FINAL
HealthAMMS Benefits Realisation Model
Date: October 2003
Version 1.1
FINAL
Table of Contents
Output Definition - Benefits ..................................................................... 37
Output Definition – Project Costs ........................................................... 38
Output Definition – Operating Statement Impact.................................... 36
Output Definition – Process Savings Worksheet.................................... 39
SUPPORTING PROCESSES AND PROCEDURES ...................................... 41
DEFINITIONS ................................................................................................... 6
PROJECT APPROACH ...................................................................................... 7
PROCESSES .................................................................................................. 42
ORGANISATIONAL STRUCTURE ....................................................................... 43
Organisational Changes Continued ....................................................... 44
IMPACT OF ORGANISATIONAL CHANGES ......................................................... 45
BENEFITS REALISATION MODEL FRAMEWORK ....................................... 8
APPENDIX A – DOCUMENTATION REVIEWED .......................................... 46
DOCUMENT STRUCTURE AND PURPOSE .................................................. 5
BENEFITS DEFINITION STAGE .......................................................................... 9
Health Asset Management Vision, Strategies and Outcomes ............... 10
NSW Health Asset Management Policies .............................................. 11
Objectives .............................................................................................. 12
Benefits - Tangible Benefits ................................................................... 13
Benefits – Intangible Benefits ................................................................ 14
Benefits – HealthAMMS as an Enabler ................................................. 15
Benefits - Benefit Offsets ....................................................................... 16
COSTS DEFINITION STAGE ............................................................................ 17
Costs Rationale ...................................................................................... 18
One off / Set up Costs ............................................................................ 19
Recurrent Costs ..................................................................................... 20
ASSUMPTIONS .............................................................................................. 21
Benefit Assumptions .............................................................................. 22
Cost Assumptions .................................................................................. 23
ILLUSTRATIONS ............................................................................................. 24
Illustrations - Tangible Benefits Illustration 1 ......................................... 25
Illustrations - Tangible Benefits Illustration 2 ......................................... 26
Illustrations - Tangible Benefits Illustration 3 ......................................... 27
Illustrations - Tangible Benefits Illustration 4 ......................................... 28
WHAT IS THE HEALTHAMMS BENEFITS REALISATION MODEL? ......... 30
INPUT DEFINITION ......................................................................................... 31
Input Definition – General Details .......................................................... 32
Input Definition – Process Details .......................................................... 33
OUTPUT DEFINITION ..................................................................................... 34
Output Definition - Summary.................................................................. 35
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Document Details
Document Number
Version
Date printed
Status
File Name
Registry File Reference
Author
Quality Reviewed
Revision History
Date
Author
04/08/2003 Greg Foley
08/09/2003 Greg Foley
14/09/2003 Greg Foley
30/09/2003 Greg Foley
0.1
1.1
15/02/2016
Final
HealthAMMS Benefits Realisation Model V1-1.doc
00/00
Greg Foley
Denis Comarmond, Richard Pye, James Watson
Version
Initial version
0.3
1.0
1.1
Revision Notes
Updates with Comments from Richard Pye and Denis Comarmond
Updates after review meeting held on 10/09/2003.
Updates after review by Richard Pye and Denis Comarmond
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Acknowledgements
We would like to thank the following people for their involvement and assistance in the preparation of this document.
David Gates
Richard Pye
Denis Comarmond
David Knight
Mark Austin
Kevin Anger
Liam O’Riordan
Director, Asset & Procurement Management, DOH
Director, Asset Management Services, DOH
Principal Project Manager AMMS & PMIS, DOH
Director, Area Facilities Management, HAHS
Manager, Facilities Development & Asset
Management, NEAHS
Area Manager, Asset & Capital Works, IAHS
Asset Systems Manager, SWSAHS
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Strategy
Document Structure and purpose
The development of the HealthAMMS Benefits Realisation Model was identified as a priority in the recent
HealthAMMS mid project review. The aim of this project is to provide a model that can be rolled out to all
Area Health Services. This is to ensure that the benefits to each individual Area are recognised and a
consistent approach to the calculation of benefits is applied.
Benefits Realisation Model Develpment
Strategy
Benefits Realisation Model Framework
This document covers the HealthAMMS Benefits Realisation Model
Development project. This comprises the following:
Definitions
A glossary of terms used in the document
Project Approach
An overview of how the project was conducted
What is the HealthAMMS Benefits Realisation Model?
Supporting Processes and Procedures
Benefits Realisation Model Framework
Definition of the Benefits Realisation Model including Vision, benefits,
costs and assumptions.
What is the HealthAMMS Benefits Realisation Model?
Includes inputs and outputs of the Benefits Realisation Model.
Supporting Processes and Procedures
Identify processes and procedures that need to be implemented as
part of the HealthAMMS project.
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Strategy
Definitions
AHS – Area Health Service
Aperture – Space Management application
Aperturisation – A process that includes the need to draw CAD polyline around each distinct space on a separate layer in a final CAD
drawing and its upload to the Aperture application.
HealthAMMS – NSW Health Asset Management and Maintenance Systems.
Maximo – Maintenance application.
HealthAMMS Benefits Realisation Framework – The qualitative description of the vision, policies, objectives, benefits, costs and
assumptions for the HealthAMMS Benefits Realisation Model.
HealthAMMS Benefits Realisation Model – The quantitative description of the benefits and costs associated with the implementation of
HealthAMMS.
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Strategy
Project Approach
NSW Health has commenced its HealthAMMS project.
The Benefits Realisation Model Development was conducted over a 5 week period, with
information sourced from existing documentation and interviews with key personnel.
The following is a brief summary of the key stages:
1. Review Supplied
HealthAMMS
Documentation
2. Conduct meetings
With key personnel
3. Document, Analyse
and Produce Benefits
Realisation Model
CostDisplacementeMP
NSWHealth
Details/
Assumptions
ProcessingCostBenefits
NSW
NSW HealthAMMS
HealthAMMS
2003/04
$
2004/5
$
2005/6
$
2006/7
$
Year0
Year1
Year2
Year3
4. Deliver Narrative
And Model
2007/8
$
NSW
NSW HealthAMMS
HealthAMMS
Year4
Productivitygainscanbeused
inothervalueaddedactivities
1CurrentStateProcessingCosts
2FutureStatePostHealthAMMS
TotalEstProcessingBenefit(1)-(2)
ProbabilityofBenefit
76,533
44
76,489
BaseLine
FutureState
RiskAllowance
Documentation
Documentation
Total
90%
0
0
0
0
90%
0
0
0
90%
0
0
0
Benefits
Benefits
Realisation
Realisation
Model
Model
90%
68,840
0
0
0
64,000
80,000
288,000
432,000
64,000
80,000
288,000
432,000
64,000
80,000
288,000
432,000
64,000
80,000
288,000
432,000
OtherBenefits
$ExtendingtheLifetimeofFixedAssets
$ExtendingtheLifetimeofPlantandEquipment
$MaintenanceCosts
$OperationsCosts
Final
Final Report
Report
SubTotal
ProbabilityofBenefit
RiskAllowance
Total
TotalBenefits
• Review Documentation
including
• HealthAMMS
documentation
• NSW Health strategies
• NSW Governement
strategies
0
0
864,000
864,000
864,000
864,000
80%
691,200
760,040
80%
691,200
691,200
80%
691,200
691,200
80%
691,200
691,200
• Meetings conducted with
•
Document.
o DOH personnel
•
Analyse
o Four operational
HealthAMMS Areas
•
Produce Model
Final
Final Report
Report
•
Synthesised
outcomes from all
analysis sources.
•
Produced Benefits
Realisation
Narrative and
Model.
• Full list of documentation can
be found in Appendix A of this
report
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Benefits Realisation Model Framework
The Benefits Realisation Model Framework stage identifies HealthAMMS vision, benefits, costs and
assumptions for the HealthAMMS Benefits Realisation Model.
This document covers the Business Model Definition stage of
HealthAMMS Benefits Realisation Model Development project. This
comprises the following:
Benefits Definition
Identify the vision, objectives and benefits.
Costs Definition
Identify the one-off setup and recurrent costs.
Assumptions
Identify assumptions used in identifying benefits and costs.
Benefit Illustrations
Identify sample scenarios, assumptions and the expected benefits
derived through implementing HealthAMMS. The illustrations have
been identified during the discussions with the 4 Area Health
Services that have HealthAMMS operational.
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Benefits Definition Stage
The benefits that are defined in this stage are applicable to the Area Health Services. The benefits enable the
Area Health Services to support the NSW Health Asset Management vision and the relevant NSW Health and
Government policies.
Benefits Definition
Project
Definition
Vision
Policies
Objectives
Vision
Identify NSW Health vision for Asset Management and Maintenance.
Policies
Identify the applicable NSW Government and Health policies.
Objective
Identify the objectives associated with the implementation of
HealthAMMS.
Benefits
Benefits
Identify tangible and intangible benefits of implementing
HealthAMMS. This section also deals with identifying benefits where
the implementation of HealthAMMS will enable additional benefits to
be gained.
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Health Asset Management Vision, Strategies and Outcomes
The overriding Health vision sets a whole of Health commitment to proactive and best practice Asset
Management. The strategies identify how the vision is to be achieved and finally, the outcomes are the
desired results of the strategies.
Vision
Vision
Better Asset Management for better Health Services.
All appropriate Department of Health purchases and payments for maintenance,
operations and repair to be made on-line, by electronic means, by 30 June 2002.
Strategies
Asset Management and Performance Monitoring Frameworks
Capital Charge within Corporate Real Estate Model
Knowledge Systems, Performance Information and Skills Development
Outcomes
Alignment of assets to support service needs
Commercially oriented and active asset portfolio management
Maintenance backlog addressed and/or effectively managed
Sustainable asset management practices in place
(Source: NSW Health Strategic Asset Management Plan (State Plan) 2002 – 2011)
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NSW Health Asset Management Policies
Asset Management within NSW Health is guided by the NSW Government policies. The policies
identified below directly impact and guide the Health Asset Management strategies.
Applicable POLICIES
NSW Premier’s Department’s Strategic Management Framework
The Financial Management Framework for the General Government Sector (FMF) published by Treasury
The Total Asset Management Guidelines (TAM 2000) issued by the Department of Commerce (developed by the
Government Asset Management Committee)
The Department’s asset management framework supports the Government Action Plan for Health, which is leading the
change process in health service delivery. All aspects of the reform program contribute to a demonstrable service delivery /
asset management linkage.
Obligations under Occupation Health and Safety legislation and other legislative and statutory codes and standard are
recognised and are considered in asset maintenance management
The Department’s asset management and maintenance practices are cognisant, within resource limitations, of its obligations
under the Heritage Act 1977 and as detailed in the NSW Heritage Office Information Series publication, Minimum Standards
of Maintenance and Repair.
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Objectives
The purpose of the high level objectives are to provide tangible and intangible outcomes derived from
the implementation of HealthAMMS.
OBJECTIVES
It is envisaged the HealthAMMS system will provide:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
The necessary tools to efficiently and effectively manage the facilities and asset maintenance requirements for the area/state.
A user friendly system that informs and minimises time demands on resources for maintenance tasks
Enabling identification and prioritisation of backlog maintenance
Information to monitor assets thereby allowing performance benchmarking
Information to allow strategic resource allocation for maintenance requirements
Information to support property maintenance strategies including:
a. Property Management and tracking
b. Lease portfolio management
c. Costs Distribution (Capital Charging)
d. Projects (including refurbishments and relocations)
e. Internal and external space management (including usage and planning)
Analytical tools to allow testing of alternative strategies
A comprehensive database to assist in the development and monitoring of asset performance measurement indicators and resource utilisation information
Information to support asset management strategies, planning, costing, budget allocation, budget monitoring, service delivery planning, evaluation of efficiency
and effectiveness and strategic planning
A flexible, responsive and easy to use report generating facility
An easy to use system that is responsive to inquiries and that allows appropriate access to data
Savings through improved operational effectiveness and extended longevity of existing assets by more effective maintenance
Effective compliance of legislative requirements for maintenance services
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Benefits - Tangible Benefits
The purpose of the Tangible Benefits is to itemise the measurable outcomes for the HealthAMMS
implementation at an Area Health Service.
TANGIBLE BENEFITS
Quantifiable by $ value
1. Achieving recurrent cost savings through
1.1.
Improved operational efficiencies in Maintenance
1.2.
Improved operational efficiencies in Operations
2. Achieving capital cost savings through
2.1.
Increase longevity of existing assets through risk management techniques and more effective maintenance
2.2.
Optimised investment in new assets
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Benefits – Intangible Benefits
The purpose of the Intangible Benefits is to itemise the outcomes for the HealthAMMS project at an Area
Health Service that may not be able to be quantified.
INTANGIBLE BENEFITS
Compliance
1. Compliance with Whole of Government and Health Asset Management Policy, Strategy and procedures
2. Facilitate compliance to relevant legislative and regulatory requirements (eg Biomedical, Fire Safety Systems, medical gases)
Asset Management
3. Integration of Asset Management related security, business controls, OH&S policies and activities
4. Provides information to enable improved identification of security and OH&S trends (eg Duress alarm failures)
5. Improved security and business control for asset management functions
6. Will facilitate one Asset Management system from commencement of planning for new assets through to asset disposal
7. Support the introduction of capital charging an other asset management initiatives
8. Standardise asset management processes across all of NSW Health
9. Enable asset maintenance strategies to be proactive (including trend analysis and planned maintenance) rather than reactive
Service Delivery
10. Freeing up of Health Services personnel time to enable staff to concentrate on core activities
11. Focus asset management staff on more strategic and value adding tasks
12. Improved decision making in relation to total asset management
13. Facilitates common training and support programs
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Benefits – HealthAMMS as an Enabler
The implementation of HealthAMMS will provide tools to enable each AHS to better manage Asset
Management and Maintenance functions. This may result in a Tangible benefit being gained by the AHS.
During the Implementation Planning Study each individual Area will need to determine if the benefits
identified can and should be quantified.
HealthAMMS aims to provide consistent, defined data of good quality that is easily accessible and governed by standard
processes. This will enable the Area Health Services to:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
Base management decisions and prepare forward works programs and budget on relevant information
Support decision making in regard to OH&S
Ensure strategic allocation of resources across an area
Highlight areas for improvement and greater control through better data gathering and reporting on expenditure
Better match assets and the services they support
Improve accountability for allocated maintenance funds
Ensure that allocated funds are used efficiently and effectively
Enhance economies of scale through the accumulation and scheduling of work orders
Track and manage the status of work orders from request through to completion
Streamline the administration and maintenance management procedures via electronic workflow
Ensure the HealthAMMS system is expandable to enable interfaces to and from current and future applications
Monitor asset performance
Benchmark engineering services across and area and the whole state
Reduce the level of manual ad-hoc reporting and improve data management
Reduce work order cycle times
Reduce inventory levels and costs
Perform asset condition assessment to be performed during the data collection exercise
Determine and maintain a complete and accurate asset inventory for asset maintenance purposes
Re-using or disposing of under-utilised or surplus assets
Improved practices against benchmarks
Identifying non-capital, non-asset solutions for the provisions of services and facilities
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Benefits - Benefit Offsets
The purpose of the Benefit Offsets is to itemise the areas where the Tangible and Intangible Benefits
may be offset when implementing HealthAMMS at an Area Health Service.
BENEFIT OFFSETS
1. The effort and cost involved in the Change Management process should be recognised
2. Increased operational complexity in the initial implementation of HealthAMMS. It is envisaged that this will reduce over
time.
3. Increased administration during initial implementation. It is envisaged that this will reduce over time. For example the
setting up of new users, linking business users to the appropriate profile, ensuring that the profiles are updated, delegation
authority maintenance and work order filtering maintenance
4. People will need re-skilling.
5. Potential for the asset management processes to be more efficient which may lead to an increase in pressures on other
processes (eg Accounts Payable)
6. Adoption of consistent standards and common numbering systems. For example, common set of Maintenance Accounting
codes, a common asset numbering and identification system
7. Cost of potentially restructuring the operational areas to a centralised asset management approach within each Area
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Costs Definition Stage
Costs Definition
Project
Definition
The costs definition model highlights the rationale behind the costings,
the components that make up the one off / setup and recurrent costs.
Rationale
One – Off / Setup
Recurrent
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Costs Rationale
The rationale behind the costing structure is to minimise the investment required of the individual Area Health Services for the
HealthAMMS systems. This has led to the development of the centralised implementation of Maximo and Aperture at HDOC.
There has also been significant effort spent on creating the guidelines, processes and procedures for all facets of the
HealthAMMS implementation. The creation of this common documentation enables each individual Area to learn from
previous Areas experiences and potentially improve them. The individual Area does not have to ‘reinvent the wheel’.
The savings that can be made by the Area Health Service are not restricted to the Asset and Maintenance areas and
functions.
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One off / Set up Costs
This section identifies the type of costs to be incurred during the setup of the HealthAMMS systems.
The one-off / setup costs areas for the implementation of HealthAMMS are:
IPS
The implementation planning study which must be completed prior to commencing the
implementation
Software
The license fees for the Maximo and Aperture products
Hardware (HDOC)
The costs associated with setup of the hardware and infrastructure at HDOC. Including Local
Desktop purchases.
Data Collection
This is an amount that is to be used for collection of data to be input to Maximo and Aperture.
Local Report Development
An amount for any report development specific to the Area.
Custom Enhancements to
This amount is for enhancements / development which is required in the HealthAMMS system for
HealthAMMS
an individual Areas specific requirements
Aperisation of Plans (CAD
During the setup process all paper plans and CAD drawings must be converted into a format
Drawings to Aperture format)
suitable for Aperture. This amount is to fund this process.
Training
The amount for training of users and administrators.
Telecoms
An amount that may be needed to upgrade communications between the Area and HDOC
Support
The implementation of Maximo and Aperture will require support from a centralised area.
