S&C Block 4 Seminars

In January 2020 the UK Government gave the green light to 40 digitally advanced hospital projects. Since then, a number of Trust's have been preparing their Outline Business Cases to support these redevelopments. This long-term, strategic investment in the future of the NHS to ensure world-class healthcare staff have world-class facilities to deliver cutting-edge care, requires investment in the right buildings and facilities where staff and patients can utilise technology and data to deliver better, integrated care and empower people to manage their own health.
The NHSx and ATOS document sets out a Blueprint for Digital Innovation giving guidance to National Hospital Programme Scheme Directors together with detailed design principles. This is based on international and industry expertise, global digital exemplars and best practice, provides a structured approach to help guide local discussions for the adoption of technology in the new hospitals through a set of design principles.
There are two key documents that NHSX have issued: The Health Infrastructure Plan - Blueprint for Digitally enhanced hospitals: This blueprint recommends type of technologies and potential technologies for consideration - the content within a digital hospital and the design principles behind them and secondly Intelligent Hospitals - Delivering Digital Standardisation, giving guidance on how to deliver a digital hospital. With some OBC Equipment budgets running north of £35m, the interface with the digital technologies is now imperative.

The Hillingdon Hospitals working with MTS Ltd have interpreted this into a working document of assumptions and costs to support the OBC having looked at where the responsibilities might lie for the specification, procurement, installation and commissioning of all these technologies. The National Hospital Programme schemes which include advice on "Delivering Digital Standardisation" has an 89 point checklist which have been addressed and the implication to both cultural readiness; the cost of these technologies; and the responsibility have been addressed.

The interface between AM and BIM is in information management. AM requires structured information; BIM can provide it.
Working together to understand and use the information management standards (ISO 19650 et al) allows information silos to be opened up, processes to be integrated and the provision and use of digital information to be aligned with AM priorities to address specific purposes.
It is difficult to overstate the fundamental degree to which AM activity relies on information - complete, accurate, clear information about the buildings, facilities, infrastructure and equipment that make up the assets being managed.
It is difficult to overstate the importance of strategic asset management in enabling effective healthcare estates planning, facilitating the involvement of digital tools and techniques, and providing the basis for reaching net zero targets and improving infrastructure resilience.

Mutual interests and support
BIM can help AM in many ways. By working together at the Information Management (IM) interface, BIM can provide sharable, structured data with visual tools to enhance understanding and communication. This can work in a continuous loop with both strategic information forming a reliable foundation and dynamic data adding real-time enhancements.

Firstly, BIM can provide accurate information to help build a better understanding of the asset base, compile asset registers, assess and record condition, meet statutory requirements and improve system functionality. Secondly, and perhaps less well appreciated, BIM can also provide valuable means to affect asset management outcomes, with better-informed decisions, improved suitability for purpose, increased energy efficiency, reduced unit cost, and better asset performance.

Asset Management and BIM - A Mutual Dependency.

The C&M Sustainability Board was developed to create a forum for ICS, Health, Social Care and Voluntary Sectors to collectively develop a partnership approach to sustainability and innovation. The Board has around 100 members and provides opportunities to share good practice and encourage collaboration between organisations, so that we can improve as a system and ensure accountability and that the principles are being embedded across the Partnership.
• The sub-groups for the Board provide a platform to share examples of work taking place across the Partnership - and wider- to share learning so that we can capture best practice examples and set realistic priorities based on the existing work processes taking place.
• We pride ourselves on developing and maintaining a partnership approach with our local authority and voluntary sector colleagues, involving them with an aim to create and develop sustainable good practice across sectors. Through this approach, we collaboratively developed the Social Value Award. The award aims to help organisations to achieve their staff and volunteer recruitment and retention strategy, deliver Corporate Social Responsibility, Social Value and recognises organisations as an 'Anchor Institution'.
• In line with the Greener NHS Programme and three-year strategy to net-zero, the Partnership and Trusts have been developing individual Green Plans which will feed into the overarching ICS Green Plan.
• This work has led the Partnership's approach to ensuring sustainability is a part of all that we do, setting an expectation that sustainability and social value principles must be demonstrated across all Programmes, within all Places. We have established ambitions and priorities within our ICS Green Plan, which was developed collaboratively, including the ambition for all NHS trusts and the ICS to gain the Navajo Charter Mark - a signifier of good practice, commitment and knowledge of the specific needs, issues and barriers facing LGBTQIA+ people in Merseyside.