Annual Health Review 2015

Transcription

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Making tomorrow a better place
Section heading
1
CONTENTS
Overview 2015 2
Highlights 2015
Overview 2015
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accident for over 12 months. While at The Queen Alexandra Hospital in
Portsmouth we have achieved over 1,000,000 hours without any time
being lost due to accidents. In Canada for the second successive year
Carillion secured the Safest Employers Award.
Operating the highest standards of health and safety 4-5
Our people: Passionate and committed to the patient 6-7
Sustainability in action
Patient dining and hospital food
10-11
Estates compliance
12
News from around our contracts
13
New projects
“I have been very impressed by your
staff and their commitment to the Trust,
attention to detail and always putting
the patient first. The impact on patients,
carers, family and visitors that our
Facilities Management staff have cannot
be underestimated.”
Cathy Stone, Director of Nursing,
Portsmouth Hospitals NHS Trust,
Queen Alexandra Hospital
Mike Hobbs
8-9
14-15
Managing Director,
Carillion Health
“2015 has been a year in which we have taken
significant strides towards a step change in
consistency, compliance and customer experience.”
Throughout 2015 our customers have challenged our teams to
demonstrate compliance in delivering consistently high service levels
while finding ways to reduce costs. This challenging formula has
brought out the best in our teams. We believe the progress we have
demonstrated is a testament to their commitment, dedication and
engagement. We are moving towards a step change in consistency,
compliance and customer experience. As a result we are now in an
even stronger position to deliver safe patient care and an enhanced
patient experience.
Our people make contributions that go beyond their ‘day jobs’
displaying acts of genuine caring day in, day out. Examples include
domestic services staff alerting nursing staff to patients in the early
stages of cardiac arrest; sewing room teams producing activity
blankets for dementia patients; security guards intervening to stop
self-harm and porters reassuring anxious patients.
In 2015 there was a significant reduction in the number of people losing
time from work due to work related injuries. However we must continue
to strive to make this zero. Carillion’s ‘Don’t Walk By’ programme aims to
achieve zero harm by ensuring our people proactively address potential
risks to safety. In 2015 there were 37,000 instances where our people
did not ‘walk by’ and ensured action was taken to mitigate risk. We are
proud that at Darent Valley Hospital no staff have taken time off due to an
Setting new standards
We have taken significant steps to ensure our compliance regime
is robust and is underpinned by a database that evidences the
reported compliance status. Our exemplar site at The James Cook
University Hospital in Middlesbrough has set a new standard that
we aim to achieve in all our hospitals. And at Southmead Hospital
in Bristol we have established a state of the art ‘intelligent’ helpdesk
that has become the blueprint for our UK acute hospitals.
During 2015 we were delighted to have been given the responsibility
of developing new hospitals in North Battleford, Saskatchewan,
and Yellowknife, North West Territories and, at the end of 2015 we
secured Financial Close on the new Midland Metropolitan Hospital
in the West Midlands - achieved in record time.
We continue to support the health sector sustainability agenda
and sponsor the NHS Sustainability Day Programme. Our teams
participated in a range of activities and initiatives. A sustainable
innovation worthy of particular note is the development of a tablet
based food ordering system that improves the patient dining
experience and reduces food wastage.
Developing our people
We welcomed new colleagues at the Mile End Hospital and Newham
University Hospital in East London, The Royal Liverpool University
Hospital, New Oakville Trafalgar Memorial Hospital, plus our clinics in
the Middle East. We also established the first phase of our Leadership
Development programme that has been rolled out to over 400 UK
personnel. This together with our ‘Your Say’ employee feedback
survey enables us to create deeper engagement with our staff and
provides them with a personalised career development platform.
Delivering a good patient experience is at the heart of everything
we do. We look forward to working with our professional partners,
customers, patients, their families and visitors in 2016.
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Overview 2015
Highlights 2015
Royal Liverpool University Hospital (RLUH)
We added the Royal Liverpool University Hospital NHS Trust
to our facilities management portfolio on 1st April 2015. We are
responsible for hard FM services including 24-hour reactive and
planned maintenance to the acute hospital, teaching and training
facilities, dental hospital and offices.
A joint mobilisation approach involved TUPE transfer of management,
administration and engineering staff, mobilisation of a new CAFM
system, helpdesk and revised working practices. A phased induction
process commenced with staff six months prior to service delivery
including holding contract specific workshops with the Trust and
transferring staff to educate engineers about our service delivery.
Mediclinic Middle East
Emrill, a Carillion Joint Venture Company, secured its first FM
Healthcare Contract in MENA with Mediclinic Middle East
commenced on 1st February 2015. The Emrill team works in
collaboration with the Infection Control teams for Mediclinic’s
reaccreditation with the Joint Commission International (JCI).
