Landscape. - NHS Property Services · Landscape. Property Services ... We are making great strides...

Property ServicesLandscape.Information, news and developments from NHS Property Services Ltd Issue 3 January 2013

Work has been ongoing to determine the list of assets that will transfer to NHS Property Services and these are now close to being finalised.

Lawyers working for NHS Property Services are carrying out checks on the list and once finalised the Department of Health legal team will start drafting Transfer Schemes for the assets, to form the schedule of property assets.

This work has enabled us to get a clearer picture of the assets that will transfer and current analysis has shown:

• GP surgeries will make up the largest proportion at 30%.

• Support services such as administrative offices make up the next largest at 24%

• Hospitals and land make up the smallest percentage of the portfolio at 2% each

The tables (right) give a more detailed look at the types of properties and the Net Book Value in £million.

Thank you for all your positive feedback and suggestions about Landscape. It is clear that you find it interesting and informative in the run up to the launch of the organisation in April.

The newsletter is currently distributed through Regional Directors and Local Area Team Co-Ordinators and is available on our website www.property.nhs.uk.

As staff TUPE over, it will be sent directly them.

We welcome any comments and feedback you have. This can be sent to [email protected].

Assets for transfer close to being finalised

Positive feedback

Acting Director of Asset Management Pamela Chapman said: “As people will appreciate this has been a complex piece of work and one we want to be sure we get correct from the outset.

“That is why we are taking our time to be sure that we know down to the fine detail, exactly what assets are to be transferred to NHS Property Services, their value and also any disposal plans.”

Macintosh HD:Users:grahamsaunders:Documents:Landscape NHS Property Services:23012013 PC report for Board - pie chart corrected.xls

1919

356

1023

236

79

0

500

1000

1500

2000

2500

Health Centres Hospitals Support Buildings Care Homes Community Centres

Clinic

Health Centre

Mental Health Centre

GP Surgeries

Hospice

Hospital

Hospital Unit

Care Home

Sheltered Housing

Chemist Equipment Store

Hired Hall

Land Nurse Flats

Office

Training facility

Community Centre

Rehab

School

Specialist Childrens

Centre


5%

25%

14%

4%

4%

20%

28%

3%

22%

6%

7%

12%

15% 35%

Community

GP Surgery

Health Centre

Hospital

Land

Residential

Support


5%

25%

14%

4%

4%

20%

28%

3%

22%

6%

7%

12%

15% 35%

Community

GP Surgery

Health Centre

Hospital

Land

Residential

Support


5%

25%

14%

4%

4%

20%

28%

3%

22%

6%

7%

12%

15% 35%

Community

GP Surgery

Health Centre

Hospital

Land

Residential

Support


5%

25%

14%

4%

4%

20%

28%

3%

22%

6%

7%

12%

15% 35%

Community

GP Surgery

Health Centre

Hospital

Land

Residential

Support

http://www.property.nhs.uk/about-us/publications/

mailto:[email protected]

Landscape.

Information, news and developments from NHS Property Services Ltd Landscape | December 2012 | 2

Landscape.

Planning the payroll serviceWe are making great strides in building NHS Property

Services Ltd.

The Board, senior colleagues and our Local Area Team coordinators are working closely together to prepare for launch in April 2013.

We have made some new appointments (see page three) and are now working on a Business Plan for the company. This will set out our vision, aims, goals and role in providing a professional estates, property and facilities company to support the NHS.

The financial environment we will be working in will be challenging, as for every business across the country. We will need to support the NHS as it delivers challenging efficiency savings.

We will need our staff to help in delivering modernisation, delivering constant service improvement, and helping improve quality.

The pace of change and improvement required will be great, and whilst we want to ensure business continuity at launch, we also need to look for ways of enhancing services, finding

efficiencies and looking for innovative ways to ensure the NHS gains benefit from our facilities.

We now meet regularly with the NHS Commissioning Board, our main customer, as we begin to work in partnership with them on some “quick wins”.

We will need to review our assets in great detail as part of a wider programme of reform to NHS estate, buildings and facilities.

Such an approach will help us play a vital role in the modern delivery of high quality clinical services, including the NHS Commissioning Board’s aspiration of seven day working.

What this highlights, for me, is how NHS Property Services Ltd will play a vital role in the day-to-day running of the new NHS.

