Registration - Open from 9:00 am - Closes at 11:00 am

All delegates must complete their registration process before the 11:00 AM cut-off time. Please arrive in a timely manner to allow for registration and to avoid any inconvenience. Delegates who arrive after the registration deadline will be refused entry to the event.

We appreciate your cooperation in helping us maintain the event's schedule and ensuring that everyone can fully participate in the Estates Conference. If you have any questions or require assistance, our event staff will be available to assist you with the registration process.

Thank you for your understanding, and we look forward to an insightful and productive event together!

Chairs Opening Address (Confirmed)

Within this presentation, we will look into the New Hospital Program and the plans put in place to deliver major healthcare projects in England through world-class healthcare facilities that incorporate innovation and collaboration.

Estates & Facilities Panel Debate focuses on strengthening the workforce responsible for NHS infrastructure management. Experts will explore recruitment, training, tech integration, safety, sustainability, collaboration, and future readiness.

Key Points:

• Workforce Resourcing & Development
• Technology Integration
• Health & Safety Compliance
• Sustainability & Environment
• Collaboration & Communication
• Future Trends & Preparedness
• Patient-Centric Environments
• Funding & Investment

Panellists:

• Stephanie Rowe, Head of Facilities, Pennine Care NHS Foundation Trust (Confirmed)
• Matthew Smith, Associate Director of operational Estates and Engineering, University Hospitals Leicester NHS Trust (Confirmed)
• James Fee, Group Sales Director, first Response (Confirmed)
• Warren Duffy, Head of Operations (Estates & Facilities), Organisation: Leeds & York Partnership NHS Foundation Trust (Confirmed)

Case Study - Equans

Morning Break & Networking

Chairs Morning Reflection (Confirmed)

Case Study - CU Phosco Lighting

In a world where lighting efficiency is ever more important, as well as products that are built to last or can be reused or repurposed, Matt and Paul will take the audience through the technical and commercial opportunities that are available for estates management professionals.  Matt and Paul will address the steps needed, and options available, to support your journey to net zero.

Case Study - First Response

Exploring how First Response Group’s trusted security and facilities management solutions help ensure healthcare environments are welcoming, safe and accessible for patients, visitors and staff.

Transition planning at Royal Wolverhampton NHS Trust

The NHS contributes around 4%-5% to the UK carbon emissions and has committed to achieving net zero in 2040 for its direct emissions and 2045 for indirect emissions. If this commitment is not turned into tangible actions to deliver actual progress towards decarbonising the NHS, it risks becoming a mere public relations exercise. A net zero transition plan provides a clear set of practical steps to turn net-zero ambition and commitments into concrete actions across a range of areas within an organisation and track its progress. In this session, Janet will focus on the Estates Transition Plan including:

• Transition Plan:  Why? What? And How?
• Role of data
• Leadership and governance
• Challenges and opportunities

Case Study - Scutum UK

With the NHS under pressure to achieve more with fewer resources yet provide a critical role, Scutum Digital Solutions offer a scalable digital building platform to digitalise, manage and optimise building operations with different lifespans and systems – on a single platform.

The range of easy-to-use self-service reporting applications such as ‘Energy Manager’ which will provide amongst other features GHG Scope 1 & 2 reports and ‘Fire Manager’ that provides easy access to life safety fire system maintenance progress and real-time condition data, are essential tools to support NHS Estates in their statutory and regulatory compliance duties.

Lunch & Networking

Chairs Afternoon Address (Confirmed)

Case Study - Pogo charge

In this presentation, we'll delve into the practicalities of introducing EV charging infrastructure to NHS sites in the UK. Common challenges such as funding limitations and space constraints will be discussed, with a focus on creative solutions that are both accessible and forward-thinking. The presentation aims to highlight the transformative benefits of integrating EV charging solutions within the NHS, envisioning a future where sustainability meets healthcare.

For the past decade, the Social Value Act has given public authorities a legal responsibility to contribute to the social, environmental and economic sustainability of their communities and society as a whole.

The need to adhere to recent legislative shifts in procurement, combined with the NHS’s ambition to become the world’s first net zero health system, has placed social value high on the list of ‘must dos’ for those working in and with health and care systems.

In this session, Becky will focus on the integral role that estates can play in a partnership approach to social value including:

• The opportunity of using the NHS estate to fully enable the integration of Voluntary, Community, Faith and Social Enterprise (VCFSE) organisations.
• Balancing the need to bring in revenue against operating more sustainably.
• Carbon currency and how the estate is key to delivering this.

This project demonstrates the delivery of some of the key recommendations of the Fuller Report from an estates perspective.

NHS Property Services partnered with ICB, GP Federation, PCNs, and Acute and Mental Health Trusts to reuse underutilised healthcare space and to support the creation of a neighbourhood hub.

The facilities benefit 22,000 patients who will receive an enhanced range of services near where they live. Social prescribing and the community café are being used by a wide range of services and charities and allow local people to create support networks and potentially reduce loneliness and social isolation.

The range of services offered continues to expand and a second site development is now being considered.

Key Learning Points:

1. Strategic Engagement and Agreement - Agreeing a joint strategic objective at the beginning and Senior engagement and leadership at CCG/ICB, Provider and NHSPS.
2. Neighbourhood Services – development of facilities for local services, re-use of existing assets, system collaboration.
3. Effective Communication - Good communication is maintained throughout the development and delivery phase.
4. Partnering - Trust between teams meant an acceptance of some risk and the ability to proceed with construction and this resulted in earlier delivery.
5. Using scarce capital – Minimising capital costs, using proceeds from NHSPS disposals.

Canapés, Drinks and Networking

End of day