Emrill have introduced innovations such as using handheld PDAs
for domestic services across clinics. This enables the domestic staff
to sign-off cleaning regimes using these devices. Emrill have adapted
Carillion’s survey tools to create an online survey mechanism with
access to the client increasing transparency on our commitment to
high standards of service delivery. Emrill are also bidding to deliver
specialist services for which they are currently the Managing Agent.
This is in line with our strategy to provide TFM services in larger
healthcare facilities across MENA.
“I was pleasantly surprised at the speed at
which Carillion improved performance on
many levels while also building excellent
relationships with my team.”
Eamon Fairclough,
Head of Estates for RLUH
Barts Health NHS Trust
We extended our relationship with Barts Health NHS Trust and we
now provide soft facilities management services to the majority of
the Trust’s properties including Whipps Cross University Hospital in
Waltham Forest and Mile End Hospital in East London.
“Well done to all - a great team effort and
a significant step forwards for EFM service
delivery at Barts Health and our partnering
relationship with Carillon”.
New Oakville Trafalgar Memorial Hospital, Ontario, Canada
Construction was completed on the Oakville Trafalgar Memorial
Hospital which opened in December. Carillion Services staff have
been on-site since last summer, starting the 30-year services
concession. At 1.6 million square feet, the new hospital has a total of
457 inpatient beds representing an increase of 135 beds.
Key achievements
•
We have won 3 new PPP construction and services
projects in Canada and the UK.
•
For the second successive year we have won
Canada’s Safest Employers Award.
•
We mobilised 4 services contracts in Canada, MENA
and the UK.
•
We won the Gold Food for Life Certification for a
second successive year at Nottingham University
Hospitals.
•
We won Bronze Food for Life Certification at
Barts Health.
•
St Bartholomew’s Hospital and Mile End Hospital
achieved 100 percent in their PLACE scores for a
second successive year.
•
The Queen Alexandra in Portsmouth (QAH) has
achieved over 1,000,000 hours of services operation
without any time being lost to an accident.
Trevor Payne, Director of Estates & Facilities
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Highlights 2015
Operating the highest standards of health and safety
Our services address an inpatient bed base of over 11,000 including
provision of 18,500 patient meals per day. Safety remains our
primary concern - safety for patients and all those who work in
and visit our healthcare facilities. During 2015 we continued our
relentless focus on health and safety awareness and can evidence
significant improvements in safety across our portfolio. A number of
these improvements have been recognised by external Awards.
Continual reduction in incident and accident rates
In 2015 the number of serious accidents (where the injured
person needs to take time off work) has sharply declined with a
reduction of one third. Factors driving this include the year-on-year
improvement in the attitude and behavioural safety of our people.
We are alert to our workplaces and demonstrate the ability to
make the right and safe decisions and we report incidents quickly
if they do happen. Our informed management team ensures
robust investigations, detailed scrutiny and application of safety
guidance.
Highlights 2015
Delivering a compliant estate
Our Safety and Compliance reporting systems combined in 2015
to provide unprecedented insight into our compliance status. We
know where the issues are, and deal with them effectively.
We have placed a major focus on compliance issues to support
our UK NHS Trust colleagues with Care Quality Commission
(CQC) inspections. We have enhanced fire safety compliance,
investigated inherent problems, recognised how these can be
rectified and ensured rapid remediation.
Directors’ Safety Tours
We continued our Directors’ Safety Tours. Our Royal Liverpool site is
the first site to result in no corrective actions. A great endorsement for
the team in addition to the smooth mobilisation in April!
Don’t Walk By (DWB)
In 2015 Health Sector employees filed over 37,000 Don’t Walk By
reports! 37,000 times we started a conversation and 37,000 times
we made our workplaces safer for all those who use them. The sheer
number of DWBs and effectiveness of the output makes an incredibly
significant contribution to the safety of our sites, the wellbeing of our
people and the strengthening of our safety culture.
Training
Training underpins all we do. Accident prevention and investigation
training is delivered to our supervisors and the output is clear to
see. Phase One of Temporary Works training is complete with a
second cohort targeted in 2016. 2015 was the first full year of sectordeveloped engagement packs being used on sites.
“The ‘Don’t Walk By!’ Programme from
Carillion is a great example of their
alignment with our corporate values and
has been an inspiration for some of our work
around employee safety.”
Sault Area Hospital, Ontario, Canada
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Carillion Supporting Infection Control at Portsmouth (QAH)
Our team is closely integrated with the Trust’s Infection Control team
ensuring infections are minimised. This cross-team engagement has
been critical in driving excellence on a consistent basis at the site.
The team was shortlisted for the prestigious Kimberley Clark
Golden Service Awards recognising their high level of commitment
to maintaining strong infection control standards on the site for a
continuous 5 year period.
Between 2014-2015 there was a 244 percent increase in Enhanced
Cleans required, and a 134 percent increase in Infected Cleans
required. Our management constantly reviewed rotas, staffing levels
and cleaning processes to manage resource efficiency. And during
this period and prior, the Trust has not had any wards closed to
infection outbreaks for almost six years.