Simon Holden Chief Executive

As you may have seen in the last edition of Landscape, the Board of NHS Property Services has agreed a pay date of the 29th of each month for the organisation.

While most staff are content with this move, a small number have raised concerns about covering additional days between the change of pay date and also about re-organising direct debits and standing orders.

NHS Property Services Ltd is looking forward to receiving around 3,200 staff from more than 150 organisations across the NHS and these staff are currently paid (by the current employer and local payroll teams) on a number of different dates. Clearly NHS Property Services needs to establish one uniform arrangement for all staff in the new organisation from April 2013.

In order to ensure a smooth changeover, we have provided more than three months’ notice of the new pay arrangement to a single common date on 29th of each month. This aims to allow all employees sufficient time to make any adjustments necessary for their personal banking and financial arrangements.

Although we have given sufficient notice to those entering the organisation of this date, we recognise that some staff may still have concerns. If this is the case we ask them to speak in confidence to their line manager or human resources team in the first instance.

As with other NHS employers, our pay day will be brought forward in any month where the 29th does not fall on a normal working day. This is common practice in the NHS and can lead to several days’ fluctuation in pay dates if it falls around a Bank Holiday or weekend.

NHS Property Services payroll service will be provided by NHS Shared Business Services (NHS SBS). We are currently working with NHS SBS to ensure everything is ready to implement relevant payroll processes to support the new working arrangements and routines for managers and supervisors – which should ensure there are no delays to people’s pay. Business processes for managers and staff in our new organisation and the arrangements for payslip distribution are currently being finalised and details will be communicated shortly.

Talking point

We welcome any comments and feedback you have. Please send to [email protected].


Landscape.


Recruitment continues to key rolesNHS Property Services is currently working with PCTs and SHAs to agree the final list of staff who will transfer in April. In addition to this, national and regional management structures have been developed to provide strategic and operational management and leadership.

Each Executive and Regional Director has identified key posts which are being recruited to now, in order to provide immediate resource. The recruitment process is in line with the national filling of posts guidelines. Other non-critical posts are to be recruited to after 1 April.

In addition to staff being recruited into established posts, a number of specific project work streams have been initiated to support the start-up phase of the business development.

This is a breakdown of the new positions that have been created, and includes established posts (National & Regional) and project posts:

• Total Number of Posts created – 72 (including CEO, Directors and Senior level Finance roles)

• Number of Key Posts to be recruited – 58

• Number of Key Posts at Recruitment Stage – 21

• Number of Key Posts Unfilled and to be Re-advertised – 2

• Number of Key Posts Appointed – 35

NHS Property Services would like to welcome the following people to the team:

Job Title Name

Regional Communications Manager (Midlands & East) Lisa Wright

Associate Director of Governance & Board Trish Styles

Associate Director of IM&T Robina Maher

PA to Director of Communications & Business Services Yvonne Gascoigne

Head of Financial Transition Margaret Hathaway

Regional Head of Finance (Midlands & East) Stuart Greenacre

Regional Head of Finance (South) Chris Brookes

Regional Head of Finance (London) Matthew Bryant

Finance Administrator/PA Maria Candice

Regional Head of HR (South) Olivia Frings

Regional Head of HR (North) Kate Grimes

Regional Head of HR (London) Tracey Donnelly

Head of Compensation & Benefits Adrian Whittle

Workforce Planning Manager Matthew Kelly

HR Administrator/PA Amy Brennan

Regional Asset Manager (Midlands & East) Dermot Fraser

Regional Asset Manager (South) John Follows

Regional Asset Manager (North) Emma Bolton

Regional Programme Manager (Midlands & East) Helen Davis

Regional Programme Manager (South) Jill Norton

Regional Programme Manager (North) Ray Goodier

Regional Programme Manager (London) James Eaton

PA to Regional Director (Midlands & East) Rashmi Bhat

PA to Regional Director (South) Lesley Gold

PA to Regional Director (London) Bernadette Davis

PA to Regional Director (North) Denise Hill

PMO OD & Policy Linda Burton

PMO Sustainability Joe Mallon

PMO Asset Management Systems John Green

PMO Health & Safety Stuart Hammerton

Interim Head of Contracting and Procurement Lisa Charles

Landscape.


News from the Board

Corporate identity guide

The latest meeting of the Board of NHS Property Services was held on 10 January, 2013. It focused on progress being made towards launch of the company in April 2013 and covered a wide range of areas from recruitment to finance and governance arrangements.

As you will read on page 3, recruitment is progressing well for specialist roles and work is ongoing on the TUPE transfer of staff to the organisation and terms and conditions such as the pension scheme.

The Board also discussed a range of governance matters including financial standing orders and instructions, FOI, communication and board governance.

Other areas discussed were the funding position of NHS Property Services, including the position relating to tax and VAT.

The Board has now approved a Corporate Identity Guide for NHS Property Services. This sets out clear guidelines on use of the NHS Property Services logo, NHS colours, fonts and typeface as well as clear examples of templates such as board papers, letterheads, presentations and compliments slips. There is also guidance on external signage. Staff can get a copy of the Corporate Identity guide by emailing [email protected].

Plans in hand for roll out of ITThe company is planning for the IT needs of staff from April 2013. The Department of Health has agreed a partnership approach for all new NHS organisations which will ensure that major occupiers of buildings will take on responsibility for IT so that all other tenants have access to systems.

An IT strategy for the company has been prepared and will focus on:

• Implementing IT for the company’s Headquarters in Skipton House, London. This builds on the system that has already been put in place, and will host the new finance system, payroll and ESR systems.

• Implementing IT in our four regional offices, working closely the Regional Directors. A shared approach is being put in place for staff who will be based at our offices at Lower Marsh, London; South West House, Taunton; 3 Piccadily in Manchester; and Fulbourn, Cambridge.

• For the rest of our staff, who will be based at Local Area offices or at other locations across England, a web-based IT solution is being developed so that staff can work remotely wherever they are based.

• Clearly, some of our staff will continue to have access to equipment and IT systems at current locations, where these may be provided by Trusts or other organisations.

There is a national call-off contract for IT suppliers, so the company is exploring support from a national company (with local resources) to help in implementing IT systems and solutions.

A new IT information and help e-mail [email protected] has been put in place so that staff can ask advice or queries on IT.

Further information will be shared in due course.



Landscape.


Calling all strategic estates and property managers…

Finance planning gathers pace

New finance system and trainingDoes your work entail strategic estates planning, property acquisition, spatial planning, development, leases, disposals or estates information management? If so, you may like to join the NHS PS Property Network StEP (Strategic Estates and Property) which we are keen to set up as soon as the company becomes fully operational.

The aim of the StEP network will be to enable members:

• to keep informed about strategic estates and property management policy in NHS PS

• to keep abreast of current trends and issues

• to share learning

• to celebrate successes

• identify wider development opportunities

There is no need to have a professional qualification to join the StEP network, but if you are a member of a professional body, then it would be helpful if you could indicate which one when replying as we are also keen to

arrange CPD events for members of the network, where possible.

The StEP network will be both virtual and real, with access to an online information hub and regular electronic communications, combined with meetings, held on a regional basis. Above all, if you join, this will be your network, to develop and shape to suit your needs.

If you are interested, please send your details (including your region) to [email protected]

NHS Property Services has contracted with NHS Shared Business Services (NHS SBS) to provide its financial ledger and processing service. The financial ledger is already built and is currently being populated with information provided from your PCT/SHA. Over the next couple of months there is a significant amount of work to do in order to get this ready for you to use the when the switch over to NHSPS happens on 1 April. We will also need a duplicate ledger for the LIFT leases which formally transfer to Community Health Partnerships, but all supporting systems and processes will be the same for both systems.

At present 60% of PCTs and SHAs use the NHS SBS Oracle finance system, and there are currently two versions of the system that NHS SBS supply to its customers (Release 11 and Release 12).

Those of you who currently use a finance ledger or requisitioning system will be users of the new NHSPS finance system. For those who are not currently with NHS SBS, this will necessitate

a larger training requirement than those currently with NHS SBS. We are currently putting together a training plan that will be rolled out in February and March, which will enable you to use the finance system. There will be differing levels of training dependent upon what system you are currently using.

We will be contacting line managers shortly to arrange the necessary training sessions.


Landscape.


