Facilities management healthcare case study showing a picture of a speeding ambulance

Bart’s Health NHS Trust

“Neller Davies understand facilities management, how it impacts our core business and how, delivered correctly, it can have positive impacts on patient outcomes.  Their involvement and guidance in our FM journey over the last 24 months has seen: a more cost effective service, more streamlined FM supply chain, dramatic improvements in the quality of service delivery and alignment amongst a diverse stakeholder group behind our FM Strategy.  Perhaps most importantly, our patients are beginning to see positive results at the point of service delivery.  It has been a huge pleasure working with the team at Neller Davies. I cannot recommend them highly enough.”

Olu Alaka, Deputy Director of Estates and Facilities

The Scope

FM soft services including patient & retail catering, cleaning, security & portering

The largest NHS Trust in England

2000 patients per day

Contract procurement worth £600m over 10 years

15,000 staff serving 2.5m people in East London & The City

Six sites across newly formed Trust estate

The Brief

Develop, procure and implement integrated Facilities Management Soft Services through competitive dialogue across the Estate to support patient care along with clinical and administrative functions

Recognise the diverse population in the City and East London and develop a retail solution which addresses the core staff, patient and visitor catering and non-food needs, bringing in recognisable brands and engaging with local SMEs and voluntary organisations

Develop a vision which places the sourcing of food produced at the very heart of the Trust’s strategy, enabling them to be better placed to meet CQUIN targets outlined by NHS England and ensure that patient catering meets “the last nine yards” service approach and the “power of three” by bringing clinical, dietetic and catering teams together

Deliver better quality with higher commercial return to be reinvested into clinical care

Create a closer focus on creating social and community value

The Outcomes

Improved quality and cost efficiency from integration

Improved support for patient care

Delivered an integrated and consistent Facilities Services across a diverse Estate

Increased commercial return from Retail Services

Enhanced corporate & social responsibility credentials with a focus on community engagement

Increased ownership of food policy by multi-disciplinary team from the outset through early stakeholder engagement

Introduced industry-first “Operators Choice” model to encourage SMEs into sector

Facilitated collaboration between two Trusts

Overview

Neller Davies was specifically engaged to programme manage the procurement of Facilities Management services across the newly expanded Trust which included St Bartholomew’s, the Royal London, Whipp’s Cross, Mile End and Newham University Hospitals.  This was a complex transfer from Trust and PFI buildings and a new service provision being phased over 2016/7.  We were appointed partly due to our wealth of experience at several other large acute Trusts.

The services included Healthcare, Cleaning, Portering, Patient Dining, Security and Laundry & Linen.  Services were provided to more than 2000 patients per day across the Trust’s six sites.

Over an eighteen month period we developed detailed specifications in conjunction with Trust stakeholders.  This was a painstaking exercise of workshops, multiple procurement phases and dialogue with shortlisted bidders.  The programme also included the development of a detailed commercial model, close liaison with legal teams and regular interface with Trust Boards.

Neller Davies was engaged to initially support the Trust with the development of a vision for the provision of food services across the six sites  within the Trust estate. The vision aimed to encourage cross-departmental buy-in and collaboration and to act as a framework for continuous development.

Neller Davies also introduced its ‘Operators Choice’ model to the brief which requires that 25% of food and non-food service provision comes from the community via SMEs, social enterprises and volunteers. The principal operator ensures they are all pre-vetted,  prominently located, and enables them to trade 25% of the core opening times.

The consequential result of this project has been the development of a service which will have a positive impact on patient care.  Food will be of a better quality delivering nutritional benefits and teams will experience higher productivity through being focused on patient care and wellbeing.  Commercially the strategy will deliver enhanced financial returns that can be reinvested in to core clinical services.

The contracts, which cover all facilities soft services, is worth over £600m over a 10-year contract period.

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