PIR
Post Implementation Review
The following may be required at each AHS, this will depend on the implementation strategy decided by each Area. The costs for each
role to be performed during the implementation will need to be included.
 Project Manager
 Business Analyst
 Change Management
 CAD Developer
 Data Entry
 IT Support
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Recurrent Costs
This section identifies the type of recurrent costs to be incurred during the ongoing operation of
HealthAMMS.
The recurrent costs for HealthAMMS are:
Software
Hardware (HDOC)
Local Report Development
Training
Telecoms
Support
The ongoing license fees for the Maximo and Aperture products
The costs associated with ongoing maintenance and license fees for the hardware and
infrastructure at HDOC
An amount for any report development specific to the Area.
There may be an ongoing training requirement.
An amount that may be needed to upgrade communications between the Area and HDOC
The ongoing costs of the centralised Help Desk facility
Additionally, the following roles may be required at each AHS for the continued operation of HealthAMMS.
 HealthAMMS Administrator
 IT Support
There may also need to be an amount allocated for enhancements/developments to HealthAMMS that are specific to an Area Health
Service.
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Assumptions
Assumptions
Project
Definition
Benefit
Assumptions
Cost Assumptions
Benefit Assumptions
 Identifies any assumptions relating to the determination of the
benefits documented
Cost Assumptions
 Identifies any assumptions relating to the determination of the costs
documented.
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Benefit Assumptions
.
Estimates of benefit have been extremely conservative to ensure that the expectation of the whole of Area picture is not overstated.
Analysis of the current asset management and maintenance process, values and volumes, and cost of process will be determined during
the Implementation Planning stage for each Area. This sample set of information collected from the four operational sites has then been
used to estimate the level of improvement possible in like AHS to estimate the benefit that may be achieved.
The process that needs to be followed to determine what the benefits for each AHS is:
 Documentation of current process costs
 Analysis of current maintenance spend
 Application of the process costs, analysis of the current maintenance spend and design of the HealthAMMS to the Benefits
Realisation model.
The value of benefits identified will vary between each AHS and may not be realised in changes to the bottom line. As an example,
savings in maintenance costs for extending the life of an asset may be offset by the additional replacement cost and may outstrip any
benefits realised.
Estimates of the value of benefits to be gained from implementing HealthAMMS have been conservative.
The value of any benefit derived in the initial year has been excluded from the HealthAMMS Benefits Realisation Model.
The real value of the benefits to be derived from a HealthAMMS implementation will not felt for a number of years as the Asset
Management and Maintenance areas utilise the information provided by HealthAMMS to manage their business in a more effective way.
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Cost Assumptions
.
All internal labour costs are to be included in the cost figures.
The application of RDF has not been included in the model.
The level of each cost item is to be determined as appropriate for each area separately.
The initial implementation costs have been excluded from the calculation of the processing benefit value in the implementation year of
the HealthAMMS Benefits Realisation Model.
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Illustrations
This section provides example illustrations of how the tangible benefits have been calculated under four differing
scenarios. The benefits illustrations have been included as examples and the figures used are indicative only.
Illustrations
Project
Definition
Benefit Illustration
1 – Work Order Request
Benefit Illustration 2 – Work Order Requests Follow-up
Benefit Illustration 3 – Data Collection for Reporting
Benefit Illustration 4 – O & M Data Entry
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Illustrations - Tangible Benefits Illustration 1
This illustration is provided to illustrate how the value of a tangible benefit is calculated. It is based on
specific scenario with conservative assumptions outlined below.
Illustration 1 – Work Order Requests
Scenario
A work order request is to be raised for equipment breakdown.
Assumptions
The current process is a manual paper based system and the time taken to complete this task is 15 minutes to complete the
form, put it in an envelop and send through the internal mail.
The future HealthAMMS process through Maximo is electronic and takes 5 minutes to complete the online form.
The person competing this task is on an hourly rate of $30 which is an annual salary of approximately $60,000
The Area Health Service is a medium sized metropolitan area with 20,000 breakdown requests per year.
Calculations
The difference between the current process and the HealthAMMS process is 10 minutes.
For each individual transaction that represents a savings of $5 in process costs.
With 20,000 per year the total savings for the Area Health Service is $100,000 per year.
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Illustrations - Tangible Benefits Illustration 2
This illustration is provided to illustrate how the value of a tangible benefit is calculated. It is based on
specific scenario with conservative assumptions outlined below.
Illustration 2 – Work Order Requests Follow-up
Scenario
A work order request has been raised for equipment breakdown and the person who raised the request would like to know the status.
Assumptions
The current process is a telephone call is placed to the maintenance section to find out where the work order is up to. Only one call is
required and the call takes 5 minutes. The total time for the process is 10 minutes as there is some one in maintenance attending to the
query.
The future HealthAMMS process through Maximo is electronic and an online enquiry takes 5 minutes to complete for one person.
The both people completing this task are on an hourly rate of $30 which is an annual salary of approximately $60,000
The Area Health Service is a medium sized metropolitan area with 20,000 breakdown requests per year.
Only 50% of the total work order requests raised require a follow-up.
Calculations
The difference between the current process and the HealthAMMS process is 5 minutes.
For each individual transaction that represents a savings of $2.50 in process costs.
With 20,000 work orders raised per year and 10,000 of those requiring follow-up, the total savings for the Area Health Service is
$25,000 per year.
The experience of one of the areas interviewed is that the introduction of Maximo has lessened the need to follow-up as the engineering
department are responding more quickly to the user requests.
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Illustrations - Tangible Benefits Illustration 3
This illustration is provided to illustrate how the value of a tangible benefit is calculated. It is based on
specific scenario with conservative assumptions outlined below.
Illustration 3 – Data Collection for Reporting
Scenario
Each month there are operational reporting requirements on Asset Management and Maintenance from each of the Areas.
Assumptions
The current process is that data is to be collected from the finance, asset, and maintenance areas. The data is then collated distributed
for review and finally submitted. The collection of the data would involve one person from each area for one day. The process needs to
be completed 12 times a year.
