA plan of work to engage the contractor market.

3.Sustainable Development in the NHS

Discussing sustainable development across the NHS Estate?

• Net Zero

o The NHS aims to reach net zero by 2040; the ambition is to reach an 80% reduction by 2032.
o What can estates and facilities do to meet the targets?
o How can Public Sector Decarbonisation Fund monies/ grants be accessed?

• Social Value

o Requirements set out in Social Value Act 2012.
o How can the NHS implement these ideals and measures?
o What is the PPF's experience of supporting NHS Trusts in meeting Social Value targets?

The use of a UPS has become routine within electrical healthcare design and is seen as the 'go to' solution to meet the less than 0.5s changeover times called for in Section 710 of BS 7671 and HTM 06-01. However, although frequently provided as an electrical source of safety for a Group 2 location, this equipment is often misunderstood by the designer, installing contractor and eventually the team responsible for operations and maintenance.

This means that the UPS can be incorrectly sized not just in terms of autonomy or operational capability when dealing with multiple single-phase loads across a 3-phase inverter, there are often misunderstandings relating to how the UPS will deliver the power under normal and fault conditions in both mains supported and loss of mains scenarios.
These misunderstandings lead to incorrect application of circuit protective devices leading to inadvertent compliance failures.

This presentation intends to demonstrate the limitations of a UPS to deliver expected fault current compared to that of the mains supply. This will lead onto understanding inrush of Medical IT systems and how the UPS can deliver (or fail to deliver) sufficient current to operate the relevant devices.

Finally the presentation will identify pointers as to how to specify the correct equipment and devices to comply with BS 7671 and to understand the impact on the supplies to critical equipment and potential faults within those systems.

Midlands Partnership NHS Foundation Trust (MPFT) formed following the merger of two Trusts in 2018 which bought together numerous different estate data sets. As part of a review of those data sets in 2022, Medical Architecture were asked to assist the new organization in the development of an Estates Strategy for the North Staffordshire region.

Early investigations revealed that the existing estate was typical; with as many construction types, building sizes and levels of suitability and condition as there were buildings.

The Trust's database of estates information was shared for analysis with the architects who observed that a large quantity of very detailed estates information (such as six facet surveys) existed for each property. But missing was any useful context to consider how these properties related to one another, to the wider Trust estate and the population they served. Medical Architecture has worked with MPFT to develop a custom tool which provides that strategic overview.

The Estates Register tool consolidates all the Trust's available data sets and recasts the data, assessing each site against a defined list of criteria. This covers a range of aspects from clinical and functional quality to physical condition, environmental performance, and scope for development. Scores are assigned from A-D and presented in a legible single-page dashboard for each property, allowing a high-level strategic overview of its comparative value.

Adopting a systematic approach and considering each building as part of the wider estate has allowed MPFT to evaluate the characteristics of that estate in a more strategic manner. A team of appointed consultants, including healthcare planners as well as architects and engineers, have worked alongside the Trust to develop an assessment tool which can quickly define the effectiveness, the efficiency of service delivery, improved environmental performance, and value for investment.

The tool, and the process for its use, are systematic and scalable, allowing measured criteria to be reviewed and presented comparatively, so that headline principles are communicated graphically, and more effectively to Trust boards. This presentation will therefore look at the lessons to be learnt, and how these can be taken forward by other Trusts looking to develop a regional estate strategy.

Delivering Hard FM services through a single 'generalist' supplier is a common supply chain strategy, but that is not to say it is always fit for purpose. Partially completed planned maintenance programmes, a mounting backlog of reactive maintenance tickets and an alarming increase in the overall risk profile of the estate were persistent issues that plagued Central & North West London NHS Foundation Trust (CNWL)'s decision to outsource all Hard FM maintenance to a sole service provider.

Having experienced a repeated pattern of contractual underperformance, Quality Trusted Solutions (QTS) - a wholly-owned subsidiary responsible for the CNWL estates portfolio, saw that it was time to devise a lasting solution.

QTS engaged Hatching Ideas, a specialist provider of people and organisational development services, to support the design of a new kind of delivery model, one that would enable direct access to the best specialist engineering capabilities on the market - and bring about a greater degree of operational control.

QTS have established effective working relationships with a suite of service partners - each dedicated to the type of systems maintenance that formed their core business, whether it be Fire Safety, Water Hygiene, Electrical Compliance etc. Moving away from the traditional client/supplier hierarchy and towards a more collaborative partnership was essential.

This transformation project did not just involve supply chain and procurement - it also required a fundamental overhaul of people, processes and the technologies the Hard FM team would need to succeed in a more complex operational environment to improve delivery outcomes.

This presentation will be co-presented by Gill Stafford, CEO of QTS, and Rebecca Bridger, CEO of Hatching Ideas. They will cover their experiences of the programme which transformed the Trust's ability to deliver Hard FM services whilst ensuring that staff felt engaged with, and empowered by, the change.

It is agreed that there is an essential and urgent need to redevelop St Mary’s Hospital, part of the Imperial College Healthcare NHS Trust. St Mary’s has a long-established reputation as a leading teaching and research hospital being the place where Sir Alexander Fleming discovered penicillin in 1928 right through to identifying the first personalised rapid Covid test during the recent pandemic. St Mary's is now London's busiest major trauma centre and home to the NHS's largest biomedical research centre. However, the condition of the estate, which dates from the 1850s, presents an existential threat to the continuation of services on this site. Imperial College Healthcare has a clear and deliverable plan for a new St Mary’s – the clinical and wider public health benefits of which are indisputable and we are working with the New Hospital Programme to deliver this - but the opportunity to redevelop 10 acres of public sector land, next to a new St Mary’s, the world leading Imperial College London and Paddington Station, the gateway to the UK, creates a once in a life-time opportunity to develop a major life-sciences campus delivering major social, health, research and economic benefits for the UK. The recently launched Paddington Life Sciences cluster is already benefiting from bringing together many of the life sciences businesses is Paddington Basin to work collaboratively with researchers and clinicians at St Mary's to improve patient care, increase inclusion in medical research and create social value locally.

Presentation will cover our new operating environment as the UK becomes more energy independent and strives towards net zero. The hazards and risks around Electric vehicles, Charging Infrastructure, Enclosed Car Parks, and Battery Energy Storage..

Robbie Blackhurst, Framework Director, ProCure Partnerships Framework

Paul Harris, Director, Harris Associates Ltd

Panellists for this session are:

Paul Kaye, Director, Quiq Solutions

Anisha Mayor, Advisory Panel Member, IHEEM Strategic Estate Management Advisory Platform

Matt Tulley, Redevelopment Director, Imperial College Healthcare NHS Trust

Panellists in this session are:

Abigail Pride,Senior Technical Guidance Manager, NHS Estates & Facilities, NHSE

Michael Rope, Head of Technical Guidance, NHS Estates & Facilities, NHSE

Phil Clark, Emerging Energy Technology Lead, National Fire Chiefs Council

Panellists in this session are:

Michelle Evans, Associate Direcotr - Capital, Midlands Partnership NHS Foundation Trust

Mark Nugent, Associate Director, Medical Architecture

Rebecca Bridger, CEO Hatching Ideas

Gill Stafford, CEO, Quality Trusted Solutions (Central and North West London NHS Foundation Trust)