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Corporate Social Responsibility

Beyond our walls and into our communities

At the heart of CHP is a social purpose. The NHS estate is a catalyst to transforming local health and care services resulting in improvements in population health outcomes.

CHP believes the impact of almost two decades of investment in modern integrated health and care facilities goes beyond the walls of the buildings and reaches into the communities in which we operate. Whether this is contributing to the economic prosperity in these neighbourhoods through job opportunities for local people; building relationships with local schools; or reducing the environmental impact of the buildings, CHP’s buildings at the heart of their communities. We have an enduring relationship with our communities and with this comes responsibility, something which we take seriously.

For CHP, social value creation is important to our people and those who work with us. We will put our efforts behind Corporate Social Responsibility (CSR) initiatives that are good for our staff, giving them a greater sense of purpose; maximise community benefit and deliver demonstrable social value linked to our annual business plan and Five-Year Strategic Plan.

Corporate Social Responsibility Strategy 2022 (download PDF)

Our CSR Strategy provides a framework to support our people and our CSR efforts nationally, regionally and locally. It allows them to build on existing activities, initiatives and relationships while encouraging new ideas to be developed that enable our people and their communities to continue to thrive.

Social Value Policy November CHP 2022 (download PDF)

Social value is at the heart of Community Health Partnerships. As part of the NHS family we provide high quality health and social care facilities that enable excellent patient care. We work diligently to have a positive impact on our employees, the environment, and communities across our estates. We recognise that we can deliver more for our clients, the communities that we work in and society as a whole by taking steps to maximise the social value we generate as a business.

CHP's Green Plan (download PDF)

The CHP Green Plan ‘A Greener CHP, a Greener NHS’ outlines how we are working with customers, LIFTCos, ICSs and suppliers to contribute to the NHS net zero carbon ambitions. As part of the NHS family, we are committed to supporting our customers with their sustainability ambitions including to reach net zero carbon. (Greener NHS).

CHP Volunteering Policy (download PDF)

CHP has now delivered our first volunteering strategy. Our Volunteering Programme began in June 2023, aims to contribute to CHP's annual Social Value measure and provide opportunities for our employees to engage in activities that can increase their sense of social connectedness and confidence, whilst providing opportunities for participants to develop a sense of purpose and enhance their skills.

CHP’s CSR strategy focuses on four areas:

Wellbeing

Looking after the health and wellbeing of ourselves and others to create a health and vibrant working environment that empowers out staff and delivers success.

blue graphic of four people two with skirts
Community

Looking after the health and wellbeing of ourselves and others to create a health and vibrant working environment that empowers out staff and delivers success.

Sustainability

Looking after the health and wellbeing of ourselves and others to create a health and vibrant working environment that empowers out staff and delivers success.

Skills and opportunities

Looking after the health and wellbeing of ourselves and others to create a health and vibrant working environment that empowers out staff and delivers success.

Independent research published in 2014 by CHP found that the LIFT Public Private Partnership programme has, in its first 10 years of operation, made a significant contribution to improving life in many of England’s most deprived communities.

Improving the health and wellbeing of communities

A high proportion of LIFT buildings provide services in areas where a significant number of residents suffer from socio-economic disadvantage, including poor health and wellbeing. For example, 119 projects are based in the 10% most deprived areas of England.

There are 3.3 times as many LIFT projects in multicultural areas than would have been expected given an even distribution across all area types.

LIFT accommodation has brought care closer to patients and integrated a greater range of services under one roof, so that individuals can access a range of health and social care services in one visit.

Supporting 21st century healthcare

The LIFT Programme has driven significant improvements in the quality of health service accommodation, enhancing working conditions and facilities for a wide range of service providers.

The co-location of GPs and other service providers, including third sector support services, has enabled a more united service.

Boosting local economies and creating jobs

The construction of LIFT buildings has been an important source of economic activity during a period of financial hardship. The report found the LIFT programme had directly generated employment opportunities for approximately 30,000 people.

An estimated 80% of construction spend has been with local businesses, with an estimated £1.31bn injection into the SME sector.

As well as employment during the construction phase, LIFT developments accommodate a significant number of jobs, often in areas where there are few other employers.

Projects have often resulted in an increased market for businesses located in or near the LIFT developments. These include private and third sector providers of health services, pharmacies, cafes and other local retail and lifestyle businesses.

If you would like to talk to us about a corporate social responsibility project please contact Simon Waters lead for Corporate Social Responsibility within CHP.

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