Process design workshops During January a number of you have been assisting us in determining the processes we need to put in place around ordering and paying for goods and services; collecting income and raising invoices to tenants; and determining how we report financial information. Over the next couple of weeks this work will be mapped and turned into processes and procedures for us to implement from April. Sessions will be held with staff to ensure that everyone understands what they need to do.

Finance planning gathers pace If you have any queries relating to any of these items please contact us at [email protected]

Procurement We are currently working on several options for the provision of procurement services going forward and will be liaising with many of you over the coming weeks to get this in place for April.

Budgets 2013/14 We are currently working on producing budgets for 2013/14, based on information provided from your PCT/SHA, we hope to get these out to budget holders in February for you to look at and advise us of any changes.

Suppliers It is necessary to start a communication process with suppliers so that any 2013/14 invoices are addressed to us and sent to the correct place for payment. All 2013/14 invoices will need to go to SBS in Wakefield, and they will then be sent electronically to budget holders for authorisation. In order for this to happen we will need to provide suppliers with a certain level of information. We will assist in this process by providing a template letter to estates staff which contains relevant information to be issued to suppliers. Estates staff locally will need to tailor certain parts of the letter to ensure the suppliers get all the information that they need. Any 2012/13 invoices will need to be paid on your PCT/SHA legacy system even after 1st April. We will be providing a further letter for estates staff to send to Local Authorities regarding rates bills, as this will also advise on how we will in future pay its rates bills over a 10 month period rather than up front at the start of the year.


Landscape.


London

News from the regions

Work continues apace to get a full understanding of the people, assets and liabilities transferring to the company. I am grateful for all the time you continue to put in to clarifying the position and for completing the ever expanding series of returns – this will help us as we move into operational working.

The core of the new posts in the London Regional team have been appointed to and I am delighted to welcome Bernadette Davies, Tracey Donnolly, Matthew Bryant and James Eaton to the team; the full shadow team will be meeting in early February to work through what we need to do and how best to do it.

Two posts remain vacant – Head of Asset Management and Head of Communications and these will be advertised shortly.

In January, the Board of NHS Property Services approved the base for the London team as 1 Lower Marsh and

work is underway with Sonia Ennals [Estates and Procurement lead, SE London] to scope and secure the most appropriate space for us. The main national team will remain based at Skipton House and this move will allow us to develop our own identity. The company wants to be an exemplar in use of office space and intends to apply all good hot desking principles. Anyone in the company who needs a hot desk in London will be encouraged to drop in and use our offices.

I know that there remain a number of issues where you would appreciate more information and I would be pleased to come and meet with any staff or staff groups who have questions. Bernadette Davies will be working full time with us from February and will co-ordinate my diary but please feel free to contact me on [email protected]

Tony Griffiths

Midlands & EastFor this edition I’d like to reflect on the development of the Regional Operating Framework and describe some of the important liaison work and assurance processes that our staff have been undertaking.

I am pleased to report we have appointed a Regional Programme Manager – Helen Davies from the former East of England SHA who is a highly experienced strategic manager – and a Regional Asset Manager - Dermot Fraser from the West Midlands SHA who also brings a wealth of experience to his new role. Lisa Wright is our new Regional Communications Manager and hails from the East of England and we expect to appoint our Regional HR lead in the next week or so.

Other work that has been progressed:

• Regional team meeting to establish the details of the Regional operating framework, including agreement of the sub Regional structures

• Completing the HR and Asset transfer assurance processes to ensure we can deliver continuous business up to and after 1 April

• Supporting a range of national work streams such as sustainability, payroll development, and asset management systems. This is a highly important benefit for the Company in that we have the expertise and capability locally to support national work.

Our next big issues to address include populating our local Risk Register and managing our resources to ensure we have people in the right place. We will also be identifying specialist support for local teams to plan the rationalisation, utilisation and surplus property management schemes that we will need to develop in the short term.

Once again I’d to thank the operational staff - the engine room of the emerging company - for their continued support to what is a complex change programme, but one that will deliver huge benefits for the NHS and those working for NHS PS in the future.

If anyone has any comments or questions please contact me at [email protected] or [email protected]

Martin Royal




Landscape.


