chp business plan 2015_16_summary

Community Health Partnerships Business Plan Summary2015-2016Estate Solutions to deliver the Five Year Forward View

Parkview Centre for Health and Wellbeing, White City, London

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Community Health Partnerships Business Plan Summary 2015-2016 www.communityhealthpartnerships.co.uk

CHP Priorities

Priority 2 / Ensure excellence in our primary and community healthcare estate

" Portway Lifestyle Centre is fantastic, a real bonus for the community. The combination of health and leisure services with special facilities for people with disabilities must rank among the best in the country."

Steve Eling, Deputy Leader, Sandwell Council

Priority 4 / Drive savings for the NHS "�We’re�helping�to�reduce�NHS�running�costs�and�drive�significant� system savings from the estate, by getting the best value from the buildings in the way they are used and the cost of delivery."

Antek Lejk, Executive Director, CHP

Priority 5 / Exceed customer expectations" The CHP way is to work consistently together to exceed our customers’ expectations."

John Bacon, Chair, CHP

Priority 1 / Help improve local estate planning

" CHP is helping us to develop a business case for the Government, specifying the cost of regenerating existing buildings from which we can provide our new neighbourhood-based services."

Simon Wootton, GM CCG Estates Lead, Greater Manchester NHS

Priority 3 / Deliver PPP for the NHS estate " CHP is working with commissioners, local partners, the Department of Health, the 49 LIFT companies and the private sector to build investment in the NHS by accessing public�capital�and�private�finance."

Ben Masterson, Acting Deputy Director, Procurement, Investment and Commercial Division, Department of Health

Meeting the Challenges of the Five Year Forward View

The NHS faces unprecedented challenges to meet the health needs of the population at a price that is affordable for tax payers

The task of those responsible for healthcare estate is to ensure that NHS infrastructure meets this challenge. At Community Health Partnerships (CHP), we aim to play our part by being a centre of excellence in the provision and management of primary and community-based estate. CHP is focused on managing the LIFT Public Private Partnerships (PPP) portfolio and helping every health and social care system to improve and integrate their services by delivering the most cost effective and best value space for patients.

CHP is 100 per cent owned by the Department of Health and is committed to achieving the goals of NHS England’s Five Year Forward View (FYFV) which sets out a clear sense of purpose and the context for the future of the community and primary healthcare estate.

The organisation has a strong record of adding value to the NHS, offering a unique blend of professional property, development and commercial skills and experience in infrastructure development, partnering and innovation spanning across England in the health, PPP and local government sectors.

CHP is totally focused on customers. We work with commissioners, trusts and local government, alongside other sectors including investors, developers, housing, regeneration and government departments, to drive better health outcomes, new investment, innovation, cost efficiency and quality.

Our Business Plan sets out five priorities:

First, to provide a quality and valued Strategic Estate Planning Service to the NHS that contributes to the Five Year Forward View.

Second, to provide best quality, well-used, and cost effective primary and community healthcare estate.

Third, to ensure that the public sector shareholding in the LIFT PPP is effectively managed and continues to expand investment in primary healthcare and community estate across England.

Fourth, we are working to help drive significant system savings for the NHS that can be reinvested in patient care and community wellbeing.

Finally, perhaps our most important priority is to be a high performing, customer and service delivery-focused organisation that exceeds our customers’ expectations.

We look forward to continuing to work with you to drive efficiencies and improve patient care.

John Bacon CB, Chair, CHP

Dr Sue O’Connell, Chief Executive Officer, CHP

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" Studying estate utilisation in, for example, North Manchester is highlighting numerous buildings – many underused – that could provide bases for these closer-to-home services. In the longer run, I want to examine utilisation across all of Greater Manchester’s public sector, including the NHS, libraries, leisure centres, schools, police and the fire service. We could develop the public sector equivalent of LateRooms.com, with centralised booking facilities for meeting rooms, thus maximising use of the Greater Manchester estate.

But, first, we are building on what the Strategic Estate Groups have been doing. We need help developing a business case for the Government’s forthcoming Comprehensive Spending Review, specifying the cost of regenerating existing buildings from which we can provide our new neighbourhood-based services. Getting that estate right will make our devolved NHS work better for patients - and within our budget.

Greater Manchester’s devolved NHS faces a £1.1bn annual deficit, unless it achieves more for less."

Simon Wootton, the GM CCG Estates Lead for Greater Manchester NHS and Chief Operating Officer, North Manchester CCG

Priority 1 / Help improve local estate planning

To support health economies in making best use of buildings and land

Our team of estate professionals will advise local areas in assessing and delivering estate for changing models of care

Commissioners, Local Authorities and partners say they need a more strategic approach to the planning and use of public sector estate, according to recent independent research for the Department of Health and NHS England. CHP, alongside NHS Property Services, is therefore providing a new strategic estate planning service. It brings local stakeholders together and helps plan best use of their assets so they can fast-track vital improvements in community and primary care facilities as they strive to implement the Five Year Forward View. We are helping Commissioners, NHS bodies, local trusts, councils and other public sector organisations to gather together into Local Estate Forums (also known as Strategic Estate Groups) to develop and implement plans.

A Strategic Estate Adviser for every CCG

CHP will provide each CCG area with a named expert ‘Strategic Estate Adviser’. Our Advisers, help to optimise use of local buildings, reduce running costs and identify estate requirements that spring from service commissioning plans, as well as developing plans for longer term change. Their support can facilitate disinvestment from surplus sites to help generate capital receipts, as well as freeing up land for new housing and extra care facilities.

CHP has established this team of professionals, located across the country, to provide dedicated, independent help, free of charge, to every local health economy. Our expert advisers can help CCGs get started and source funding. They have data and mapping tools for robust planning, plus, access to a supporting network of approved specialists. Our connections in NHS England and the Department of Health can help tackle obstacles to change. Already 66 individual Local Estate Forums are being actively supported by CHP.

Laying foundations for Greater Manchester NHS devolution

CHP has helped Greater Manchester’s 12 CCGs each develop a Strategic Estates Group (SEG), the area’s version of a ‘Local Estates Forum’ (LEF). In North Manchester CCG, for example, we funded utilisation studies showing that modern primary care centres have considerable scope for accommodating additional services – utilisation rates averaged 59% for clinical space. Under-utilisation was costing the public sector over £900,000 annually in wasted space.

There’s a fantastic opportunity to move services out of ageing infrastructure into up-to-date facilities while saving money. For example, it’s now clear where the CCG could locate four bases for district nursing teams plus palliative care services in community settings closer to patients’ homes. This groundwork in strategic estate planning across the 12 CCGs offers a good foundation for conurbation-wide thinking as Greater Manchester takes on its devolved responsibilities for health and social care.

Building the next level

" CHP has been supporting strategic estates planning across Greater Manchester that has unlocked unused resources to bring services closer to patients and save money."

Neil Grice, CHP Local Area Director

Wigan

Bolton

Rochdale

Salford

Trafford

Oldham

Bury

Tameside and Glossop

Stockport

North Manchester

Central Manchester

South Manchester

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Priority 2 / Ensure excellence in our primary and community-based estate

To provide commissioners and tenants with high quality facilities

We aim to offer the highest quality, best utilised, most cost effective, modern, valued primary and community estate in the NHS

CHP is responsible for 304 integrated health and well-being centres, has 1255 individual tenants and provides 865,000 square metres of high quality, value for money and well-run accommodation for patient services. CHP’s first national survey of tenants, carried out in 2014, reported positive levels of satisfaction with our services as landlord and also with the estate as a place to work and deliver integrated patient focused services from. During the coming year, our focus will be to ensure that our estate is used to its full potential both in terms of the delivery of services for patients and cost effectiveness to reduce overall estate costs. New approaches to managing these centres will reduce any unused and unbooked space, measures that should yield considerable savings for commissioners.

GP services, leisure and rehabilitation facilities all under one roof in Sandwell

A new GP surgery, a fitness suite, a large multi-purpose activity hall, a hydro-therapy pool for rehabilitation, a sensory room, climbing wall and a café are all now provided under one roof at the iconic £18m Portway Lifestyle Centre in Sandwell. A life trail for gentle exercise has been created for reablement.

