The Future of ERIC. and the Estates and Facilities Dashboard. 5 September 2016 DH Leading the nation s health and care

Transcription

1 1 The Future of ERIC and the Estates and Facilities Dashboard 5 September 2016 DH Leading the nation s health and care

2 2 Agenda 1. Carter Implementation Programme (CIP) 2. Efficiency Metrics and Dashboards 3. Model Hospital & CIP Monitoring 4. Estates Return Information Collection (ERIC) Issues 5. National Property programme

3 3 Carter Implementation Programme 1. Visits to 27 Priority Trusts almost complete; 2. Analysis of Trust feedback currently underway; 3. Report on progress being made to Lord Carter in late 2016; 4. Links to Sir Robert Naylor s report to be considered; Work programme being developed; 6. Transfer of responsibility to NHS Improvement has been confirmed.

4 4 Efficiency Metrics & Dashboards Trust Dashboards have been provided to all Lord Carter Cohort trusts; Site Dashboards have been developed and are being discussed with the 27 Priority trusts; Development of an online system to deliver all Dashboards is being looked into as part of NHSI systems; Dashboard format to be reviewed for to use new data and in response to comments received.

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6 6 Dashboard changes Separate metrics/dashboard on PFI schemes being considered; Data sourcing sheet being developed to explain specific data used for each trust; Potential new metrics being considered: o XXXXXXXXXXXXXXXXX

7 7 Non-Acute Cohort Trusts Specialist Acute, Mental Health, Community, Ambulance and Care Trusts Draft Dashboards to be developed using data; Metrics amended to best reflect Trust Types with available data; Drafts to be discussed with Trusts; Production version to be developed using data when available November at the earliest.

8 8 Model Hospital & CIP Monitoring From Lord Carter report: Highlighting variation requires the right metrics with detailed guidance on what good looks like. The adjusted treatment cost (ATC) is one way for trusts to see how they vary in their costs for a given output. The weighted activity unit (WAU) can also be used to compare performance and productivity across trusts. These metrics should be used to create a model hospital, which with associated best practice guidance will give trusts a single version of the truth on what good looks like from board to ward, to help trusts understand what good looks like. NHS Improvement should continue to develop the model hospital and its underlying metrics, so that there is one source of data, benchmarks and good practice.

9 9 Model Hospital Online system developed to provide metrics to Trust Boards, now includes a compartment for Estates & Facilities; Estates & Facilities an early contributor, using a subset of metrics from the Dashboards; Only difference is use of Weighted Activity Unit instead of ATC/ATI To be used in Dasboard metrics; Updated with data as soon as possible;

10 10 Adjusted Treatment Index (ATC/ATI) Balances CWO as it excludes some activity e.g. Training & R&D Total estates and facilities running costs/atc HES Activity data flexed to reflect complexity = Total estates and facilities running costs Cost Weighted Output (CWO) x x Operational Expenditure Adjustment Factor (OAF) Market Forces Factor (MFF)

11 11 Weighted Activity Units (WAUs) Estates and Facilities Cost per WAU = Total estates and facilities running costs x One Weighted Activity Unit (WAU) Cost Weighted Output (CWO) One WAU is equivalent to the average cost of an elective inpatient admission ( 3, for ) Interpretation: The WAU calculation does not include the OAF or MFF from the ATC metrics. Therefore, it is national and not regional metric, which does not account for non-clinical activity; The lower the WAU calculation relatively, the more efficient or productive the area covered by the metric;

12 12 Model Hospital What should be covered by the model hospital? Case studies? Best practice? Costing guidance? Space data?

13 13 CIP Monitoring CIP team need to monitor progress towards delivery of Lord Carter Recommendations; A system is being developed to obtain updates on a monthly/quarterly basis as appropriate; Being tested with the 27 Priority trusts; System in tended to go live for all 136 Lord Carter cohort trusts later this year.

14 14 CIP Monitoring Recommendation ID Progress Response Ensuring every trust has a strategic estates and facilities plan in place, including in the short term, a cost reduction plan for based on the benchmarks, and in the longer term (by April 2017), a plan for investment and reconfiguration where appropriate for their whole estate, taking into account the trust s future service requirements 6-1-P P P P P-5 Do you have a strategic Estates and Facilities Management plan in place? (Y/N) Does the strategic Estates and Facilities plan include a short term cost reduction plan for ? (Y/N) Does the strategic Estates and Facilities plan include a long term, 2017 onwards, cost reduction plan including any service reconfiguration requirements? (Y/N) What are your short term ( ) savings to date? ( ) What are your forecast savings for the long term ( )? ( ) Reporting Frequency (Monthly / Quarterly / Annually) M M Q M Q

15 15 Other issues Page 5: We should also not lose sight of the non-acute sector and primary care. I have been contacted by many mental health and community trusts expressing their wish to be involved in a similar approach. I believe the methodology and tools we have developed are transferable to these sectors, so I see no reason why the same approach should not be taken. Recommendation 12: h) ensuring the model hospital and underlying metrics are expanded to cover non-acute trusts by April 2017.

16 16 Estates Return Information Collection (ERIC) Issues ERIC collection ended on the 30 June 2016 Data currently being validated and reviewed by HSCIC To be published 11 October 2016 DH starting a review of the ERIC collection to inform revisions for the collection: 1. Structural changes; 2. Data item changes, and; 3. Definition changes.

17 17 1. Structural Changes Significant changes to ERIC that potentially affect the whole collection, including: Organisations covered by ERIC; Estate ownership and reporting; Temporary usage of facilities; Minimum site size and use of aggregate sites; Income offsetting; Trust and site type classification;

18 18 2. Data item changes Including removals, additions and significant changes to data items, including: Income received by the NHS; Waste classification; Land owned by Trusts;

19 19 3. Definition changes Data items do not change, but definitions need improvement to ensure consistent reporting across the NHS: Clinical vs. Non-Clinical; Floor areas; Cleaning areas and risks; Contracted out services; Functional Suitability & Space Utilisation; Financing costs PFI and Non-PFI;

20 20 Specific queries NHS Property Services Ltd How to obtain complete and accurate data for these sites? Electro-Biomedical Equipment (EBME) Is this actually part of Estates and Facilities services? False Alarm recording Split between where dealt with by trust and where attended by fire services.

21 21 National Property Programme Sir Robert Naylor appointed national adviser on NHS property and estates; Developing a national strategy for the use of NHS property; Looking at development of NHS land and delivery of income from land sales; Primarily concerned with estates and not facilities services; Report expected to be published in October 2016; Likely to address collection of data on the NHS estate;

22 22 Contact Details: