CNWL NHS Foundation Trust

CNWL NHS FOUNDATION TRUST

ESTATE STRATEGY

Overview

The Estates team wanted to challenge the Trust on the number of sites, buildings and space being occupied. With 110 assets on over 90 sites across 8 London Boroughs, the Trust were under enormous pressure to produce year on year savings as part of their Cost Improvement Programme.

Client Requirement

The client wanted to bring a commercial challenge to the portfolio, and having carried out a 10-week strategic review of the clinical and non-clinical estate with clinical leads, we identified the potential to improve occupational density and utilisation figures as well as introduce new ways of working and ultimately rationalise the property portfolio. Analysis of existing property data was undertaken and comparisons drawn against relevant industry benchmarks.

Our Approach

The project identified the potential to reduce the property portfolio by 31% and property footprint by 23%, through measures such as intensification of the accommodation by re-planning and the introduction of more relevant work settings to support the implementation of agile working. We also considered key locational drivers and operational demand profiles in order to establish potential consolidation opportunities.

Benefits

The outcome was to lower property operating costs by c42%. Through this review, the team were also able to identify a 15% reduction in energy consumption. In additional work we also helped CNWL to realise the benefits highlighted in the strategic review including relocating their headquarters building to a more cost effective and appropriate location, rationalising several properties in Brent and further properties in Westminster. 

Headquarters Relocation

The lease for the Trust’s existing headquarters in central London was due to expire and having already provided insight into the decision by the Trust to relocated to multiple sites, iPWC were asked to provide Relocation Project Management Services.

The challenge was to relocate over 400 people, reusing existing furniture which had to be dismantled, reconfigured and relocated to the three new buildings and integrated with new furniture as well whilst kept fully operational. The moves were scheduled across several weekends in a phase way to avoid business disruption including in and out of hours moves.

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