Supporting Transformation in London:

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1 Supporting Transformation in London: Community Health Partnerships SEP Newsletter Issue 1 Oct 2015 The Barkantine Centre, Isle of Dogs, London Welcome to the first quarterly update from Community Health Partnerships (CHP) aimed at our Strategic Estate Planning partners in London. This newsletter brings you a useful overview of the Strategic Estate Planning (SEP) work that is taking place across the 15 CCG areas CHP covers with its SEP service in London (see map on page 2). Together, we are working to develop and implement local Strategic Estate Plans. These plans will support the drive for system improvements, service transformation and release capital from buildings that are no longer fit for purpose. Context The 15 CCGs supported by CHP are commissioning health care for half of London, some 4 million people in total. Feedback from our work to date has been that each CCG has recognised the need to join the dots in terms of estate provision; that the current fragmented landscape is impacting on the quality of care CCGs are able to commission; and this is a recurring frustration. Hence the appetite to make strategic estate planning work and deliver change on the ground. CHP s dedicated team provides those London CCGs and Councils with access to independent estates advice to support the development of Local Estate Strategies. This process will lead to a series of implementation work streams, focusing on deliverables, financial viability and project planning. There is also a need to align this work to many of the wider strategic work streams, including informatics, Organisational Development and clinical redesign. The local needs will shape the detail, as will some of the other London priorities, such as provider sustainability, devolution and the need for housing. One of our three key themes for joining up primary, community and acute care services in the borough is to use information technology to support patient care wherever and whenever it is being delivered. We have worked closely with CHP to identify the best IT solutions available to achieve this ambition at The Centre in Manor Park. The results of the project will not only improve access to and delivery of services locally, but also provide an IT template for delivery of primary care services across the borough and beyond. Jason Kelder, Head of Finance - Property at Newham CCG Current areas of focus CHP s London focussed SEP team is putting in place workshops during October and November (see page 4 for more details) that will identify the options, priorities and desired objectives for each of the local health economies: - step five in the six step process of developing the Local Estates Strategy (see the Process for the Development and Delivery of a Local Estate Strategy diagram on page 2). Today s ambitions for great, modern primary care demand a revolution in infrastructure and buildings. The first task is to understand what is required in clinical terms and the localities from which these services should be delivered. Next, we need a collaborative decision-making board and structure to make it happen with leadership, accountability and the resource to deliver. Sir Sam Everington, Clinical Lead TST and Chair, Tower Hamlets CCG For further details of the dates for the workshops please contact a member of the SEP Team (page 4)

2 Supporting Transformation in London Process for the Development and Delivery of a Local Estate Strategy SEP Priorities CHP have worked with NHS England and CCGs locally to deliver a programme of CCG Local Estate Forums and workshops and this is gathering pace. From this work a number of interesting messages have emerged, which highlights the recurring CCG need. Transforming the estate and the services delivered within it, in a way that ensures land and property are used to their full potential and run efficiently, relies on a truly collaborative approach. We need strategic partnerships to be the route to do that, not only to plan collaboratively, but then to deliver; clinically, efficiently and sustainably. Nicola Theron, London Area Director and Strategic Estate Planning lead So what are the London themes that are emerging and what does SEP need to deliver? SEP is about improving efficiency of the estate, sweating the core estate harder, improving processes, and enabling commissioner to improve health outcomes and make savings from the 2.3 billion tied up in Out of Hospital (OOH) estate in London. SEP supports transformation, it focusses on using estate as an enabler for change, supporting new and innovative clinical and service models, and using the 120m tied up in running the OOH estate harder. Strategic Estates Planning is about deliverables. Making things happen on the ground, to build confidence, show progress to clinicians and patients and build evidence and engagement. A sticky issue locally is the ability to recycle the asset values and funding streams of multiple assets owned and funded by multiple organisations including non NHS and GP practices in order to finance future high quality estate and linking with parallel work streams in the borough, across SPG and across London. NHS Lewisham CCG Above: Map showing the CCG areas across London where CHP is actively working with partners to provide a supporting Strategic Estates Planning service

