Acute
NHS Trust, South East London
(Wave 1) PFI Contract Management
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Deliverables
• Day to day liaison with SPV
• Development of procedures for contract management
• Establishment of IT driven PFI monitoring system
• Day to day management of PFI Monitoring, Fire, Health &
Safety Dept.
FM Support Resource
Matthew Anderson - Risk Management NHS & Local
Authority
David Chisnell - Fire Safety NHS
Iain Rolston - General management NHS & Contracting
Background
• The Trust had completed a first wave PFI Contract
and moved into a new/reconditioned Hospital two years previously
• Within the Trust there were limited resources devoted to managing
the PFI Contract
• A number of areas of contention had developed which were not
getting resolved
• There was an increasing “them and us” culture developing
between SPV staff and Trust staff
• Despite some significant performance deductions standards were
perceived as poor
Project Scope and Activity
Contract Liaison
• Key to improving relationships was attendance of PFI and Trust
Monitoring Managers at weekly Clinical Operational Managers meetings
PFI General Manager was changed
• Individual service reviews were instigated to identify difficulties
on either side and with the use of Action Plans instigate improvements.
Operational Procedures
• Procedures were reviewed and developed to correctly meet contractual
and operational issues, these covered:-
• Variable Costs Minor Works
• Monthly Reports Mitigation Reviews
• Unavailability Joint Monitoring
Monitoring & Performance
• Ward/department audits were conducted and the results used to
address local issues between the Trust and SPV
• A specialist hand held monitoring system was purchased to enable
both SPV and Trust to audit self-monitoring results and jointly instigate
improvements.
• Help Desk recording of performance date was reviewed and changes
instigated to enhance contractual compliance
• Monthly Mitigation meetings to review performance were introduced
with helpdesk data from PFI monitoring reviews
• On a number of occasions auditing lead to the imposing of penalties
and financial deductions
Fire, Health & Safety
• Fire Management Procedures were reviewed and enhanced training
programmes instigated
• Annual Fire Certificate was reviewed with SPV’s obligations
incorporated
• Non clinical Risk Register was initiated
• Liaison over Health and Safety responsibilities between SPV
and Trust was evaluated and clear lines of responsibility agreed
• Working with Clinical Risk a new Trust IT driven Risk Register
was purchased
Structure And Organisation
• Existing Fire, Health & Safety administrative roles were
reviewed and new job descriptions agreed
• PFI Management structure was reviewed and new staff appointed
Trust Management
• The greater liaison between Trust Clinical and PFI Team provided
understanding and focus on key issues effecting clinical care
• SPV Managers had a vehicle to identify issues requiring Trust
action or assistance
• Joint reviews were established to review and implement areas
of; Better Hospital Food
NHS Cleaning Standards
Matrons Charter
Key Achievements
First PFI Market Test successfully undertaken
An improved working partnership was established,
with Ward and Department staff having input
Effective PFI contract liaison improved standard
and identified any overpayments.
PFI administration and procedures were strengthened
for Mitigation, Minor Works, and Unavailability etc
IT monitoring system was installed and used to
drive up standards
Penalties when imposed being recognised as “fair”
Objectives and goals were provided for Fire,
Health & Safety