Work continues apace in the South with final details of staff, properties and contracts transferring into the company being confirmed thorough the due diligence process. It is recognised that a great deal of work has been undertaken during this exercise and this data will be used moving forward as a baseline for the region linked to existing local information. The Local Area Team Co-ordinators have been reviewing the due diligence data and this is being assessed at the Local Area Team Co-coordinator south regional event in late January. In addition the team will be looking at the existing ‘lift and shift’ structures, how services are delivered throughout the regions, the planned disposal programme inherited from the PCTs and the future capital programme.

In addition to the above, the Regional Director is working with the Corporate Management Team to assist with finalising other challenges and opportunities that have been presented. This includes working with Community Health

Partnerships around the future management of LIFT premises, the future data management system, the management of Primary Care premises, the strategic regional office locations and properties that may not be aligned to transfer.

The Senior Management Team (see below) and the LAT Co-ordinators will also be looking at the optimal structure that is required between the team and the staff coming into the company to ensure there is a clear link between the local areas within the region and the inherited programmes and projects and how these can be managed and delivered.

As you will see in the recruitment update on page three several people have now been recruited into key positions. One key position still being recruited to is the Head of Communications. For more information on this position contact Andrew Millward, Director of Communications and Business Services, on [email protected].

James Wakeham

News from the regions Design News

As part of its Enhancing the Healing Environment programme The King’s Fund has published the outcome of its latest programme Developing Supportive Design for People with Dementia.

It marks the completion of 26 schemes in 23 NHS acute, community and mental health hospitals in England to improve the environment of care for people with dementia.

The Environments of Care for People with Dementia programme was funded by the Department of Health as part of work to support the implementation of the National Dementia Strategy in England. There was tight competition for the available places, and projects were chosen for their ability to reflect the care pathway from diagnosis to end-of-life care.

Projects included ward improvements, areas for therapy activities, gardens, outpatient department improvements and a palliative care suite.

This publication seeks to provide practical, value-for-money examples to encourage and inspire staff and their organisations to provide an environment of care that better supports people with dementia.

Supporting People with Dementia

Improving the

patient experience

Developing Supportive

Design for People with

Dementia

The King’s Fund’s

Enhancing the

Healing Environment

Programme 2009-2012

South



Landscape.


In the News…

HSJ featured a high profile piece on how charges will work for the new Clinical Commissioning Groups.

This reported that a letter sent by the Department of Health asked PCTs to repeat an audit of property related costs and income as part of the preparations to transfer much of the estate to NHS Property Services Ltd.

The company will take ownership of around 3,700 properties currently owned by PCTs and strategic health authorities.

The audit was first done in the summer, but the letter says that both the “quantum of cost” and how much of those costs are borne by tenants such as GP practices or community providers, will have since changed significantly.

The exercise will identify where outgoings associated with owning the building are not met by rents or other charges. Many primary care or community care assets are understood to be run on an informal basis, and in some cases cost gaps are cross subsidised through general PCT funding. PCTs also own tracts of land or empty buildings with no income attached.

The new audit will enable NHS Property Services to recover all property related costs from building users and the appropriate commissioner.

Simon Holden, Chief Executive of NHS Property Services, has sent the following response:

“NHS Property Services Ltd is absolutely committed to a smooth handover of the estate, buildings and properties that will transfer from Primary Care Trusts and Strategic Health Authorities to the new company in April 2013 and we have been clear that current leases will transfer unchanged.

We are aiming to ensure stability and clarity for new NHS organisations.

The running costs charged to successor bodies and tenants next year will be based on the total current costs incurred through PCTs and SHAs.

We have been working with PCTs for over a year to build an accurate picture of the estate, buildings, assets and leases that will transfer so the latest data request is an update and will come as no surprise to PCTs as part of the handover work.

To date, around 3,700 assets are planned for transfer and we are working to ensure that there is clarity about the terms of occupation, rent, services and related charges. We are keen to ensure there is stability in property costs, transparency for occupiers and agreement in how we utilise NHS estate and properties in the most effective way.

We aim to work in close partnership with Clinical Commissioning Groups, supporting their business objectives as an enabler and facilitator.

The role of NHS Property Services will be a vital one in the day to day running of the NHS. The company’s 3,000 staff will help improve the delivery of clinical services and help enhance the experience of NHS patients by providing safe, efficient and well maintained estate, buildings and facilities.”

Here we bring you updates on how NHS Property Services is emerging as a keen area of interest around the country:

HSJ exclusive

Landscape.