Accident-free
At QAH, our team are proud of the Carillion Certification Award
won in December for having over 1,000,000 hours worked on site
without time being lost due to an accident. And at Darent Valley we
have not had a lost time incident for over 12 months equating to
over 100,000 man hours.
Sault Area Hospital (SAH), Ontario, Canada
With higher than average amounts of snow and ice, combined with
very cold temperatures through the winter months in the Sault Area,
the fresh air intake louvers on the building build up frost rapidly and
block the minimum required fresh air volume. The maintenance
team has to de-ice and clean the louvers regularly, which is done
under extreme conditions posing a high health and safety risk. This
is also a time consuming process. It can take up to two hours to
effectively clean the 24 air intakes, done from inside the air plenum
which can reach temperatures of -30° Celsius. On heavy winter days,
the majority of the day is spent cleaning louvers manually.
Mediclinic, Dubai, UAE
The Carillion Safety culture is embedded in our service teams’
operations in the Middle East too. Since the commencement of
our contract with Mediclinic, UAE in February the Emrill team have
worked closely with the Clinical teams to add great value to their
service delivery by developing and delivering key training and
videos on critical areas such as Needle Stick Injuries, Code Yellow,
Central Sterile Services Department Cleans and Terminal Cleans.
There is strong collaboration between the Emrill team and the
Infection Control teams for Mediclinic’s re-accreditation with the Joint
Commission International (JCI).
During 2015 we made a simple modification to the system programming.
The task can now be completed in minutes with no implementation costs.
Remote capabilities have eliminated the potential of contract penalties
incurred for failing to meet the fresh air requirements.
This idea has the potential to generate significant savings/cost
avoidance and more importantly to reduce health and safety risks
and extend the lifecycle of the louvers.
Barts Health promoting security
Our Barts Health contract is located in a challenging area of East
London. The installation of a new CCTV system has resulted in
persistent offenders being caught following review of evidence.
As part of our Security review we are now trialling a new
accredited Physical Intervention and Restraint training model.
This new model incorporates a higher standard of training, ‘fit for
purpose’ and modelled for the Healthcare environment.
“Mediclinic is committed to quality and safe
care. The cleanliness of our facility is not only
having an impact on our quality and care
standards, but is also playing a major role
in our patient satisfaction (hence our whole
reputation). The Supervisor started under
extremely challenging conditions. In just a few
weeks she has distinguished herself owing to
her enthusiasm and positive approach to her
work resulting in an enormous improvement in
our housekeeping services. She has the ability
to anticipate operational needs and direct her
team to achieve all objectives accordingly.”
Nursing Manager, Mediclinic Dubai Mall
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Our people: Passionate and committed to the patient
Leading People Managing Tasks Programme
Our Health business provides employment opportunities for over
8,000 people globally. In 2015 we launched our Leading People
Managing Tasks Programme in the UK. This programme is a
significant and critically important investment for Carillion Health.
Equality & Diversity at Portsmouth (QAH)
At Portsmouth hospital we have joined our customer in the
Everyone Counts Equality & Diversity initiative. In the first year of
participation we have achieved the Bronze standard and are now
working towards Silver.
Our success depends on effectively leading our teams and
managing daily tasks to support the patient experience. We
provide our Managers and Supervisors with career development
opportunities as they work with client teams and are a critical link
in the patient services care chain.
There are around 1,000 colleagues at the hospital. Portsmouth
Hospitals NHS Trust has itself been shortlisted for a national award
in Equality & Diversity delivery and has also been selected as a
national Partner by the NHS Employers organisation.
The James Cook University Hospital, Middlesbrough, UK
At the James Cook University Hospital our Laundry team won the
Trust’s Star Award for their continuing commitment to providing
the highest level of linen and laundry services to the hospital. This
team also initiated the development of sensory blankets as part of
our special dementia care support programme.
The first step has been understanding personal skills and experience
with a focus on leadership skills and values rather than on technical
knowledge. We ran Development Centres for Carillion Health’s
Managers and Supervisors with line management responsibility.
Participants completed a range of exercises exploring their skills which
provided the insight to produce clear development plans. Long term
success relies on Managers and Supervisors converting training and
development activities into practice. We look forward to the benefits
being seen in 2016.
Winning Awards
A number of our people have been recognised throughout the
year for their contribution to the patient experience. This has
included Carillion values Awards, including a Carillion Services
Quarterly Award winner. Our customers have also celebrated the
outstanding contributions of a number of our people.
“Because of the way we work, we were
quickly recognised as following good practice
when it comes to E&D. We’re hoping we’ll
have our Silver Award early next year.”
