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South East Essex Draft Strategic Estates Plan

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South East Essex Draft Strategic Estates Plan South East Essex Draft Strategic Estates Plan Castle Point and Rochford CCG Southend CCG March 2016 230316-V24 Draft South East Essex Strategic Estates Plan Castle Point & Rochford CCG Southend CCG March 2016 Contents 1. Introduction and Local Overview ................................................................................................. 4 2. Our Vision for the Estate ........................................................................................................... 15 3. Drivers for Change ...................................................................................................................... 26 4. The Current Estate .................................................................................................................... 41 5. Planning for Growth ................................................................................................................... 57 6. Estates Gap Analysis .................................................................................................................. 62 7. Estate Options for Change ......................................................................................................... 64 8. Delivering the Strategy ............................................................................................................... 68 9. Financial Impact ......................................................................................................................... 68 10. Outline Implementation Plan & Key Milestones ...................................................................... 70 Appendices..................................................................................................................................... 26 230316-V24 Draft South East Essex Strategic Estates Plan Castle Point & Rochford CCG Southend CCG March 2016 1 Introduction and local overview In June 2015 CCGs were asked to develop a draft system wide Local Strategic Estates Plan (SEP). The purpose of the Strategy is to recognise the need for change and enable it to support new models of care and plans for growth. It will support real change in the estate and generate strategic solutions that drive system wide savings. It has never been more necessary than now to make the smartest use of our healthcare estate infrastructure and to be able to prioritise new investment where it is most needed and will drive the greatest benefits. The South East Essex Strategic Estates Plan covers the Southend and Castle Point & Rochford CCG areas and has been led by the South East Essex Strategic Estates Group (est. early 2015) which includes commissioners, providers, local Councils and NHS property companies. The Strategy is a working document and will evolve as the Success Regime Strategy and CCG’s transformation strategies continue to develop. The Strategy will align to service planning and will be a vital tool in securing the support of all relevant stakeholders for propositions that drive optimum efficiency and flexibility in estate usage. It should be noted however that the options set out in the Strategy do not represent a commitment to any particular course of action on the part of the organisations involved. These are “starting points” in the discussion to support the health economy to create a fit-for-purpose estate at less cost. The Strategic Estates Plan is intended to specifically address: changes in demography and population demand; changes in the way that health care services are provided - specifically reflecting plans for integrated health and social care, greater levels of care within communities and new commissioning models; challenges in funding and affordability. The current NHS estate is in a variable condition. It is not always in the right location to deliver local services to the population and it is often not fully utilised. Commissioners and Providers need to make better use of the existing estate, where major issues include: Void space in long-term core buildings; Bookable space that is not fully utilised; Inappropriate tenants – for example, core clinical space is often filled with administration and support services. These services could be relocated, in most cases more cheaply and the space could be used to accommodate integrated clinical services; Space is often not fully utilised – for example, a treatment room may be used by one provider for one session a day, three days a week; Lack of joint working across organisations - this can lead to parochial decisions, for example, where new buildings are commissioned close to existing estate, which could have been utilised, potentially negating the need for the new estate; High space utilisation in provider organisations is causing pressures on service delivery impacting on their ability to deliver reconfigured clinical pathways and the ageing estates infrastructure presents a risk to service continuity. 230316-V24 Draft South East Essex Strategic Estates Plan Castle Point & Rochford CCG Southend CCG March 2016 Figure 1 – Some of the challenges facing estates planning It should be noted that some information was not available to inform this Strategy and therefore part of the ongoing work will be to ensure that accurate data and information is gathered to ensure that any proposals are based on accurate information. The data currently missing or only partly available is: • CCG Transformation Strategies • SEPT Estates Strategy • Primary Care Transformation Fund Bids • Utilisation of primary care estate • Condition of primary care estate • Verified estates costs including void charges The overall objective is the development of a Strategic Estates Plan which is fully aligned with the commissioning and service delivery plan for the area. As drivers for change in the local health economy, it is important that commissioners and providers take a strategic overview of the planning of the estate in consultation with various 230316-V24 Draft South East Essex Strategic Estates Plan Castle Point & Rochford CCG Southend CCG March 2016 local stakeholders, including providers of health and social care and other public sector organisations, to set the future direction for development, investment and disinvestment. The Strategic Estates Plan has an important role to play in enabling change, delivering savings, reducing running costs and ensuring that all investment, including the Primary Care Transformation Fund (PCTF), is properly targeted. As a minimum, the initial SEP will: articulate the commissioner’s and providers vision for the estate, based on the Five Year Forward View (5YFV), commissioning plans and provider strategic plans (where available); assimilate core information about the current estate in the area; identify the current and planned broad locations for the delivery of services in the area; identify what, if any, further data is required to inform the Strategy and the plan to gather that data; outline the opportunities that exist within the properties in the area to meet the requirement for the delivery of services; identify a high level next steps plan, acknowledging the drivers for change, both within the service and within the estate itself. A full implementation plan may not be developed in all cases. The aim is to develop a Strategy that can deliver an estate which will be responsive to change, taking account of demographic trends, integration of health and social care, provision of care closer to home, technological advances and new ways of working. This Strategy will not be for single organisation, but will cover the whole system from primary and community care and across to the acute sector, identifying opportunities to support the development of changing models of care. It has never been more necessary than now to make the smartest use of our healthcare infrastructure and to be able to prioritise new investment where it is most needed and will drive the greatest benefits. An up to date Strategic Estates Plan that is fully aligned to service planning will be a vital tool in securing the support of all relevant stakeholders for propositions that drive optimum efficiency and flexibility in estate usage. 1.1 South East Essex objectives This South East Essex Strategic Estates Plan will cover the Southend and Castle Point & Rochford CCG areas. The Plan will set out a programme of estate change so that the asset base is better able to support commissioning, clinical integration, demographic changes and the modernisation of healthcare delivery within the Castle Point & Rochford and Southend CCG areas and enhance the delivery of care within the local health system. Properties providing integrated services usually comprise multiple occupants. Transforming primary, community and acute services involves many partners and stakeholders. The only way to ensure an effective system wide approach is to have a robust SEP that is an integrated part of the commissioning/healthcare provider redesign process. The South East Essex CCGs and provider services recognise that the built environment is a key component in delivering high quality, accessible and efficient services, so this document will provide clarity about what estate is needed and how we will work, in collaboration, to achieve this. The South East Essex Strategic Estates Group (SEE SEG) has been established since early 2015 with membership from the entire health system in South East Essex. Their role is to discuss and agree as one health system, the strategic estate issues and plans for rectifying issues. South East Essex Strategic
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