Asset Strategic Planning

Asset Strategic Planning Dr Stephen Christley The objectives of Asset Strategic Planning include:  Preparation of a consistent and dynamic Asset Strategic Plan  Planning the configuration of assets and facilities to meet current and future health care needs effectively  Enable informed decision making based on a collection of consistent base data set of key assets (condition, functionally and compliance)  Development of a consolidated Asset Strategic Plan to guide future capital investment and in the case of Health, to feed into a State-wide Health Corporate Strategic Plan and to meet the Total Asset Management requirements of Government. In regards to NSW Health Strategic Asset Planning, Area Asset Plans are to have: A Preliminary overview of major asset requirements within each AHS based on findings of Area healthcare service plans  A 10 year time horizon  AHS capital investment proposals should be within State-wide Asset Acquisition Limits  First required by June 2006.  Been submitted to Treasury in August 2006 Underpinning the preparation of a State-wide Asset Strategic Plan, Asset Audits are in progress (some have been completed):      The aim of the audit is to capture consistent Statewide Strategic asset base information to facilitate and inform the preparation of more robust Area Strategic Plans Audit of key sites within each area health service Information collected at Site, Building, Floor and Health Planning (HPU), w Level HPU with area occupied (m2), asset condition, compliance and functionality Develop a web-enabled data capture tool within Health Facility Briefing System (this is not yet live for access by AHS yet) The methodology and data capture process was successfully trialled at Children’s Hospital Westmead. Statewide Asset Strategic Plan     The strategies and capital investment outcomes of the individual Area ASPs will be consolidated into a State-wide Asset Strategic Plan This will inform the overall health forward investment strategy and assist with the prioritisation of projects across the State Forms the basis of NSW Health TAM plan required by Treasury Feeds into NSW Health Corporate Strategic Plans and Health Services Corporate Strategic Plans. For NSCCAHS  Reorganisation of Area Health Services Corporate Support Services includes the restructure of Corporate & Clinical Support to incorporate an organisational structure to deliver the AHS’s input into the AHS Asset Strategic Plan, feed into the State-wide Asset Strategic Plan and best adapt to Corporate Support reform and future capital charging  Area-wide approach looking at best utilisation of space. Changes due to:  Services Strategies  Demand  External and policy issues  financial and workforce constraints on Services Strategies Corporate and Services Delivery Objectives Strategy and Constraints Change due to asset Implication Examine Options for Services Delivery Non Asset Solutions Establish Assets Required for services Existing Asset Performance & Capacity Appropriateness of Existing Assets Portfolio Masterplan & Environmental Issues Investigate and analyse Options to address gaps Asset Management Plan New Investment Management plan for existing assets Disposal Plan Analyse against service objectives, strategy and constraints IMPLEMENTATION Some Challenges ASP – over $1,600 million over 10 years  NSW Health 500 + 100 + 200  Recurrent Budget   State-wide  Investment/re-investment  Service Models  NSCCH Northern Beaches  SRP RNS Small Hospitals