Andie Madden,
HR Business Partner, Carillion at the QAH
Silver Medal for The Royal Ottawa Mental Health Centre
(The Royal), Canada
In 2015, we led the hospital engaging in the process of being
recognised as the 2015 Silver medal recipient of the Ontario
Hospital Association’s Green Hospital awards. Our employee-led
team, with the full support of the Senior Leadership, promotes
environmentally sustainable practices. These include energy
saving initiatives, food composting, bicycle compounds to
promote health commuting to and from work. There has been the
installation of a natural gas powered CoGenerator in conjunction
with a 98 percent heat recovery unit that will ultimately lead to a
reduction of 20 percent in the Royal’s greenhouse gas emissions.
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in their community, through initiatives such as volunteering and inspiring young people with work placements.
Jason’s involvement with King Richard School has continued to grow over the past seven years, resulting in him now
being a Senior Governor. Other projects developed by Jason to support students include the provision of work
experience, careers days, engaging students in developing a newsletter and providing live briefs aligned to course
requirements.
Centre for Addiction and Mental Health (CAMH),
Toronto, Canada
In 2015 the Centre for Addiction and Mental Health (CAMH)
in Toronto achieved the highest standard of Accreditation Exemplary Standing, from Accreditation Canada after a rigorous
four year process. This recognises that a facility has taken extra
steps to invest time and resources to meet rigorous standards
set out by Accreditation Canada adopting the three Ps to help
minimize risk and deliver safer care: Policies, Processes and
Practices. Our Services team worked diligently with CAMH during
the four- year long process preparing for the Accreditation Canada
surveyor’s onsite visit.
“On behalf of CAMH I want to thank the
Carillion Services Team for their superb
assistance and participation in our recent
Accreditation Process. The Process resulted
in CAMH receiving Exemplary in providing
high quality service at CAMH by all of our
Stakeholders and our Partners.”
Dean Sabean, Project Director, CAMH,
Infrastructure
Canada’s Safest Employer Award
For the second year running Carillion has received Canadian
Occupational Safety magazine’s Canada’s Safest Employers Award
that recognizes companies for outstanding accomplishments in
promoting the health and safety of their workers.
GROWING WITH OUR BUSINESS
Val Stephenson’s Development Path
Val Stephenson started working at The London Hospital, as it was
then in January 1987 in the Facilities Directorate.
Jason’s Career Adventure
Factsheet
Jason Dowling,
formerly Information
Manager at 
the Queen
Alexandra
“I TUPE
to Carillion at The Royal London Hospital
Volunteered
616Hospital
hours over the
last transferred
seven years
decided to spread his wings in 2015 to
in July 2006 in the role of Performance Co-ordinator. I joined
 Engaged
30 members
of Carillion staff to support the Work
become Improvement
Manager
with
Cleaning in 2008 as Training Manager and went through an
programme
Carillion Alawi inPlacement
the Sultanate
of Oman.
intense period of training in BICSc, ROSPA registered Manual
 2009 – Jason joins King Richard
School
Governing
body.
Handling
Trainer,
IOSH, Food
Safety, Aseptic Cleaning Methods.
“I arrived from the UK with a broad range
I
then
set
up
the
Training
Centre
 2013 – Jason wins Employee Volunteer of the Year Awardat RLH. I moved to Cleaning
of FM experience, focused on ensuring we
Operations in 2012. In October 2014 I was given the opportunity
adopt a consistent company approach to our
to join the Mobilisation Team as Cleaning Lead for Whipps Cross
activities. I have a background in process with a University Hospital. This is a challenging role and I am delighted
keen eye on technology and simplifying management information. I am
that Carillion has provided me with this next step up.”
keen toUP
promote
progress
and improvements jointly achieved on the
KEEP
TO DATE
WITH
SUSTAINABILITY
contract with a large client team. My role entails working daily 1-1 with the
Get
involved
client,
focusingaton Customer service, MI and promoting the customer
www.s
tnlive.infothat are now becoming reality, from what was a very
facing initiatives
through our 2020 sustainability strategy
challenging. I’ve learnt that if you think you are going to adopt a UK
mentality, you’d better get the next plane back to the UK!”
Project SEARCH
Project SEARCH is a unique, business led, one year school-to-work
internship programme for young people with learning disabilities. It
takes place within the workplace and a number of our Health contracts
work with the Project in their local communities. In September 2015
the Project expanded at Barts Health taking on 12 interns at Whipps
Cross University Hospital and six at Mile End Hospital. Roles include:
Main Reception, Portering, Food Stores, Kitchen Assistant to the Head
Chef. Adam Kendall undertook a mentoring programme starting
with Portering followed by a spell in Patient Dining. He is now on our
temporary payroll as a Porter, a job he was extremely keen to do,
following in the steps of his Grandfather and Great Grandfather.
In 2015, Carillion received the Gold Award for Building and
Construction and the Silver Award for Psychological Safety.
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We are committed to delivering services sustainably. For the fourth
year we supported the NHS Sustainability Day Programme of
roadshows across the UK. We celebrated NHS Sustainability Day with
a wide range of activities, including special menus in our restaurants
making recipe cards available for patients, staff and visitors.
