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We have 11 years of strategic planning experience alongside valuable insights as Participant in the LIFT framework working with local health economies for over twenty years.
Covering the 49 LIFT areas (CHP Property search), our in-house expertise of asset management, investment, and operational property functions help us to provide detailed contributions to the strategy, particularly in capital and revenue-related aspects.
We will help you to develop your evidence based strategy which will serve as a decision-making framework for the ICS and its partner organisations.
The infrastructure plan may incorporate key principles and address national guidance and regional priorities such as:
The scope will encompass all buildings owned or leased by NHS and Public Sector organisations and GP practices in your area, with the addition of facilities utilised by services commissioned by the ICB, including dentists, opticians and pharmacists and local authorities. CHP offers a comprehensive evidence-based approach to infrastructure planning that encompasses the relevant public sector operations.
We have extensive data gathering, evaluation and analysis expertise and are key partners to the SHAPE database (shapeatlas.net).
The primary care data on the SHAPE platform is of the highest quality, we keep this data up to date to enable real time decision making and to make sure it is used positively to inform planning and delivery, not just now but for the future, ensuring that your infrastructure strategies are always up to date and can be refreshed as improvements are made. We see infrastructure planning as an ongoing programme of work with key deliverables and milestones.
We have access to a wide range of expertise and resources through our network of partners.
We have a range of safe procurement options to appoint any additional resources, such as via the LIFT Framework, with its Strategic Partnering Agreements.
This entails understanding the current situation, the ‘Where are we now?’ question through a desk-based exercise, gathering, validating, and presenting information about the ICS estate, including size, location, cost, occupancy, and commercial details where applicable e.g., leased properties, their expiry and associated risks.
The ICS Clinical Strategy or ‘Where do we want to be?’ question will be translated into estate-related terms to inform the delivery stage. Stage two involves considering the overarching clinical strategy and constraints, with potential additional work to understand location, size, and specific estate requirements to accommodate the planned changes.
The strategic direction and ‘How do we get there?’ question will be translated into deliverables, identifying necessary enabling works, relocations, refurbishments, or capital program and recommendations for commercial structure requirements all set out with reliable financial plans. In line with the SOF4 requirements and any savings targets.
This final stage focuses on finalising the content and presentation of the document. The Infrastructure Strategy will be presented as a web-based plan and have supporting documents such as Executive Summary and periodic papers or reports for approval.
CHP will be responsible for producing the following key deliverables:
Project execution and risk log
Day to day co-ordination and management of the processes involved in the preparation of the document content and any data gathering and governance during the process
Drafting the Infrastructure Strategy document to Level 2
Creating a stand alone Executive Summary document
Everything is web-based, making it easier to access, understand and keep up to date as circumstances change.