The future HealthAMMS process through the PMIS is electronic and the data is available at all times.
The people completing this task are on an hourly rate of $30 which is a daily rate of $230 and an annual salary of approximately
$60,000
Calculations
The cost for the current process is 3 days X $230 = $690 per month
$690 X 12 = $8280 per year
The future process costs will be negligible.
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Illustrations - Tangible Benefits Illustration 4
This illustration is provided to illustrate how the value of a tangible benefit is calculated. It is based on
specific scenario with conservative assumptions outlined below.
Illustration 4 – O & M Data Entry
Scenario
A new facility or a significant upgrade to an existing facility is to be built. Once the building has been commissioned the operations and
maintenance procedure manuals need to be entered into Maximo.
Assumptions
The current process is the data is manually entered from the manuals supplied by the builder. The total time for the process is one
person full-time for 6 months.
An alternate process is to have the paper plans scanned, these are passed to a draughtsman to have the layers added, then returned to
the Area for loading in Aperture and manual updating.
The future HealthAMMS process through WEBFM is electronic and the data is loaded directly into Maximo. There may need to be one
administrator assigned to ensure the data is loaded.
The people completing this task are on an hourly rate of $30 which is an annual salary of approximately $60,000
The data to be entered is for a 300 bed hospital.
Calculations
The manual process would cost approximately $30,000
The alternate process would cost $10,000 plus the internal area costs for the effort of loading and updating the data in Aperture.
The future HealthAMMS process costs would be minimal.
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Strategy
What is the HealthAMMS Benefits Realisation Model?
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Strategy
What is the HealthAMMS Benefits Realisation Model?
The Benefits Realisation Model Definition stage identifies NSW HealthAMMS vision, benefits, costs and
assumptions for the HealthAMMS Benefits Realisation Model.
This section covers the definition of the spreadsheet for the
HealthAMMS Benefits Realisation Model. This section comprises the
following:
Inputs Definition
 Identify the inputs to the HealthAMMS Benefits Realisation Model.
Output Definition
 Identify the outputs of the HealthAMMS Benefits Realisation
Model.
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Input Definition
The inputs to the benefits realisation model are defined in this section.
There are two broad categories of information required for input to the Benefits realisation model. The categories are:
 Replacement values of assets
 Asset Management and Maintenance processes.
Samples of the input worksheets are shown in the following pages.
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Input Definition – General Details
HealthAMMS Benefit Realisation Input
Name: NSW Health
Enter the Fin year end project commences
NSW HEALTH REQUIREMENTS
2004
Enter the following parameters for benefits calculations
2003
2004
2005
2006
04
2003/04
$
Year 0
05
2004/5
$
Year 1
06
2005/6
$
Year 2
07
2006/7
$
Year 3
Note
Estimated Replacement value of Fixed Assets
% Increase in Replacement Value over time
Estimated Life of Asset
% Estimated Value of Extending Life of Existing Fixed Asset
200,940,000
221,034,000
243,137,400
267,451,140
50
1.00%
50
1.00%
50
1.00%
50
1.00%
20,000,000
22,000,000
24,200,000
26,620,000
10
1.00%
10
1.00%
10
1.00%
10
1.00%
1.000%
1.000%
1.000%
1.000%
1.000%
1.000%
1.000%
1.000%
10%
Estimated Replacement value of Plant and Equipment
% Increase in Replacement Value over time
10%
Estimated Life of Asset
% Estimated Value of Extending Life of Existing Plant and Equipment Assets
% Estimated Reduction Maintenance Costs
% Estimated Reduction Operations Costs
% Change in Maintenance transactions over time
10%
Probability of Process Improvement Benefits
Enter the probability of obtaining benefits
90%
90%
90%
80%
80%
80%
Replacement values of assets
The total asset portfolio has been broken into two groups
1. Fixed assets
2. Plant and Equipment
For each of these categories we need the total
replacement value, the average life expectantancy of the
asset, the % increase in value over time and the % benefit
that will be gained.
Probability of Improved Asset Longevity
Enter the probability of obtaining benefits
Current State BaseLine
Based on the No of Errors Estimate % impact
Based on the No of Maintenance & Enquires Estimate % impact
1%
10%
Post HealthAMMS Implementation
Based on the No of Errors Estimate % impact
Based on the No of Maintenance & Enquires Estimate % impact
1%
5%
Errors Estimate
The % of errors occurring during the processes is to be
estimated.
Project Outlays
Project Outlays Years 0 & 1
IPS (Implementation Planning Study)
Software (Maximo & Apperture)
Hardware (HDOC)
Data Collection/Conversion
Local Report Development
Custom Enhancements to HealthAMMS
Apperisation of Plans
Training
Change Management Costs
Internal Project Resources
A
Post Implementation Review
Total
$278,500
40,000
31,500
37,000
60,000
10,000
0
30,000
50,000
0
0
20,000
278,500
0
0
0
0
0
20,000
34,000
0
0
Project Costs
The initial setup and recurrent costs are entered in the
general details input worksheet.
Ongoing Outlays Year 1-6
Software
Heardware
HealthAMMS Adminstrator
Enhancements / Development - HealthAMMS
B
Confidence Level
The % confidence level of achieving the benefits is to be
entered.
