BUILDING SOCIAL VALUE
management lifecycle – from scoping and defining, through to operations and maintenance, to disposal.
n at an ICS level. n to estates strategy, business case, decision-making, and wider planning issues.
A checklist and framework are provided
in the resource. These can be used at any stage of an initiative, but would be most valuable if used as early as possible and iteratively throughout development and delivery. They could be incorporated into most existing project management processes. Other key focus areas include:
1. Focus on what matters. Estates opportunities should be as impactful as possible, so they could address identified priorities and population needs identified in NHS England’s Core20PLUS5 approach to reducing healthcare inequalities or health priorities set out by the Integrated Care Board (ICB), Integrated Care Partnership (ICP), the Trust, or other place-based priorities.
2. Working in partnership with communities and stakeholders. Working in partnership with communities and stakeholders will help identify what is important and of value, support innovation, and help ensure that local assets are utilised and enhanced where possible. The resource provides signposting for working in partnership with people and communities.
3. Evaluate and iterate. To check that the initiative is making a difference, it is important to evaluate the impact. This can inform the next steps, including any iterations required. Sharing impacts also supports transparency and accountability, and allows successes to be shared and celebrated. The resource provides signposts for how we can evaluate the impact.
Creating the landscape for change There are many good examples of how NHS estates are consciously and proactively adding social value, enhancing the wider determinants of health, and helping to reduce health inequalities. However, this practice is not ‘mainstream’, and where benefits are being realised, they are not always being recognised, reported, or celebrated. The full resource proposes a call to action for national organisations, ICSs, and NHS providers, set out under the following headings: n Increase awareness and understanding. n Strengthen leadership and culture. n Embed into guidance, strategy, and business cases.
n Develop new ways of working.
Advancing and spreading good practice Examples of how providers can advance
40 Health Estate Journal January 2023
About NHS England’s Health Inequalities Improvement team
Established in January 2021, The National Healthcare Inequalities Improvement Programme works with other programmes and policy areas across NHS England, as well as with partners in the wider system, patients, and communities, to deliver exceptional quality healthcare for all – ensuring equitable access, excellent experience, and optimal outcomes.
the spread and scale of practice, as well as make these actions more systemic, could be through training and development, ensuring that all public sector supply chains share an understanding of their community’s health inequalities, as well as embed health inequality considerations into business cases to ensure that future capital investment and estate plans consider the reduction of health inequalities as a key priority.
Case study:
St Basils Live and Work Scheme The St Basils / Sandwell and West Birmingham Hospitals NHS Trust’s (SWBNHST) Live & Work scheme is a unique and innovative example of successful partnership working, which demonstrates the importance of taking a holistic approach to address the joint needs for housing and employment of homeless young people between the ages of 16-25. The Trust partnered with St Basils homelessness charity to transform an empty unused hospital building into use for homeless youth, who then lived and worked on the Trust estate. Split into two aspects, the housing aspect of the scheme has involved taking on an empty unused building and refurbishing it to offer affordable shared living accommodation in close proximity to Sandwell General Hospital. The employment aspect of the scheme offers training and follow-on paid apprenticeships in a potentially wide range of NHS skills, which include Health and Social Care, Business Administration, and Customer Service areas across a wide range of SWBNHST departments, including Physiotherapy, Cardiology, Phlebotomy, Oral Surgery, and the Birmingham Midland Eye Centre. The training provides valuable work experience, leading to a NVQ Level 2 qualification, which in turn leads to the opportunity to apply for a permanent job or further training within the NHS Trust, or elsewhere.
Facilitating economic development The St Basils / SWBNHST project is a
Responsible for setting the direction for tackling healthcare inequalities, the programme ‘creates a positive improvement culture, which uses data to target action to reduce and prevent healthcare inequalities’. To find out more, visit
www.england.nhs.uk/ about/equality/equality-hub/national- healthcare-inequalities-improvement- programme/
perfect example of the application of multiple ‘building blocks’ in order to reduce health inequalities. By facilitating economic development through the repurposing of unused NHS estate, the innovative partnership has provided individuals with access to good inclusive employment and training, as well as access to quality and affordable housing.
Sarah Butler
Sarah Butler has over 10 years’ experience in the property industry via several operational and strategic roles, including a PPP property organisation within the NHS. She has played an essential role in the completion of the ‘Building for Health: The role of Estates in reducing health inequalities’ initiative commissioned by NHS England. Currently associate director at AA Projects, where she has been for seven years, her MBA dissertation research on technology and the impact on the estate in the NHS has been published by FM World and the EuroFM Network. She has experience in managing programmes, stakeholder engagement, estate strategies, funding applications and business cases, options appraisals, space utilisation studies, feasibility studies, project implementation planning, and benefits realisation studies.
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