FM Supply Chain Sustainability School
Ian Stenton, Head of Sustainability at the Royal Liverpool
supported our Chief Sustainability Officer, David Picton in the
first FM Supply Chain School event held in Manchester in 2015.
Ian outlined how an NHS Trust assesses suppliers’ sustainability
credentials prior to appointment.
Electronic Meal Ordering at Nottingham University Hospitals
NHS Trust (NUH)
At NUH we introduced an electronic tablet meal ordering system
that enables patients to order their meals two hours in advance
of mealtime. Tablet ordering means that patients receive and eat
the meal of their choice increasing nutritional intake. Waste and
energy consumption are significantly reduced as a result.
Impact of Safety Culture
Our Safety initiatives are embedded in our Sustainability
programme. Every time we avoid an accident with a patient, a
member of Trust or Carillion staff we ensure a ‘right first time’
outcome that is better for individuals and for the public purse.
Many of our sustainability engagements in Health this year focused
on local communities including Project SEARCH, Business In The
Community, supporting charity partner Barnardo’s and supporting
our clients’ Charity programmes.
Community Engagement in Dartford
Our dining teams frequently engage in fund raising activities often
on behalf of local hospital charities. At Darent Valley Hospital,
Dartford we celebrated Dementia Awareness Week, with an
afternoon tea party as part of transforming the understanding of
dementia and encouraging people to think and talk about it.
Community spirit in Scotland
Give and Gain Day is the UK's only national day of employee
volunteering. On Friday 15th May the Carillion team from Glasgow
Southern General Hospital brightened up the sensory garden at the
hospital by planting flowers and shrubs they had donated. Patients
can now sit and enjoy the garden. Carillion also ran a MacMillan coffee
morning raising £500 and the team raised £500 at a Christmas Fayre.
Barts Health skips to it
Barts Health celebrated Give & Gain Day by assembling a project
team to work on the Skip Garden at King’s Cross. This mobile
organic urban city allotment on the King's Cross development site
has been created by local partners. The organic garden is divided
into separate skips and focuses on local food production. Local
young people and business employees work together on projects
to improve local sustainability. This is an exciting example of
organic urban agriculture on one of the largest development sites
in Europe.
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Southmead Hospital, Bristol
In May twelve members of the Southmead team ran the Bristol 10K
to raise money for the Hospital Charity. The team sponsored the
charity vests for both Trust and Carillion participants.
Mae mdgacho eukar
Swindon’s Goan community said “Mae mdgacho eukar”
(welcome) to their annual summer festival. Over 3000 people
gathered at the County Athletic Ground for the one-day event
celebrating the best of Goan culture courtesy of the Goan Swindon
Association in an event sponsored jointly by Carillion. Visitors
enjoyed live music and Goan fare included Chorico Pao (Goan
pork sausages), Xacuti (curry with roasted spices and coconut)
and Sorpotel (spicy pork and liver curry). The festival raised
£2,000 towards the construction of a community building.
Portsmouth – Catherine Booth House Project
In July 12 volunteers from our team plus two contractors from
Floratec, completed a Business In The Community (BITC)
Project at Catherine Booth House in Southsea. Catherine Booth
House offers a unique facility by providing temporary furnished
accommodation and housing support for couples with children,
single parent families and pregnant mothers. Staff work closely
with Portsmouth City Council and cater for a wide range of needs,
equipping families with life skills to enable them to maintain a
tenancy.
Carillion cricket day stumps up over £2,000
for Trinity Holistic Centre
Trinity Holistic Centre provides support to patients and their families
affected by cancer and other long term conditions at South Tees
Hospitals NHS Foundation Trust. It also provides wellbeing services
to staff, visitors and members of the public. In August teams from
Carillion and the Centre played a charity cricket match that raised
over £2,280 for the Centre.
John Radcliffe Hospital (JH), Oxford
In Oxford, among the many activities undertaken throughout the year
was a Shoe Box Appeal. The Carillion team kept collection boxes in
each department. Items collected through the Shoe Box appeal from
staff of various departments were donated to the Barnardo’s Charity.
Royal Liverpool University Hospital
We promoted blood donation among our team through emails and
toolbox talks. Steve Norris (IMS Manager) said “I have never given
blood before so didn’t know what to expect. Registering couldn’t have
been simpler, I went to www.blood.co.uk and booked an appointment.
The process was extremely quick. Registration, induction and the
donation itself took less than 30 minutes. Following the donation, I
received a key ring with my blood type printed on it, which could prove
vital in an emergency. I would recommend it to anybody, and can’t think
of a more valuable use of 30 minutes”.
“We are absolutely delighted! We can provide
almost all of our clinics within the centre for a week
with this funding, supporting up to 150 people.”
Heather McLean, Business Manager Trinity
Holistic Centre.
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“Food and nutrition are an essential part
of the care for patients when they are in
hospital. Our team, and that of our supply
partners, have set and are maintaining new
standards for the quality of hospital food.
We are proud to be playing a positive part
in the experience of patients, visitors and
hospital staff.”