20,000
34,000
0
0
20,000
34,000
0
0
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FINAL
Input Definition – Process Details
Process Cost Estimates
Process
Activity
Pre Reform
Minutes
Cost
4
$1.83
Asset Procurement
Allocate Asset Number
2
$0.91
Data entry into oracle
6
$2.74
Register Asset
4
$1.83
Order Received and distributed
6
$2.74
Data entry of Asset datasheet
2
$0.91
Invoice forwarding for matching
22
$10.06
Total
5
$2.29
Asset Disposal
Complete Disposal form
2
$0.91
Distribute Disposal Form
15
$6.86
Action Disposal
22
$10.06
Total
5
$2.29
Asset Transfer
Complete Transfer form
2
$0.91
Distribute Transfer Form
15
$6.86
Action Disposal
22
$3.20
Total
3
$1.37
Work Request Generation
Raise Work Request
1
$0.46
Authorise Request
5
$2.29
Deliver Request
1.5
$0.69
Data Enter Completion Details
10.5
$1.37
Total
2
$0.91
Purchasing
Raise PO
2
$0.91
Recieve PO
0
$0.00
Invoice Payment - Maximo
2
$0.91
Invoice Payment Oracle
6
$1.83
Total
5
$2.29
Work Request Follow-up
User Phone Call
5
$2.29
Maintenance staff follow-up
10
$4.57
Total
0
$0.00
0
$0.00
0
$0.00
0
$0.00
Total
2100
$959.96
Data Collection for Operational1.5
Reporting
FTE for one week (7 hours a day)
30
$13.71
Review and confirm
2130
$973.67
Total
5
$2.29
Issue Inventory
Issue Stock
0
$0.00
5
$2.29
Total
30
$13.71
Reporting
Produce Status Reports
0
$0.00
Step 2
30
$13.71
Total
Post AMMS
Minutes
Cost
0
$0.00
2
$0.91
2
$0.91
4
$1.83
2
$0.91
0
$0.00
10
$4.57
3
$1.37
0
$0.00
5
$2.29
8
$3.66
3
$1.37
0
$0.00
5
$2.29
8
$1.37
1
$0.46
0
$0.00
0
$0.00
1
$0.46
2
$0.46
2
$0.91
1.5
$0.69
2
$0.91
2
$0.91
7.5
$1.60
1
$0.46
0
$0.00
1
$0.46
0
$0.00
0
$0.00
0
$0.00
0
$0.00
0
$0.00
0
$0.00
0
$0.00
2
$0.91
0
$0.00
2
$0.91
3
$1.37
0
$0.00
3
$1.37
Cost
Per / Min
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
Asset Management and Maintenance Processes
For each of the current Asset Management and
Maintenance Processes the information required is the
process name, the steps within each process, the time
taken for each step, who performed each step and the cost
of the resource performing each step.
The information is required for each of the desired Asset
Management and Maintenance Processes envisaged to be
implemented with HealthAMMS. There may be some
processes which are performed currently but are no longer
relevant in HealthAMMS. These processes are to be
included with a zero time estimate. This is to allow
comparison of the current situation to the expected
HealthAMMS processes.
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
$0.46
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FINAL
Output Definition
There 5 worksheets produced as output of the HealthAMMS Benefit Realisation Model. The worksheets are:
 Summary
 Summary OS Impact (Operating Statement Impact)
 Benefits
 Project Costs
 Process Savings Worksheet.
Samples of the output worksheets are shown in the following pages.
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Output Definition - Summary
HealthAMMS Benefit Realisation
Name:
NSW Health
2003/04
$
Year 0
2004/5
$
Year 1
2005/6
$
Year 2
2006/7
$
Year 3
2007/8
$
Year 4
2008/9
$
Year 5
Current Process Cost
Future Process Cost
Process Benefit after Confidence Level applied
667,091
0
0
372,401
94,591
250,029
372,401
94,591
250,029
372,401
94,591
250,029
372,401
94,591
250,029
372,401
94,591
250,029
372,401
94,591
250,029
2,901,497
567,546
1,500,173
HealthAMMS Investment
278,500
124,000
124,000
124,000
124,000
124,000
124,000
1,022,500
0
126,029
126,029
126,029
126,029
126,029
Yearly Cost Savings
2009/10
$
Year 6
126,029
800,000
700,000
600,000
500,000
Current Process Cost
Future Process Cost
400,000
300,000
SUM
$
477,673
Yearly Cost Savings
The yearly costs savings attributable to the HealthAMMS
implementation is calculated as the current process cost
minus the future process cost minus the HealthAMMS
investment.
Graph 1
Graph 1 shows a direct comparison between the current
processing costs and the post HealthAMMS
implementation costs.
200,000
100,000
0
2003/04
2004/5
2005/6
2006/7
2007/8
2008/9
2009/10
Graph 2
Graph 2 compares the yearly cost savings to the
HealthAMMS investment.
300,000
250,000
200,000
Yearly Cost Savings
HealthAMMS Investment
150,000
100,000
50,000
0
2003/04
2004/5
2005/6
2006/7
2007/8
2008/9
2009/10
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FINAL
Output Definition – Summary Operating Statement Impact
Operating Statement Impact HealthAMMS
NSW Health
2004/5
$
Input
Year 1
2003/04
$
Details/
Assumptions
Depreciation Rates
20%
20%
20%
20%
20%
20%
20%
25%
25%
25%
25%
(Insert rows and copy
formulas as required)
Cost Increments
Project Costs - Hardware Y0
Project Costs - Hardware Y1
Project Costs - Hardware Y2
Ongoing Costs - Hardware Y3
Ongoing Costs - Hardware Y4
Ongoing Costs - Hardware Y5
Ongoing Costs - Hardware Y6
Project Implementation Cost Y0
Project Implementation Cost Y1
Project Implementation Cost Y2
Project Implementation Cost Y3
Ongoing Costs
Year 0
Year 2
Year 3
Year 4
Year 5
Year 6
7,400
0
0
4,000
50,375
0
50,375
0
0
0
72,700
72,700
50,375
0
0
0
72,700
0
0
0
72,700
0
0
72,700
0
72,700
37,000
0
0
16,000
12,000
8,000
4,000
201,500
0
0
0
436,200
57,775
130,475
130,475
134,475
88,100
84,700
88,700
714,700
63,608
144,451
69,968
158,896
76,965
174,786
84,662
192,265
93,128
211,491
102,441
232,640
490,771
1,114,529
208,059
77,584
77,584
228,865
98,390
98,390
251,751
117,276
117,276
276,926
188,826
188,826
304,619
219,919
219,919
335,081
246,381
246,381
1,605,300
890,600
890,600
50,375
Cost Decrements MRO acq
Process Cost displacement
Other Benefits
0
-57,775
-57,775
Total
Total Expenses Incr/(Decr)
Total Operating Impact without CPI
2006/7
$
7,400
0
0
7,400
0
7,400
Total
2005/6
$
Operating Statement Impact SCHEDULE
SUM
2009/10
2008/9
2007/8
$
$
$
$
7,400
0
0
4,000
4,000
0
0
4,000
4,000
4,000
0
4,000
4,000
4,000
4,000
The operating Statement impact identifies the impact of the
capital expenditure and expected benefits over the lifetime
of the benefits realisation timeframe.
