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Supporting Health Care Conference
Scottish Futures Trust
Colin ProctorAccommodation Director
4th
November 2011
Creating Opportunity – Improving Value
Supporting Health Care Conference
Scottish Futures Trust
Colin ProctorAccommodation Director
4th
November 2011
An Integrated and Corporate Approach
Scottish Futures Trust
An independent company, established by the Scottish Government in 2008, with a responsibility to deliver
value for money across all public sector investment
SFT operates at arm’s length from the Government but works closely with the public sector to seek and
deliver improved value for taxpayers
SFT works in partnership with...
•Every council in Scotland and COSLA
•Every Scottish health board
•Government agencies such as Transport Scotland
•Fire and Police boards and the Scottish Ambulance Service
•Private sector partners
•Professional bodies
SFT remit
• SFT delivered £129 million of net future benefits and savings in 2010‐11
• SFT currently leads on/manages a portfolio of projects to the value of £9bn
• Current revenue project pipeline is one of the biggest of its kind in Europe at £2.5bn. £1bn on transport,
£750m on health and £750m on education projects throughout Scotland
1.5
2.0
2.5
3.0
3.5
4.0
4.52009
‐10
2010
‐11
2011
‐12
2012
‐13
2013
‐14
2014
‐15
2015
‐16
2016
‐17
2017
‐18
2018
‐19
2019
‐20
2020
‐21
2021
‐22
2022
‐23
2023
‐24
2024
‐25
2025
‐26
Capital D
EL ‐£b
n
16 Years
£14bn
Independent Budget Review
Source – SFT calculation from Scottish Government figures - All real at 2010/11 prices
The Independent Budget Review, July 2010 recommended:
• An enhanced role for SFT to allow it to lead improvements in capital procurement
• SFT should look at all available financing options for infrastructure investment
• That the role of SFT be developed to establish a centre of expertise in the ownership, management and disposal of public assets
Independent Budget Review
The Response
NPDRegulated Asset Base
TIFNHT
£4bn
Efficiency measures
£14bn
Increased buying power
Prioritisation
Identifying what we really need
hub programme
• Five hub Territories – two in operation and three others currently being procured
• hub will deliver over £1bn of projects in next 10 years• Ability to use capital or revenue solutions• Flexible supply chain/opportunities for SMEs• Continuous improvement
Working together for better buildings for improved public services
Principal Players
Drumbrae Community Hub
Sense of Place
Targeted
Apprenticeship Schemes
Skills Training
Safer Communities
Community Fund
Generating local jobs for local people with local businesses
Giving back to the community
Raising pride in our neighbo
urho
ods
Invest
ing in
sustainable
comm
unitie
s Benefits Realisation
Health Projects
• Use of revenue funding allows priority projects to be developed and delivered
• Programme of £750m capital equivalent investment
– NPD £500m– hub DBFM £250m
• NPD already applied in Health – Tayside
Health Projects
NPD Projects
• NHS Lothian – Royal Hospital for Sick Children/Dept. of Clinical Neurosciences
• NHS Ayrshire & Arran – Acute Mental Health and North Ayrshire Community Hospital
• NHS Dumfries & Galloway – DGRI Reprovision
• SNBTS – National Blood product processing centre
Health Projects
Delivering the Programme
• Parameters established
• Robust outline business cases– Defined scope– Affordability well developed– Delivery confidence essential
Health Projects
SFT’s Role
• Programme coordination
• Support
• Centre of Expertise
• Value for Money / Affordability
Emerging opportunities
• Asset management
• Risk management
• Operational management of PPP
Health PPP ProjectsOperational PPP project
Potential Future NPD project
Potential Future hub project
Asset Management
Two asset management work streams:
• A pilot project through the South East hub territory to assess ways to improve asset management and
estate planning across public bodies at a community level; and
• Develop proposals for the Scottish Government to deliver enhanced value from centrally‐held land and property assets
Scope of programme
– Wider than physical property assets
– Includes property management arrangements
and practices e.g.
• Aggregation opportunities
• Sharing expertise• Data systems
Strategy
•
Workspace strategy
•
Service asset plans
Planning to deliver
•
Business case
development
•
Feasibility studies
•
Procurement plans
Deliver change
•
Procurement
•
Acquisition
•
Capital works
•
Disposal/ Transfer
Operate
•
Estate
management
•
FM
Organisation & Management Arrangements
•
Organisation design
•
Governance
•
Policies & procedures
Objectives of the Programme ‐
Local Civil Estate
• Build upon existing good practice in South East Territory
• Identify new shared opportunities
among participants
• Quantify ‘size of the prize’
• Set out potential implementation arrangements and an indicative programme to release benefits
• Stimulate collaborative
working and sharing knowledge
• Showcase
South East territory as leading on property
Source: Employers’
Organisation Smarter Partnership Website
“You stay on your
turf – I’ll stay on
mine”
Co‐existence
“We’ll lend you a
hand when our work
is done”
Co‐operation
“We need to adjust
what we do to
avoid overlap and
confusion”
Co‐ordination
“We’ll work on
this together”
Collaboration
“We feel totally
responsible”
Co‐ownership
Spectrum of Collaboration
Prioritised Joint Working Initiatives – South East Territory
Source: Employers’
Organisation Smarter Partnership Website
“You stay on your
turf – I’ll stay on
mine”
Co‐existence
“We’ll lend you a
hand when our work
is done”
Co‐operation
“We need to adjust
what we do to
avoid overlap and
confusion”
Co‐ordination
“We’ll work on
this together”
Collaboration
“We feel totally
responsible”
Co‐ownership
Skills Sharing Shared data portal Settlement AM
reviews
Shared
accommodation
Collaborative
Procurement
Cross authority AMP
Challenge
Contract
management
Pooling assets
Shared Property
Services
Public Sector Body
Private Sector Body
Developments & Projects
3rd Party Debt
Equity (Assets)
Offices Retail Residential
Equity (Cash)
Skills &
Joint Venture Company (LABV)
Engaging the Private Sector
Report being prepared by SFTsupported by :Drivers Jonas Deloitte & Burness
Asset management performance – the ‘gap’
0.0
0.51.0
1.52.0
2.5
3.03.5
4.04.5
5.0
Design of the Property Function
Governance
Policies & Standards
Property & FM Data
Procurement & Supplier Management
Facilities Management
Energy Efficiency
Project Delivery
Operational Estate Asset Planning
Workspace &Flexible Working
Facilitating Regeneration
Commercial Estate
Community & Voluntary (Third Sector) Tenancies
Surplus Property
Current Practice Best Practice
Co‐location in Action ‐
in South East
Two Public Sector Sites
Site B
Site A
Enabling delivery ‐
a structured programme
• Phase 1 –
develop the strategic case for change
• Phase 2 – test and design a Scotland wide implementation programme
• Phase 3 –
accelerated roll‐out
Benefits
• Public
• Scottish Government
• Public Bodies
Any questions?
Slide 33
Efficiency
Additionality
Knowledge
Any questions?