3 Supporting Transformation in London Project Insight.. Whilst we recognise that many areas are at different stages with the development of their local estates strategies - and transformation is a complex and long term process - the SEP work that CHP is supporting CCGs with across London is already making a difference. Here we focus on two projects - further details on each of these projects are available from CHPs SEP team. Centre Manor Park: This was the first building in London to be developed through the LIFT Programme. However, space within the building has historically been used inefficiently - representing an overall cost in unused space of 100,000 per annum. Supporting clinicians and patients There is a need for more service integration, better technology support for clinicians and patients, and changes to the existing building layout so that space can be used for additional services on a sessional basis. CHP leading on reconfiguration project CHP is undertaking a capital programme to reconfigure the internal layout and use of space to include a step change in technology provision. Improving efficiency and increasing capacity This will improve efficiency for existing service providers working within the building and provide additional capacity. It will also open the Centre up to new services, such as community groups, who will be able to use space within the building on a sessional basis. Boosting the centre s community profile This approach will give the Centre a stronger profile in its community with a wider range of health and wellbeing services offered. Centre Manor Park, East London Lakeside Health Centre: CHP s Lakeside Health Centre in Bexley is a key primary care hub serving 230,000 residents within the NHS Bexley CCG area. Responding to growing population needs Like many London boroughs, Bexley is faced with significant population growth, particularly around those wards in the North of the borough, alongside the Bexley Riverside Opportunity Area. This population is forecast to increase by 11,000 over between The most significant increases will be those in the 0-19 and 65 and over age groups. Childhood and adult obesity rates are high and there is an increasing prevalence of dementia, together with significant health inequalities. Improving access and availability CHP recognised that action was required to enable Lakeside to meet the challenges of increasing patient demand and use. We are currently working with Bexley CCG and clinical users to reconfigure the main reception, waiting and shared areas to open up access and availability. Provision of new services to support local need This will provide facilities for provision of new services at no extra revenue cost, allowing this important primary care hub to better support the needs of the local community. Linking in with One Public Estate Lakeside Health Centre, Bexley CHP is also supporting Bexley Council joint bid for funding from phase three of the One Public Estate programme, promoted by the Cabinet Office and Local Government Association, and Bexley CCG is a partner to the bid.

4 Supporting Transformation in London Meet the Team Nicola Theron, Local Area Director and Strategic Estate Planning lead for London. Nicola is a surveyor by training and spent 10 years in PwC supporting opportunities for estate to enable and accelerate change. More recently, Nicola has been working in the NHS, planning, leading, and supporting clinical users/management teams on the delivery of new projects, with a focus on integration, delivering Vfm solutions and capturing lessons learnt. E: n.theron@communityhealthpartnerships.co.uk T: Mark Harrod, Strategic Estates Adviser, overseeing Strategic Estate Planning across South East London. Mark has more than 25 years experience in partnership working and strategic planning in the health field, allied with operational experience or developing and managing estate assets. E: m.harrod@communityhealthpartnerships.co.uk T: David Boyd, Strategic Estates Adviser, covering East London (CCGs). David is a strategic health planner of over 25 years experience working with leading specialist health consultancies, service providers and contractors in the NHS and private sectors in the UK and internationally. Listening and Acting on your Feedback Thank you all for responding to the recent CHP Strategic Estates Planning survey, and for providing your insights in into what is working well, what we need to change and progress generally. London was the first region to achieve a full 100% participation, thank you to everyone who took the time to respond. I am pleased to report that over 80% of those who responded to the survey indicated that they are either very satisfied or Satisfied with the Strategic Estate Planning service they receive from CHP. This is excellent news, but it is the areas for potential improvement that the survey highlighted, that we are really interested in looking at in more detail and responding to through our ongoing engagement with you. Dates for your Diary 9 November London Estates Programme Board 17 November - NHS Property 2015; QEII Conference Centre, Westminster. Complimentary places available. To secure your place, please grichardson@publicsectorconnect.org, quoting Reference CHP 17/11 (and include your name, job title and organisation) 13 January The Future of Healthcare in London; central London, venue TBC E: d.boyd@communityhealthpartnerships.co.uk T: Dean Musk, Strategic Estates Adviser, supporting North Central London. Dean has significant experience working in the wider public sector on capital projects. E: d.musk@communityhealthpartnerships.co.uk T: Nelson Health Centre, Merton

5 Supporting Transformation in London NHS England and the Department of Health expect that CCGs will develop their draft Local Estate Strategies to support their commissioning strategies by the end of December It is anticipated that as a minimum, the initial Local Estates Strategy will: Articulate the commissioners vision for the estate, based on the Five Year Forward View and their existing commissioning plans. Assimilate core information about the current estate, pulling together existing data and identifying what, if any, further data is required. Identify a high level strategy for next steps, acknowledging the drivers for change, both within the service and within the estate itself. NB: It is recognised that a full implementation plan may not have been completed by this stage in all cases. A copy of the Department of Health s framework for commissioners is available to download from: Finchley Memorial Hospital, London The key principles underpinning CHPs Strategic Estates Planning service are: Independence the need to plan in the best interests of whole healthcare systems; Customer focus and the understanding that different approaches might be required for different healthcare systems; Adding value by helping systems generate change that leads to real improvements in the efficiency and effectiveness of the estate.