What are our overall aims by 2028?
Our estate provides high quality, flexible, sustainable and accessible facilities, which are appropriately utilised for the delivery of services.
Partner organisations share estate to ensure true integration and optimal collaboration at all levels and to maximise value for money.
The estate has a truly positive impact on the physical and mental health and wellbeing of our patients, staff and communities.
The development and implementation of our ICS Estate Strategy ensures that estate transformation enables our service transformation aims and objectives, aligned to the wider ICS vision and priorities, as reflected in the Integrated Care Strategy and this plan.
We have made good progress on our journey to NHS net zero carbon estate requirements aligned to our ICS Green Plan.
Our process for managing space utilisation and/or requests focuses on the potential to release space, save revenue, and push capital back into the system.
Our agreed System Capital Plan is aligned to the Integrated Care Strategy and this plan, and supports delivery of the four aims of the ICS.
What’s our starting point?
We have already made great inroads with our System Estate Strategy Group leading the development of our ICS Estate Strategy and driving collaborative estate governance, alongside Place level Estate Forums. Through the Estate Strategy Group a number of key workstreams have been agreed and established: Sustainability; Disposals and Void Management; Asset Management; Capital Planning and Prioritisation; and Primary Care Estate.
We already have good examples of local projects that we can learn from which have significantly improved space utilisation, as well as supported staff with mobile/agile working e.g. Coventry City Council’s use of the Friargate building.
In relation to primary care estate planning, we have an established General Practice Estate Programme through which we are developing and delivering a range of projects. Our 19 local Primary Care Networks have participated in the national PCN Strategy Support Programme which has provided support to the PCNs to develop PCN level clinical and estate strategies.
What are some of the key links to other parts of the plan?
Addressing Climate Change – our ICS Estate Strategy and Green Plan are intrinsically linked in supporting delivery of the NHS net zero carbon requirements.
Delivering through our Places – the Estate Strategy links directly to the four Place Plans in supporting local service delivery and optimised use of assets, drawing on the principles of One Public Estate.
Health Inequalities – providing a quality and accessible estate that responds directly to care requirements and local differences in demand will support us to tackle health inequalities.
Improving Access to Services – increasing the operational efficiency of the estate by improving productivity, tackling backlog maintenance, and optimising running costs supports delivery of our Elective Care Restoration Programme and the Urgent and Emergency Care Recovery Plan.
What will we be focusing on in the next 2 years?
Our agreed key workstreams over the next two years are:
Sustainability – delivering the ICS Green Plan by facilitating and supporting partners to work together through collaboration and co-ordination.
Disposals and Void Management – working collaboratively in partnership with partner NHS Trusts and Local Authorities to manage our void spaces,making the most effective use of our estate and disposing of any land that is surplus to requirements.
Asset Management – ensuring that we have a clear picture of system estate backlog maintenance and that our estate is fit for purpose and aligned to strategic service transformation.
Capital Planning and Prioritisation (including Developer Contributions) – focusing on strategic development schemes, including keeping our local register of prioritised strategic schemes up to date with latest costings and progress on “oven readiness” should capital funding become available. Responding to Local Plans and other key planning policy documents, as well as responding to individual planning applications. Maximising the use of developer contributions (Section 106 and Community Infrastructure Levy) and assessing the impact of the proposed Levelling Up White Paper on existing arrangements.
Primary Care Estates – progressing the delivery of prioritised projects within the ICB General Practice Estate Programme. Completing local delivery of the PCN Strategy Support Programme including finalising the development of a costed and prioritised list of schemes for each PCN.
Strategic Development Schemes – continuing to focus on the delivery of large scale strategic development schemes across the system:
- Development of community diagnostic hubs to support diagnostic capacity now and for the future;
- South Warwickshire – Elective Care Centre;
- George Elliot Hospital – Green Elective Centre (addition of a 30 bedded modular ward and additional modular theatre to create a self-contained elective centre that can function all year round).
£37m in moderate – high risk backlog maintenance.
Ensuring collaborative working on void space for short, medium and long term estate strategies between providers.
Estate expertise capacity and availability.
Increasing costs within estate arena impacting backlog maintenance and new project development delivery.
Increasing build costs impacting the viability of new primary care premises developments.
Reduced investor appetite for funding projects.
Key Metrics and Deliverables
Identification and disposal of surplus or unused estate as lease agreements/contracts come to an end – ongoing.
Working alongside Trusts to support in the delivery of Community Diagnostic Hubs and out of hospital services across the system, some of which we hope will facilitate disposals for reinvestment within our system – ongoing.
Continuously review, update and evolve our process for the prioritisation of major capital schemes.
Ongoing management/reduction of backlog maintenance.
Digitisation of the estate.
Developer contribution pipeline.