Mike Hobbs,
Managing Director, Carillion Health
Hospital Food Standards
Our Dining teams work in conjunction with our Centre of
Excellence with the relevant hospital teams to develop and
maintain a food and drink strategy based around the nutritional
and hydration needs of patients. We are committed to continually
improving our food offer for the whole hospital community.
Through our Supply Chain the team is further developing our
sustainable and local procurement policy for food and services.
share intelligence with clinical colleagues particularly in respect
of ‘red tray’ patients. For example, we will be able to provide ward
teams with data showing that an individual patient is consistently
demonstrating poor appetite through the level of wastage
recorded.
We are also developing a joint staff training programme to ensure
that our staff are reporting wastage and identifying patients
displaying poor appetite. The programme is tailored to ensure
that hospitals and Carillion teams have a closed loop process that
ensures the optimum meal experience for the patient.
In another initiative we introduced coloured water jug lids, using
a different colour lid for the different times of day, to assist in
monitoring the hydration uptake of patients.
With our supply partners we are delivering healthier food into
our hospitals. Our Gold and Bronze Soil Association Certification
at our two largest UK contracts - Nottingham and Barts Health
respectively are a testament to quality. This includes our retail food
offers with healthy, low sugar content selections and with fruit and
vegetables given prominence on counters and at point of sale.
We recently opened fruit and vegetable stalls at St Bartholomew’s
Hospital and Whipps Cross University Hospital where staff and
customers can also have fresh smoothies made to order.
We work alongside clinical colleagues in identifying patients who
require support and assistance with their meals. At Nottingham
University Hospitals NHS Trust we have implemented an
electronic meal ordering system developed from our best practice
model in Canadian hospitals. The tablet based system enhances
interaction with patients, aids meal choice, portion size and
addresses special dietary requirements. We are undertaking
feasibility studies at three contracts to implement the new system,
with a further two sites earmarked. This output will enable us to
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Our Supply Chain
We recognise the push to ensure that locally produced food finds
itself onto our menus and our goal is to achieve a 25 percent local
purchase rate. We are working with our supply chain partners to
source commercially viable producers for our catering teams to
consider. Nottingham is an exemplar of this policy with over 60
percent of its supply chain obtained from local producers.
This integrated process of minimising food waste, nudging the
public towards healthier eating habits and engaging local supply
partners, supports our company-wide focus on delivering
sustainable solutions to our clients. As a sponsor of NHS
Sustainability Day we are proud of our role in actively leading
sustainability initiatives. We are in the process of gaining Marine
Stewardship Council (MSC) and also Red Tractor accreditation for
our Patient Dining menus.
Exploring New Avenues
Our Centre of Excellence is exploring how we can further improve
the patient dining experience by examining best practice in other
markets and healthcare facilities in other countries.
Launch of ‘The Carillion patient dining experience’ brochure
This brochure will be useful for all our customers in providing
a detailed insight into our rigorous operating models and how
we can enhance the patient dining experience in their particular
hospitals.
Innovation demands that we cast aside our ‘doing it as we’ve
always done it’ mentality and challenge clinical and policy makers
as well as our supply chain to think differently and perhaps to
pilot fresh approaches. In UK healthcare, we currently insist on
offering two full hot meals a day as the preferred model. Might it
be a consideration to offer the evening meal as the main meal to
ensure it contains the appropriate nutritional content in addition to
a light lunchtime hot or cold snack?
We are addressing improved regeneration trolleys where food
retains heat for longer and heat levels are pre-set for each shelf
ensuring the appropriate cooking time for each product. With
the ability to switch off shelves not in use, energy usage can be
minimised. Such technology is more expensive to procure initially
than current regeneration equipment but is much cheaper to
maintain and has a significantly longer life cycle than models in
general use in the UK. Hospital procurement teams will be seeking
out sustainable solutions that mean examining the full life cost of
any catering solution.
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Estates compliance
“We marry lean process concepts to drive
efficiencies alongside improved customer
service.
Barrie Harvey,
Chief Engineer, Carillion Health
Barrie Harvey, our Chief Engineer looks at a more intelligent
approach to supporting Trust colleagues achieve Estates
compliance.
The industry has a heritage of measuring compliance through
adherence, or otherwise, to ppm inspection programmes. This is
obviously an essential step but the measure must be confirmation
that an asset is compliant in its current state or that remedial works
have been completed to return the asset to a compliant condition.
We have implemented a compliance system that links to the
requirements of Health Technical Memoranda (HTMs). Over the last
year we have made great progress in implementing this compliance
system. While there is still some way to go in reaching full
mobilisation across all our hospitals, we now have readily accessible
evidence of our compliance status.
The helpdesk also plays a key role in co-ordinating jeopardy
management. This process tracks the end to end process for each
task. Interventions are made to increase the probability of tasks
being closed within the required time. This includes informed
decisions about resource allocation, such as diverting resource
from a routine task to respond to a higher priority task that presents
a safety or availability risk.
