Hewdon Consulting . .. Buckinghamshire County Council Aylesbury Vale District Council Aylesbury Vale Advantage Buckinghamshire BuckinghamshireInfrastructure study Phase 1: Aylesbury Vale Colin Buchanan 45 Notting Hill Gate London W11 3PB T 020 7309 7000 Final report: Appendices E [email protected] January 2008 LONDON BRISTOL CARDIFF EDINBURGH GLASGOW MANCHESTER NEWBURY BELFAST DUBLIN GALWAY TRANSPORT TRAFFIC DEVELOPMENT PLANNING URBAN DESIGN ECONOMICS MARKET RESEARCH Appendices contents Appendix 1 Responses from service providers Appendix 2 Validation tables Appendix 3 Non-growth related factors influencing service provision Appendix 4 Community Infrastructure Levy; précis of Government statement Appendix 5 Extract from Chelmsford BC Tariff SPD Consultation Draft (2007) Appendix 5 Issues raised by Southern Arc consortium Appendix 1: Responses from service providers Service provider contacts Service Contact Response Health Acute John Summers No Primary Richard Mills Yes Mental health Harold Caldwell Yes Education Higher Education Susan Jones No Further Education Andy Nobbs Yes Secondary Stephen Bagnall Yes Primary Stephen Bagnall Yes Extended hours Stephen Bagnall Yes Special schooling Stephen Bagnall Yes Adult Jon King Yes Emergency services Police Peter Smith Yes Fire Jeremy Williams Yes Ambulance Lisa Dawson No Community facilities Open space Mathew Partridge and Ian Yes Barham Nature reserves Catherine Whormsley Yes Playing pitches / MUGAS Mathew Partridge and Ian Yes Barham Children’s play areas Mathew Partridge and Ian Yes Barham Community centres Mathew Partridge and Ian Yes Barham Sports centres and swimming pools Mathew Partridge and Ian Yes Barham Arts / heritage / entertainment Mathew Partridge and Ian Yes Barham Shortfall in existing sports and Mathew Partridge and Ian Yes leisure provision Barham Allotments Ian Barham Yes Community development Tracy Aldworth No Town centre public realm Beryl Kemplen No Libraries Elaine Collier Yes Crematorium and burial grounds Mathew Partridge Yes Museum and archive Yes – archives Roger Bettridge only Wendover Woodland Park Rob Gazzard Yes Social care Adult social care Rachel Rothero Yes Youth and community services Full response Alix Simpson and Chris Garcia awaited Children and young people Stephen Bagnall Yes Waste Refuse collection and recycling (includes new vehicle and depot David Smedley Yes and recycling points) Waste disposal Martin Dickman Yes Affordable housing Anna Gordon Yes Inward investment Tracy Aldworth No Transport Road projects A meeting was held with Bucks Yes CC’s transport section and the study team on the 3rd December. Rail projects As above Yes Appraisal of Infrastructure Requirements (Aylesbury Vale District): Summary Sheet Service Provider: VALE OF AYLESBURY PCT AVA schedule ref SH1 Date Contact (please state) Service (tick box) Name Richard Mills Higher Education Position Director of system reform Transport Telephone no 01494 552241 Health X Email [email protected] Inward Investment Emergency Services Education & Schools Affiliation (tick box) Community Facilities BCC Waste Aylesbury Vale DC Social Care PCT X NHS Trust Issues (tick all that apply) Police Population growth X Fire/Rescue Services Housing projections Forestry Commission New legislative requirements Private Sector New Standards Other Use of standardised formula Question 1: Please can you confirm which housing numbers and population projections have been used in projecting future service provision and where these were sourced from. Specifically, can you specify what is meant by MKSM and the rest of the district (second paragraph of the method/formula section)? We use the LA ONS projections in line with all NHS bodies Question 2: What are the key drivers of change in the way your service will be provided in the next 5 years? • Services based on individual needs and choices (with the needs of the patient being paramount) using clinically proven protocols • Use of workforce and buildings productively • Localise where possible, centralise where necessary (bringing care closer to home when appropriate but having the right specialisms available in hospitals when needed) • Integrated care and partnership working (between health and social care for example) to maximise the contribution of the entire workforce • Prevention being better than cure (in a whole range of circumstances from diabetes to heart disease) as well as health promotion • Focus on health inequalities and diversity Question 3: Is there any spare capacity within existing GP surgeries? Yes, but extra capacity required to meet projected needs Question 4: In your previous comments you mentioned that requirements for new health centres will depend on where new housing growth will be located. Can you look at the enclosed maps and refine your answer? Colin Buchanan, London v1 No maps enclosed, but, if part of new development with appropriate critical mass this will be achievable Question 5: Where is the ratio of typical population per GP derived? Is it the local average or a national figure? Similarly, a multiplier of 2.3 persons per household has been used but this is below the average household size for Aylesbury in 2001 (2.51) and higher than the projected figure for 2026 (2.20); are you able to confirm the source for this figure? 