Facilities Management or Estates Initiative of the Year

Facilities Management or Estates Initiative of the Year

consultancy_partnership_of_the_year_0.jpgLand, buildings and equipment account for a huge proportion of NHS costs. It is crucial that NHS estates and facilities are not only commissioned to meet current and projected needs but are maintained and adapted to remain fit for purpose – a key challenge given the NHS’s often old and ageing buildings.

Excellent facilities and estates management can ensure new facilities are designed to meet service needs efficiently and well, ensure assets provide the maximum value to the NHS, extend the life of existing facilities, and to reduce energy consumption. Facilities must of course also support the delivery of high quality, safe care, as well as support staff to work efficiently and effectively.

 

Focusing upon value creation this award is aimed at the facilities and estates teams and leadership in NHS trust who have:

  • Led initiatives which save money
  • Appoint value for money partners
  • Work with key stakeholders in the organisation to improve environments
  • Realise commercial opportunities in estates benefiting the NHS organisation
  • Contribute to improved patient experience

The award will be won by a team executing initiatives or projects which are adding value to patients, staff and the wider organisation. The project might have involved multiple stakeholders whether they be commissioners, patients, clinical services or partners and judges will be looking for excellence in the management of expectations with results that have improved performance.

 

Eligibility

Entries are welcomed from any NHS organisations and general practice.

Judging Criteria :

Ambition

  • Describe the context of the initiative, why was a change necessary and who were the major stakeholders.
  • Describe the initiative
  • What are the goals for the initiative? Describe impacts to patients, staff, efficiency or value for money.
  • Give details of the dynamics surrounding the project
    • How would it benefit patients and staff?
    • What disruption might take place?
    • How was disruption to be mitigated?
  • How did you work with interested parties and forming the project and then planning?

Outcome

  • Outline the success providing clear supporting evidence in the form of testimonials, qualitative and quantitative information
  • How did the project team work together successfully? What feedback have you had from interested parties?
  • What benefits have been achieved for service users?
  • What benefits have been achieved for staff, systems and processes?

Spread

  • How have you shared success with other organisations or other departments?
  • What efforts have been made to share best practice beyond your immediate influence.

Value

  • Describe the added value created by the initiative.
  • How have your achievements enhanced the patient experience?
  • How has your work improved patient flow, capacity, efficiency, reduced variation or saved money?

Involvement

  • When planning for the project what efforts were made to involve key stakeholders such as effected clinical or support staff?
  • How were patients and service users brought into the discussion?
  • What checks and balances were put in place to ensure disruption to care was minimal and that stakeholders were kept informed of progress?

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