Customer Context
The requirement from our customers is for compliance and savings,
and for achieving them now –at the same time ensuring that
maintenance activities do not reduce clinical capacity, which is under
ever increasing pressure.
Over the past year our Engineering Centre of Excellence together with
our Health team has been addressing how we can make improvements
based on the three pillars of the Uptime Institute™: People, Process and
Plant. We have developed a maintenance operating model that we
believe sets a new standard in acute hospital maintenance.
The fundamental basis for the maintenance service is to keep
people safe, keep clinical accommodation available for care and
finally to make sure that minor faults and repairs are not forgotten. In
short maintaining a safe patient care environment and delivering the
service whilst minimising disruption to patient care.
Maintenance Operating Model
Achieving statutory compliance is paramount, but is not a given.
In complex estates the challenges are large. Up to date databases
containing asset registers and histories are essential. During 2015
we have completed asset surveys in the majority of our UK acute
hospitals and this information now provides a robust foundation
against which we are measuring compliance.
repaired. During 2015 we introduced our first intelligent helpdesk at
Southmead Hospital in Bristol – with immediate beneficial results.
For many years helpdesks have been the start point for reactive
maintenance. However, this has predominantly been a call
receiving and call allocation function. The Carillion operating
model is dependent on an intelligent helpdesk based on dynamic
knowledge trees that enable efficiency savings and improve service
performance. This allows helpdesks to undertake structured
prioritisation of tasks, assessment of the need for an engineer to
attend to make safe or, alternatively to provide self-help advice to
the caller. The dynamic knowledge trees help us determine whether
the incident has the potential to impact on availability or whether it
is a more routine fault thus enabling us to assess the speed at which
the task needs to be resolved. Knowledge trees also allow helpdesk
operators to establish specific details of the fault to increase the
probability of achieving a first time fix. If the fault is likely to require
a temporary repair this can be explained in advance to the caller
along with the time in which the issue should be made safe and
Analysis of reactive maintenance tasks has revealed that
80 percent of tasks originate from 10 to 15 groups of issues. We
have forensically assessed each of these categories to define the
nature of the fault, assess the impact on the availability of the space
for clinical care, identify appropriate make safe and temporary
repair interventions, assess the critical spares that need to be held
on site and the requirements for any specialist subcontractors. This
information has been captured in Operational Protocols that are
then agreed with our customer. This approach has had a significant
beneficial impact on service performance and on the understanding
of both engineers and the customer of how the majority of reactive
maintenance tasks will be managed.
The maintenance operating model is an example of how we
innovate on behalf of our customers – how we marry lean process
concepts to drive efficiencies alongside improved customer service.
We are proud of how far we have come in the last year. Our next
challenge is to fully embed our current processes.
12
Estates compliance
Southmead Hospital, Bristol and The James Cook University
Hospital, Middlesbrough
We have invested considerable time during 2015 in establishing a
strong platform for our new Estates Operating Model. A combination
of lean thinking and practice together with a system to monitor and
evidence compliance means that these two hospitals now become
beacons of good practice for our remaining portfolio.
The John Radcliffe (JR) Hospital, Oxford
Alongside the introduction of Pret a Manager as a retail offer at the John
Radcliffe Hospital we have also introduced a new zonal cleaning model.
Zone leaders take ownership for local area client relationships, quality
of services, rosters and budgets. By switching management focus from
delivery by function to servicing the needs of an area we are ensuring
that resources are allocated according to local clinical priorities.
Let’s hear it for Hero Mathew!
Mathew Mundakal has worked as a Patient Services Assistant at The
Queen Alexandra Hospital since 2008 and he is an inspiration as an
ambassador for infection control according to his manager who says:
“He is rarely out of the awards list. His photo was used by the Trust
Infection Control team as an ambassador to promote the cleaning
requirements within the hospital. We have received so many accolades
for him from all areas, and from the staff members he comes in contact
with. He received the first Carillion Hero’s Award given on this site in
2009, he has been nominated for the Trust Chairman’s award and was
proposed for Trust employee of the month in 2010. Mathew promotes
all of the Carillion and Trust values. He has a smile that encompasses
everyone he comes in contact with. He is a credit to himself and a
credit to the Trust and Carillion. He is the model employee for all staff
to aspire to.”
Mediclinic, Dubai, UAE
We deliver Hard FM services to our Mediclinic client and during the
last 11 months we have built a strong relationship with the client. Aside
from our focus on embedding a Safety culture within the clinics we have
also focused on adoption of technology to improve service efficiency
e.g. hand held PDAs to expedite hygiene checks. We have also
adapted Carillion’s survey tools to create an online survey mechanism
with access to the client thereby increasing transparency on our
commitment to high standards of service delivery.
ONE
BODY
LOOK
AFTER IT
The mobilisation of Soft services earlier in 2015 has led to a number of new
initiatives being introduced. Many of these will bring consistency in service
provision across the five hospitals that are managed by Barts Health.