It also graphs a comparison between the amortised costs
and all benefits.
400,000
350,000
300,000
250,000
200,000
Costs
Benefits
Net effect
150,000
100,000
50,000
0
-50,000
1
2
3
4
5
6
7
-100,000
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FINAL
Output Definition - Benefits
Cost Displacement HealthAMMS
NSW Health
Details/
Assumptions
Processing Cost Benefits
2003/04
$
2004/5
$
2005/6
$
2006/7
$
2007/8
$
2008/9
$
Year 0
Year 1
Year 2
Year 3
Year 4
Year 5
Productivity gains can be used
1 Current State Processing Costs
2 Future State Post HealthAMMS
Total Est Processing Benefit (1)-(2)
Probability of Benefit
in other value added activities
Base Line
Future State
372,401
94,591
277,810
Risk Allowance
Total
90%
0
372,401
94,591
277,810
90%
372,401
94,591
277,810
90%
372,401
94,591
277,810
90%
372,401
94,591
277,810
The benefits worksheet itemises the value of the benefits
to be derived from the HealthAMMS implementation.
This worksheet also applies the confidence level entered in
the general details sheet to ensure the benefit figure
calculated is not overstated.
90%
250,029
250,029
250,029
250,029
250,029
64,000
80,000
288,000
432,000
64,000
80,000
288,000
432,000
64,000
80,000
288,000
432,000
64,000
80,000
288,000
432,000
64,000
80,000
288,000
432,000
864,000
864,000
864,000
864,000
864,000
80%
691,200
941,229
80%
691,200
941,229
80%
691,200
941,229
80%
691,200
941,229
80%
691,200
941,229
Other Benefits
$ Extending the Lifetime of Fixed Assets
$ Extending the Lifetime of Plant and Equipment
$ Maintenance Costs
$ Operations Costs
Sub Total
Probability of Benefit
Risk Allowance
Total
Total Benefits
0
0
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FINAL
Output Definition – Project Costs
The project costs worksheets itemises the project costs
over the benefits realisation timeframe.
COST OUTLAYS HealthAMMS
NSW Health
Funds Required
2003/04
2004/5
$
$
Depreciation Rates
Acctng
Method
Year 0
PROJECT COST SCHEDULE
Year 1
2005/6
$
2006/7
$
2007/8
$
2008/9
$
Year 2
Year 3
Year 4
Year 5
Both the initial and recurrent costs are included to give a
total costs picture.
Project Implementation Hardware
Hardware (HDOC)
20%
SL
Total
37,000
37,000
0
0
0
0
0
40,000
31,500
60,000
10,000
0
30,000
50,000
0
0
20,000
0
0
0
0
0
0
0
0
0
0
241,500
278,500
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
40,000
34,000
0
0
5,000
20,000
25,000
40,000
34,000
0
0
5,000
20,000
25,000
40,000
34,000
0
0
5,000
20,000
25,000
40,000
34,000
0
0
5,000
20,000
25,000
40,000
34,000
0
0
5,000
20,000
25,000
0
278,500
124,000
124,000
124,000
124,000
124,000
124,000
124,000
124,000
124,000
124,000
Project Implementation Costs
IPS (Implementation Planning Study)
Software (Maximo & Apperture)
Data Collection/Conversion
Local Report Development
Custom Enhancements to HealthAMMS
Apperisation of Plans
Training
Change Management Costs
Internal Project Resources
Post Implementation Review
25%
25%
25%
25%
25%
25%
SL
SL
SL
SL
SL
SL
25%
SL
Total
Total Project Implementation
Ongoing Costs
Software
20%
Hardware
HealthAMMS Administrator
Enhancements/Developments - HealthAMMS
Training
Telecoms
Support
Total
Total Outlay
SL
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FINAL
Output Definition – Process Savings Worksheet
Note
Manual Volume-reform
Asset Procurement
Asset Disposal
Asset Transfer
Work Request Generation
Purchasing
Work Request Follow-up
10.05667814
10.05667814
3.199852136
1.371365201
1.828486935
4.571217337
0
973.6692928
2.285608669
13.71365201
6.856826006
8.228191207
Data Collection for Operational Reporting
Issue Inventory
Reporting
1% Error Handling
10% Maintenance and Enquires
Process Total
Note
HealthAMMS Implemented
Asset Procurement
Asset Disposal
Asset Transfer
Work Request Generation
Purchasing
Work Request Follow-up
Data Collection for Operational Reporting
Issue Inventory
Reporting
1% Error Handling
5% Maintenance and Enquires
Process Total
Unit Cost
Unit Cost
2003/04
Volume
2004/5
Volume
Value
500
50
50
13000
6500
3000
12
12
3500
12
26636
26636
79908
2003/04
Volume
$5,028
$503
$160
$17,828
$11,885
$13,714
$0
$11,684
$8,000
$165
$1,826
$21,917
$92,709
2004/5
Volume
Value
4.571217337
3.65697387
1.371365201
0.457121734
1.599926068
0.457121734
0
0
0.914243467
1.371365201
2.742730402
3.199852136
0
0
550
55
55
14300
7150
3300
13
13
3850
13
29300
29300
87899
0
0
550
55
55
14300
7150
3300
13
13
3850
13
29300
29300
87899
Value
0
$5,531
$553
$176
$19,611
$13,074
$15,085
$0
$12,852
$8,800
$181
$2,009
$24,108
$101,980
Value
0
$2,514
$201
$75
$6,537
$11,439
$1,509
$0
$0
$3,520
$18
$804
$4,688
$31,305
2005/6
Volume
0
605
61
61
15730
7865
3630
15
15
4235
15
32230
32230
96689
2005/6
Volume
0
605
61
61
15730
7865
3630
15
15
4235
15
32230
32230
96689
Value
0
$6,084
$608
$194
$21,572
$14,381
$16,594
$0
$14,138
$9,680
$199
$2,210
$26,519
$112,178
Value
0
$2,766
$221
$83
$7,191
$12,583
$1,659
$0
$0
$3,872
$20
$884
$5,156
$34,435
2006/7
Volume
0
666
67
67
17303
8652
3993
16
16
4659
16
35453
35453
106358
2006/7
Volume
0
666
67
67
17303
8652
3993
16
16
4659
16
35453
35453
106358
Value
0
$6,693
$669
$213
$23,729
$15,819
$18,253
$0
$15,551
$10,648
$219
$2,431
$29,171
$123,396
Value
0
$3,042
$243
$91
$7,910
$13,842
$1,825
$0
$0
$4,259
$22
$972
$5,672
$37,879
2007/8
Volume
0
732
73
73
19033
9517
4392
18
18
5124
18
38998
38998
116993
The process savings identifies current process costs and
future process costs based on estimated volumes.