David Anderson (Blaydon, Labour) asked in a written question to the Secretary of State for Health

(1) how NHS property services will be held accountable at a local level;

(2) whether NHS property services will have to report on a regular basis to local scrutiny committees;

(3) how many staff will be employed by NHS Property Services Ltd;

(4) what assets he intends to be held by NHS Property Services Ltd;

(5) what his policy is on the constitution of NHS Property Services Ltd and the management of any possible issues of conflict of interest within that organisation; and if he will make a statement.

Hansard source (Citation: HC Deb, 25 January 2013, c489W)

Daniel Poulter (Central Suffolk and North Ipswich, Conservative).

NHS Property Services Ltd, a limited company wholly owned by the

Secretary of State for Health, was created to take that part of primary care trusts’ (PCT) estate not transferring to national health service providers on 1 April 2013, which is the date when PCTs are being abolished.

The company’s objectives will be to hold property for use by community and primary care services, including for use by social enterprises; deliver value for money property services; cut costs of administering the estate by consolidating the management of over 150 estates; develop and deliver cost-effective property solutions for community health services; and dispose of property surplus to NHS requirements.

The key benefit of the new model will be the opportunities offered by consolidating assets, skills and experience from 151 PCTs to create an organisation of increased scale and standing which is focused on the efficient management of property. This will in due course deliver improved management of the estate and improved

efficiency, which will free up resources to improve properties and frontline services.

In relation to how NHS Property Services will be held accountable at a local level, it will be for local health economies and their clinical commissioning groups (CCGs) to take decisions as to what properties and related services are provided and where they are located. It will be for NHS Property Services to work with the local NHS and its commissioners in deciding the need for primary or community care premises and other buildings from which NHS services are provided. If a need for premises is identified by local CCGs, it will be for NHS Property Services to respond and offer the necessary site or building.

In respect of whether NHS Property Services will have to report on a regular basis to Local Scrutiny Committees, health organisations must seek review by the local authority where proposals result in a service change. New regulations on local authority health scrutiny are being prepared to ensure that any changes to local healthcare are more transparent, and overseen and considered locally. However, these regulations will only apply where health organisations are proposing to change health services and will not apply where

Parliamentary questions

In the News…

Landscape.


the local health economy is considering changes to its estate that do not materially effect the delivery of services.

With regard to how many staff will be employed by NHS Property Services, the company has a small board of directors, with most of its staff being at a regional and local level. It has four regional directors, with teams that will work closely with the new NHS structure, with the majority of staff being locally-based and delivering services to patients; NHS staff and the public.

The precise number of staff to be employed by NHS Property Services is not yet known. However, it is anticipated that some 3,000 staff working in estates and facilities roles in PCTs and strategic health authorities will transfer under TUPE (Transfer of Undertaking Protection of Employment) legislation to the company. Staff will transfer on 1 April 2013. The company is recruiting to a further 72 posts to fulfil corporate roles such as in finance, IT and human resources. This type of support has been provided to local estates teams by the PCTs that they are currently part of.

On assets to be held by NHS Property Services, work is ongoing, but current analysis has shown that:

GP surgeries will account for 30% of the assets;

Support services (eg administration and equipment storage)—24%;

Hospitals and land—2% each; and

Health centres—19%.

Other assets, such as items of equipment needed to deliver a particular service should generally transfer to the service provider or organisation which requires use of them. Where NHS Property Services provides either landlord and advisory services that PCT estates teams currently provide or manage, the company will take ownership of the associated assets. Likewise, where NHS Property Services provides services such as cleaning, catering, pottering, the company will also take ownership of the assets associated with those activities.

Finally, in relation to the constitution of NHS Property Services and the management of any possible conflicts of interest, as a limited company, NHS Property Services will comply with the provisions of the Companies Act 2006 in all respects, including its governance structures and the directors’ statutory duties in relation to conflicts of interest. A copy of the Company’s Articles of Association, which gives more detail, has been placed in the Library.

We welcome your feedback and comments.

NHS Property Services Ltd452C Skipton House,

80 London Road, London SE1 6LH

Tel: 0207 9725255

Email: [email protected]

Property ServicesIn the News…

Landscape. - NHS Property Services · Landscape. Property Services ... We are making great strides...

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