Affordable collaborative care and housing at the heart of London community

West London residents, facing high rates of childhood obesity, stroke and lung cancer, are benefitting from a state-of-the-art complex that combines wide-ranging health services with private and affordable housing units, a mini-supermarket and pharmacy. The £28m Parkview Centre for Health and Wellbeing, in White City, includes four GP surgeries transferred from out-of-date premises into flexible, modern consulting suites, alongside dental care, child development and a speech & language therapy unit, diabetes care and heart services. More than 170 affordable and private residential units have been built into the complex.

Parkview Center for Health and Wellbeing, White City, London

Nelson Health Centre, Merton, LondonPortway Lifestyle Centre, Sandwell, West Midlands

" We are proud to be associated with this brilliant building. Its state of the art facilities will make a real difference to the lives of all its able-bodied and disabled users."

Simon Murphy, Chair, Sandwell LIFT Company

" This couldn’t be a health facility with housing added on top. The housing was as big a part as anything else. That’s something CHP and the LIFT Company recognised and supported from day one."

Joanna Hartnett, Senior Project Manager at Notting Hill Housing

" When we were planning the development, we really wanted to focus on offering residents high quality, seamless care from hospital to home, with the patient at the heart of it all. We worked hard to develop the right mix of on-site services to help people understand and manage their own conditions, as well as treating new conditions."

Adam Doyle, Chief Officer and formerly Director of Commissioning and Planning at NHS Merton CCG

Hospital, GPs and ageing services all linked close to sheltered housing

Integrating primary, acute and community services - while bringing them closer to home - for older people has been a key factor in developing the new £14m Nelson Health Centre in Merton. This new development brings together not only two GP practices, but outpatient clinics including rheumatology, orthopaedics and cardiology, as well as an Older Peoples’ Memory Clinic plus outpatient physiotherapy and podiatry and Holistic and Rapid Investigation services (HARI). Close to sheltered housing, these services have a new broader remit to support a wider age group of those having complex needs and diabetic eye screening.

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Priority 3 / Delivering PPP for the NHS estate

To support investment in health and social care estate

New facilities are building on the LIFT PPP programme’s £2.5bn investment in health and social care centres across England

CHP will continue to focus on its role as guardian, investor and public sector expert in the field of Public Private Partnerships. We are working with local partners and the 49 LIFT Joint Venture companies to deliver innovative, cost effective new investment in key healthcare infrastructure, helping to achieve the aims of the Five Year Forward View.

Independent research published in 2014 by CHP found that the LIFT PPP programme has, in its first 10 years of operation, made a significant contribution to improving life in many of England’s most deprived communities. There are now 23 major investors in the LIFT programme, which, as the market matures, is seeing a shift from developers to longer-term, secondary institutional investors. More healthcare schemes are being developed as PPP LIFT Companies continue to work for their local NHS customers. A further £50m of investment is expected over the next two years.

Among latest PPP funded buildings to be completed are the Nelson Health Centre in Merton (see page 7) and the QEII Hospital in Welwyn Garden City (below). And the £1m capital works programme to support the Widnes Urgent Care reconfiguration will - when complete in summer 2015 – deliver significant savings and health outcomes for the NHS (see page 11).

New investments

Welwyn Garden City integrates acute and primary care as new hospital unlocks surplus estate

The new £30m Queen Elizabeth II Hospital in Hertfordshire opened in May 2015 and will significantly improve healthcare in and around Welwyn Garden City. The South East Midlands LIFT Company, Assemble Community Partnership Limited, led on the co-location and integration of acute clinical services including diagnostic and therapy provision with more traditionally primary care services such as a Walk-in Centre and pharmacy. Construction is beside the current QEII Hospital site and aims to unlock out-dated surplus estate and capital

Birmingham Dental Hospital and School of Dentistry

Investment

Improved capacity to provide

quality services

Improved healthand community

services

Reduced and changing demand

for health and community services

Improved local economic, social and environmental

conditions

Improved health of local population

" By promoting greater service integration through collaboration with CCGs, local authorities, health and wellbeing boards, trusts and other local partners, projects like the Queen Elizabeth II Hospital are meeting the challenge to improve the utilisation of the estate and generate efficiency savings."

