Lord Darzi’s independent investigation into the NHS in England diagnosed a health service that was in critical condition but that its vital signs were strong. His honest assessment shows a health service facing serious challenges. The report calls for a shift from hospital to community, transformation and improving the health of the nation.
While we await the prescription for the NHS, expected in the 10 Year Plan in Spring 2025, there are opportunities that can be acted upon now to avoid some of the problems getting worse.
Sustainable Facilities
The NHS needs modern, safe places where staff can give patients first-class care. The lack of capital was referenced, resulting in a crumbling NHS estate. The LIFT portfolio is modern, compliant and delivering for the NHS already. Over 300 health centres have been developed in the last two decades via public private partnerships. These assets were built in local communities, largely in areas of high health need to support more integrated care in neighbourhoods.
Built into the cost model is maintenance and life cycling. The buildings remain in Year 1 condition throughout their lifespan and there is therefore no maintenance backlog.
Utilisation key to productivity and value
In a recent HSJ article the costs of void space to the NHS across the CHP and NHSPS estate was highlighted. The article helpfully recognised the challenges and the need for partnership work, between CHP and Integrated Care Systems to tackle the issue and get value from the fixed costs. However, focussing on voids potentially means we miss the bigger picture. Void space only makes up 3.6% of space available across our portfolio. Driving up utilisation and optimising the use of the buildings is the bigger prize.
It is recognised that good quality estate positively impacts NHS productivity. To support the drive for productivity and value across the LIFT portfolio we are looking at buildings holistically, considering optimal use and driving up overall space utilisation, this is where greater value and impact can be achieved. Washwood Heath Health and Wellbeing Centre is a great example of where we have done just that, you can read more in our case study.
Enabling additional diagnostic capacity
We have 10 Community Diagnostic Centres (CDC) across our portfolio, which are making significant contributions to over 7 million additional diagnostic tests delivered across England. At Finchley’s CDC alone they have delivered 260,000 additional diagnostic tests since opening three years ago and built a training facility for sonographers, supporting workforce needs. Washwood Heath CDC, which opened last year already provides 45,000 additional diagnostic tests annually.
While the national CDC programme is complete, we know there are further opportunities to enable more diagnostic services to be delivered from modern buildings. This doesn’t need to be a full scale CDC however more diagnostics delivered locally is a key way we can support the shift from hospital to community.
Productivity Acceleration in the Community Estate
Known as our PACE programme, we take a proactive partnership approach to driving utilisation and optimal use of our community-based estate. Working across the NHS, repurposing space using our capital where needed, or making simple moves and changes is supporting the shift of services out of hospitals, such as diagnostics and outpatients, and increasing capacity and productivity, as more patient appointments are delivered.
Data has been crucial to driving delivery at pace. We have recently issued system offer packs to Integrated Care Boards and are following up with local engagement. These packs show what space is available across the LIFT asset in local neighbourhoods and how they can be used, for instance we have identified space that can be easily used for testing and scanning services such as endoscopy, x-ray, ultrasound or blood testing. Clearly setting out the opportunities that already exist.
To find out how we can support greater NHS productivity through the utilisation of LIFT assets talk to your Regional Director.
Malcolm Twite
Executive Director, Property and Operations
25 September 2024
Contact your CHP Regional Director
| London | Siobhan Harper | |
| Midlands | James Weaver | j.weaver@communityhealthpartnerships.co.uk |
| North East | Dr Jane Fitch | j.fitch@communityhealthpartnerships.co.uk |
| North West | Jeanette Leach | j.leach@communityhealthpartnerships.co.uk |
| South and East | Simon Waters |
Read more Insights from CHP
Read more about our insights on core asset optimisation, place-based care and how CHP supports sustainable NHS infrastructure to enable care for patients closer to home in their local neighbourhoods.