HEALTH
LIKE
SAFETY
Royal Ottawa Mental Health Centre (The Royal), Canada
In construction, Carillion oversees numerous Additional Work
Requests (AWR) for our healthcare clients to address their everchanging infrastructure needs. This year we are developing vacant
space in the building at the Royal Ottawa Mental Health Centre to
install a Positron Emission Tomography - Magnetic Resonance
Imaging (PET MRI) for mental health research purposes. The project
started in July 2015 and will be completed end of February 2016
when the magnet is delivered. The MRI suite will be fully operational
in April 2016.
The opportunity arose during the construction to expand our parking
lot by 96 spaces. Work on the parking lot commenced the first week in
November. Despite the requirement to break through bedrock, install
drainage systems, paving, lining and lighting, we achieved the extremely
fast turnaround, and it became fully operational in December.
13
New projects
Midland Metropolitan Hospital, Birmingham
In 2015 we reached Financial Close on the new Midland
Metropolitan Hospital in Sandwell. The new state-of-the-art hospital,
which will have around 683 beds and 13 operating theatre suites,
has been designed to meet the highest international standards to
support the efficient delivery of high-quality clinical services and the
highest standards of sustainability. The hospital will have a number
of innovative design features, including a fully enclosed Winter
Garden, car parking on the ground and first floors to create a secure
environment for patients and staff, and full separation of clinical
activities and journeys from the public and non-clinical services.
The design and construction process is making full use of BIM
to enhance collaboration of the design team and operators.
Construction commences early in 2016 with the hospital opening
in 2018. Hard facilities services and life cycle maintenance will be
provided by Carillion for 30 years.
14
New projects
Carillion won two new design-build-finance-maintain hospital
contracts in Canada during 2015 - The Saskatchewan Hospital, North
Battleford and Stanton Territorial Hospital. These wins expanded
our Health activities into two new regions, Saskatchewan and the
Northwest Territories. The New Saskatchewan Hospital, North
Battleford and Stanton Territorial Hospital, Yellowknife, Northwest
Territories are 2352kms and 3063kms from Toronto respectively.
The Stanton Territorial Hospital, Yellowknife, Northwest
Territories, Canada
The Carillion Joint Venture Boreal Health Partnership is Carillion’s 9th
hospital development in Canada. Yellowknife is located in the subarctic region of Canada where temperatures frequently reach -30˚C
and where daylight during deep Winter can be as little as 4 – 5 hours
duration.
New Saskatchewan Hospital, North Battleford,
Saskatchewan, Canada
A Carillion Joint Venture was selected by the Government of
Saskatchewan to design, build, finance and maintain the New
Saskatchewan Hospital, North Battleford. This is an Integrated
Mental Health and Correctional facility which will provide support
for offenders living with mental health issues. It will include a 188-bed
replacement and a 96-room correctional facility. Construction started
in August 2015 and on completion services will be provided by
Carillion for a period of 30 years.
The new facility features a floor area of over 280,000 sq. ft. and five
stories with 105 inpatient beds. Outpatient and inpatient services will
include emergency, medical imaging, dialysis, obstetrics, paediatric,
cardio and mental health departments as well as day procedure
and surgery suites. The new facility is being constructed over 38
months and will provide excellent facilities to support the needs of
the residents of the Northwest Territories and the Kitikmeot Region
of Nunavut.
This 30 year deal will see Carillion provide Hard and Soft services to
the hospital once construction is complete.
New Royal Liverpool Hospital, Liverpool, UK
Work continues apace on the new Royal Liverpool due to open in 2017.
Liverpool’s Deputy Lord Mayor, Councillor Roz Gladden took part in the
celebration to ‘top out’ the £335 million building where the construction
phase reached its highest point in December 2015.
Since Carillion began work in February 2014, 1,666 local workers
have been employed on site, with 357 of those workers coming from
areas with high unemployment rates. Ninety apprenticeships and 99
work experience placements have also been provided on site and a
£100,000 Community Fund has been set up to support local groups.
"This is the biggest construction project
that Liverpool has seen for years and is
the start of a massive transformation for
the city. The new Royal and the creation
of the Liverpool Health Campus will
put Liverpool on the world map for life
sciences and give the people of Merseyside
a hospital to be extremely proud of."
Aidan Kehoe, Chief Executive of the Royal
Liverpool and Broadgreen University
Hospitals NHS Trust
15
New projects
To find out more about our services in the
health sector or to discuss how we can support
your organisation please contact:
@Carillionplc
Nuala Gilmartin, Business Development
E: Nuala.gilmartin@carillionplc.com
T: +44(0) 1902 422 431
facebook.com/CarillionUpdates
youtube.com/user/CarillionplcLatest
flickr.com/photos/Carillionplc
CAE0318
Carillion plc
www.carillionplc.com
linkedin.com/company/carillion

Annual Health Review 2015

Transcription

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