Alan Pond, Director of Finance, Herts Valley CCG and Local Public Sector Director for Assemble

Queen Elizabeth II Hospital, Welwyn Garden City

New Birmingham Dental Hospital and School of Dentistry replaces ageing facilities

A new £50m Birmingham Dental Hospital and School of Dentistry on the old Pebble Mill studios site is taking over services previously provided from ageing facilities at the St Chad’s, Queensway site. The purpose of the development is to create modern, fit-for-purpose facilities to continue to provide a wide range of dental services for the people of the West Midlands. As an integral part of the University of Birmingham’s School of Dentistry, it also supports undergraduate and postgraduate dental education.

This new four storey Edgbaston development, the new Edgbaston Medical Quarter, is led by Birmingham Community Healthcare NHS Trust, partnering with the University of Birmingham and BaS LIFT. It will deliver the same range of services currently provided at the St Chad’s Queensway site, which is more than 50 years old.

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Priority 4 / Drive NHS system savings

To unlock value in England’s health and social care estate

CHP is focused on helping to support system savings, freeing up capital for reinvestment and new land for housing

We’re helping to reduce NHS running costs and drive significant system savings from the estate, by getting the best value from the buildings in the way they are used and the cost of delivery.

CHP is doing this by supporting our customers to develop Local Estate Strategies that drive system improvements and support service transformation as well as releasing capital from buildings that are no longer fit for purpose. Savings is one of the outcomes from Developing Local Estates Strategies (SEP).

The savings will be delivered through a mix of large system reconfiguration projects and smaller, localised activities, for example:

Unlocking potential systems savings and reducing A&E attendances in Widnes

An under-used health centre in Widnes is being turned into an Urgent Care Centre, so that local people have a real alternative to attending the nearest A&E, which is eight miles away. Some 25 rooms on the top floor of the health centre have been used until now as offices or for administration. This space is being turned over to clinical use with a welcoming reception, day beds, X-ray facilities with leaded rooms, imaging and ultrasound facilities, diagnostics and an on-site pharmacy. The new centre - set to open in summer 2015 - will save the health system £150,000 a year and cut A&E attendances by almost a quarter over five years.

Dave Sweeney, Transformation Lead, Halton CCG and Borough Council is convinced that taking a strategic approach to the use of NHS estate from a commissioning perspective has been key to moving the project forward and that this approach has long been overlooked by CCGs. Through this work with Renova and CHP, Dave commented that his ‘eyes were opened’ as to how the CCG could integrate commissioning with estate planning and delivery to ensure the estate is used in the most efficient way, is not a drain on resources, and improves patient care.

Widnes Urgent Care Centre

Boston House Health Centre, Wigan

making the best use of the existing NHS estate and ensuring that high quality buildings are fully occupied

minimising the cost of running those buildings

disposing of buildings that are no longer fit for purpose

driving a strategic and joined-up approach to the planning of future investment in the estate

developing new commercial solutions to reduce costs and deliver ongoing improvements in value for money

" We had the opportunity to reduce unwanted NHS estate, reconfigure the remaining space and improve patient care, and that just made perfect sense to me. We came together very quickly, set our stall out and established our joint vision."

Dave Sweeney, Transformation Lead, Halton CCG and Borough Council

Estate-wide review in Wigan improves patient choice, increases utilisation of existing premises and drives cost savings

As part of a borough-wide QIPP review of the existing CHP/LIFT estate in Wigan, CHP and Foundation for Life LIFT Company worked with partners including Wrightington, Wigan & Leigh NHS Foundation Trust (WWL) to:

transfer ophthalmology services from the nearby Royal Albert & Edward Hospital to Boston House Health Centre

relocate existing mental health services at Boston House Health Centre to another LIFT building, Claire House Health Centre.

In addition to generating a saving of £4m in capital costs, this work has increased patient choice by providing access to four additional CHP/LIFT premises across the borough and acted as a catalyst for the acceleration of existing plans to pilot new ways of working within mental health services across the borough.