The volumes can be altered on a year-by-year basis for
each of the individual processes.
2007/8
Volume
0
732
73
73
19033
9517
4392
18
18
5124
18
38998
38998
116993
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Strategy
Supporting Processes and Procedures
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Strategy
Supporting Processes and Procedures
The final step of the HealthAMMS Benefits Realisation development process is to detail potential new or
changed processes, procedures and organisational changes to support the model.
The deliverables of the recommended Processes and Procedures
are:
Processes

Identify the recommended approach to the benefits realisation
work for HealthAMMS.
Organisational Structures

Identify the recommended organisational structure for Health to
support the HealthAMMS project.
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Processes
The processes that are recommended to be put in place to support HealthAMMS are detailed in this
section.
Processes
1. Help Desk procedures
This procedure would outline the process an end user needs to follow to obtain support on HealthAMMS. The
helpdesk must be able to field questions ranging from ‘I have forgotten my password’ to ‘What do the priorities in
Maximo mean’ in the one place. Hand off of calls to another person of department must be minimised.
2. Enhancement and Development Change Management Process
This procedure would outline the process an end user, administrator or manager of an HealthAMMS implementation
needs to follow to get changes to the HealthAMMS implementation made.
3. Benefits Realisation Calculation Guidelines
This procedure would outline when the value of the realised HealthAMMS Benefits is to be calculated.
4. Benefits Realisation Monitoring Reporting process
This procedure would outline the processes and timing of how the benefit realisation reporting from the areas is to
be performed.
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Organisational Structure
Recommended approach for changes to a current AHS organisational structure to support HealthAMMS.
Organisational
1. Asset and Management Group responsible for

Development of the general design, principles and procedures

Organising and managing the centralised systems at HDOC

Assist the implementation of HealthAMMS into the AHS
2. Support Group responsible for
 HealthAMMS Help Desk
 Central point for collection of incidents
 Central point of collection for enhancements
3. Program Office responsible for
 Program governance
 Project standards, monitoring and reporting
 Financial standards and monitoring
4. Site Administrators responsible for
 Day to Day administration of HealthAMMS for each AHS
5. Amalgamation of business units
 The implementation of HealthAMMS will enable the amalgamation of business units within each area
 The business units that may b combined are Asset Management, Asset Register and Maintenance
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Organisational Changes Continued
Recommended approach for changes to the current Health organisational structure to support
HealthAMMS. Continued
Organisational Continued
6. Change Management Group responsible for
 Communication – plan, communication packs, co-ordination of message
 Training – Identification of requirements, training packs, training logistics, conducting training
7. Asset Management and Maintenance Leadership Group responsible for
 Maintenance and enhancement of the General Design, principles and procedures
 Review, agreement, prioritisation and approval of HealthAMMS enhancements
 Validation and review of the benefits realisation over time
8. Asset Management and Maintenance Intelligence Analysis responsible for
 Development of the PMIS system
 Analysis of Asset Management and Maintenance Intelligence on a whole of Health and individual AHS basis
 Recommendations to the individual areas and the Department on trends and analysis
9. Asset and Maintenance Managers User Group responsible for

Information sharing

Documentation of common issues

Communication forum amongst the Area Health Services
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Impact of Organisational Changes
The organisational changes identified above would affect the following areas within the NSW Health
organisation.
AREA
AMMS Project Group
Change Management Group
Support Group
Program Office
Site Administrators
AMMS Leadership Group
AMMS Intelligence Analysis
AMMS Managers User Group
HealthAMMS
Project


Health
Wide
AHS










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FINAL
APPENDIX A – Documentation Reviewed
The documents reviewed for this project are:





















Strategic Asset Management Plan (State Plan) 2002 -2011
Generic HealthAMMS Implementation Plan
Hunter Health Implementation Planning Study (IPS)
New England Implementation Planning Study (IPS)
NSW Health Strategic Asset Management Framework
NSW Health Asset Management Indicators: Key Performance Indicators
Asset Management and Maintenance System – Business Case and Economic Appraisal
Business Requirements Report – HealthAMMS Report
Statewide HealthAMMS Steering Committee – HealthAMMS Budget Report
HealthAMMS Project – Delivery of space related, asset and maintenance data for new capital works
Health Information Exchange (HIE) Project – Asset Management Feed
PMIS Proof of Concept
HealthAMMS – BioMedical perspective March 2003
Asset & Procurement Management Directorate Asset Management Services – Agenda item 4.3 Process for Engagement of Remaining Sites
Project Report for the HealthAMMS Project
Basic Concept of HealthAMMS
Portfolio Management Information System Working Group – Terms of Reference
HealthAMMS and BioMedical Issues
NSW Health – Terms of Reference for Consultancy Services to Implement Asset Management Technologies for NSW Health – Request for
Quotation under NSW Contracts ITS 2036
HealthAMMS Data Collection for Capital Works Projects
NSW Health – Capital Charge Implementation Guidelines Capital Charge User Manual
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FINAL
End of Report
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