1 GP per 1800 pop was the average figure used nationally for planning. However, this is less relevant now that primary care services are provided by a wider skill mix, eg specialist nurses providing some services previously provided by GPs etc Happy to use your projected multiplier for households Question 6: There is no mention of dental services, are you able to provide any information about likely future requirements? NHS provision will need some additional expansion, say just an additional surgery Question 7: Does the PCT encourage the multi-use of facilities, for example, to provide community meeting space or activities that have a health and leisure benefit, such as, yoga; or is this an issue for practice partners? Yes we do Question 8: How does a community hospital operate vis-a-vis acute hospitals and health centres, and is it reasonable to anticipate a new community hospital given the Government’s move towards rationalisation of hospital services into larger centres? We wish to develop intermediate care services (between acute hospitals and primary care0, but would be looking for a flexible solution – perhaps an extended health centre, rather than a traditional community hospital Question 9: Are the capital cost provided normalised or indexed? If normalised what base year has been used? Capital costs will have been a current values – but likely to be open to quite a wide variation Additional notes and comments Colin Buchanan, London v1 Appraisal of I nfrastructure Requirements (Aylesbury Vale District): Summary Sheet Service Provider: Oxfordshire & Buckinghamshire Mental Health Partnership NHS Trust AVA schedule ref SH3 Date Contact (please state) Service (tick box) Name Higher Education Position Transport Telephone no Health x Email Inward Investment Emergency Services Education & Schools Affiliation (tick box) Community Facilities BCC Waste Aylesbury Vale DC Social Care PCT NHS Trust x Issues (tick all that apply) Police Population growth x Fire/Rescue Services Housing projections Forestry Commission New legislative requirements Private Sector New Standards x Other Use of standardised formula Question 1: Please can you confirm which housing numbers and population projections have been used in projecting future service provision and where these were sourced from. OBMH’s five-year Integrated Business Plan uses population data for Buckinghamshire (to 2011), sourced from Buckinghamshire County Council. Data for this period for Aylesbury Vale are as follows: Aylesbury Vale 2006 2011 % change pop change 0-19 43,500 42,800 -1.6% -700 20-64 100,500 105,400 4.9% 4,900 65+ 23,400 27,000 15.4% 3,600 total 167,400 175,200 4.7% 7,800 Question 2: What are the key drivers of change in the way your service will be provided in the next 5 years? • Meeting improved national standards for inpatient care (privacy, dignity) • Continuing to develop and invest in community mental health services • Maintaining sufficient concentration (critical mass) of inpatient services to sustain required 24- hour staffing whilst providing rotas which meet employment standards (i.e. European Working Time Directive as interpreted by UK Government) Question 3: Could you please provide details of the plan to redevelop the Manor House Hospital in terms of likely costs and improvement in services provided? Subject to option appraisal and further assessment, but expect at this stage to have co-located inpatient facilities for adults and older adults (replacing services offered across four sites). These will offer single rooms and en-suite facilities. Energy efficiency will be improved, with current flat- roofed, single-storey buildings on the Manor House site replaced. Costs are estimated at circa £34m. Question 4: Could you please ask your colleagues to quantify the growth needed in terms of ratios per head of population and what that might translate into in terms of staff and accommodation? No decisions have yet been made about future bed numbers – this will form part of our business case development process early in 2008. Demographic and epidemiological data indicate that the level of mental ill-health amongst older people (65+ and particularly 75+) will increase, whilst care for younger adults will depend more on community