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To guarantee a strong focus on service delivery

CHP does what it promises, invests in relationships, communicates openly and honestly, innovates and provides excellent service

CHP Skills

customer focused

investoradviser

customersbest practice

liste

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rela

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hip

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public sector expertmanagement

positive attitude

partnership

innovative ideas

guidance

gap analysis

data tools

estate assessment

benefits realisation

opt

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dev

elo

pm

ent

procurement help

change management

imp

lem

enta

tion

rethinking infrastructure

estate redesign

fund

ing

policy discussion

netw

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ing

communication

timely deliveryknowledge management

shar

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op

enne

ss

und

erst

and

ing

excellence

business cases

mapping tools

savings

utili

satio

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udie

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cap

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solutionsadding value

delivery support

The CHP Board

John Bacon CB, Chair, has worked for more than 30 years in the NHS and is a former Director of Service Delivery in the Department of Health.

Non-Executive Directors

ExternalNigel Beer chairs the CHP Audit Committee. Until 2005, he was a partner in KPMG Corporate Finance.

Sir Sam Everington is a Medical Practitioner and Chair of NHS Tower Hamlets Clinical Commissioning Group. He was knighted in the 2015 for services to primary care.

Dr Roy Macgregor is managing partner at the James Wigg Practice, Kentish Town Health Centre in Camden, London, where he has worked for 35 years.

Bernadette Conroy has nearly 20 years of experience working at an executive level within the Financial Services Sector. She is Chair of Audit for Barnet CCG and Chair of the Housing and Community Regeneration Association - Poplar HARCA.

Department of Health nominated

Ben Masterson is Head of Capital and Revenue Investment Branches and Acting Deputy Director of the Department of Health's Procurement, Investment and Commercial Division.

Executive Directors

Dr Sue O’Connell, Chief Executive Officer, is a Medical Practitioner and a graduate of Charing Cross Hospital Medical School, University of London. A member of the CHP Board since 2005, she was appointed an Executive Director in July 2008.

Mark Day, Executive Director, joined CHP following a career in the NHS spanning over 20 years. He was a Finance Director for 10 years and for much of that time was also Deputy Chief Executive.

Dr Sarah Raper, Executive Director, is a medical graduate of King’s College Hospital Medical and Dental School, London and has worked at Board, Chief Executive and Senior Executive level within a range of sectors including the NHS, regeneration, economic development and housing.

Antek Lejk, Executive Director, has worked mostly within the NHS over the last 20 years, spending nine years as Chief Executive of two NHS Trusts and a Primary Care Trust, with a spell as a Chief Executive of a charitable company.

Priority 5 / Exceed customer expectations

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252

556

CHP at a glance

304

339

(LIFT Companies)

Midlands

London

South

North

29

15

16

36

14

10

8

17

87

6229

161142

79287

5726

KEY

CHP Coverage of CCG

No. of LIFT Companies

No. of NHS LIFT Buildings

Where CHP is Head Tenant

No. of Sub Tenants

Search for CHP properties at www.communityhealthpartnerships.co.uk/property-search

100

937,989m2

Total GIA across the estate

Community Health Partnerships Business Plan Summary 2015-2016

Community Health Partnerships Limited. Registered in England No. 04220587.

Registered Office: Skipton House, 80 London Road, London, SE1 6LH

Published July 2015

Community Health Partnerships’ role is to help health and social care systems to improve and integrate their services by delivering high quality and the most cost effective space for patients.

We provide public sector investment in the primary healthcare and community estate through the LIFT Public Private Partnerships.

Further information

CHP LondonSkipton House80 London RoadLondonSE1 6LHT: 020 7972 8006

CHP MidlandsOne Victoria SquareBirminghamB1 1BDT: 0121 616 0514

CHP NorthPeter HouseSuite 2.02Oxford StreetManchesterM1 5ANT: 0161 209 3454

CHP SouthUnit 2, Rotherbrook CourtBedford RoadPetersfieldHampshireGU32 3QGT: 01730 234 907

E: [email protected]

@CHP

www.communityhealthpartnerships.co.uk

chp business plan 2015_16_summary

Documents

nhs estate chp

chp priority

health needs

combination of health

chp way

local estate planning

communitybased estate

nhs infrastructure