FUTURE ESTATE STRATEGY
despite the target to achieve that by April 2017, 180 NHS sites reported in the 2018-19 ERIC return had more than 2.5% of void space. One of the spaces identified in this return is the Clatterbridge Hospital site owned by Wirral University Teaching Hospitals Foundation Trust, where the first repatriation flights from Wuhan in China brought passengers at the commencement of the pandemic. This space was an essential part of the initial coronavirus response, and the public benefited from it being available to quarantine those who were returning from Wuhan, demonstrating that sometimes retaining ‘fallow’ space might be useful for business continuity purposes.
n The conversion and redevelopment of large regional convention centres into ‘Nightingale’ hospitals across the UK has demonstrated that there is a conflict between the need to ensure that space is utilised efficiently, and to have space ‘in reserve’ for business continuity planning. The speed at which the construction industry developed at scale to deliver the Nightingale facilities has been impressive, and the capacity of the NHS’s critical care provision has not been exceeded; however, there does need to be close consideration of the economics of having to develop temporary space at speed versus the retention of space for similar future incidences. This may cause a shift in focusing on business continuity and having additional capacity within the estate to cope with large-scale epidemics.
n A ‘re-setting’ of the way that NHS commissioners and providers are currently funded, which may mean that those in deficit (which have now been ‘written off’) will be more equally funded in the future. Under the new guidance, 2020/21 capital proceeds from the sale of assets will be available to care systems to invest in line with their estates strategy in the year of disposal, and in the following two years, in addition to system-level allocations.7 This should encourage Trusts to consider the disposal of assets that are no longer fit for purpose, or are no longer required given the more streamlined way of working proposed.
n The political focus on the NHS will increase as a result of its very visible frontline position in response to the COVID-19 pandemic, and the high regard and ‘national treasure’ status that is afforded by the general public. It remains to be seen how Parliamentary attitude will evolve as a result, and the impact on any discussions around NHS privatisation and hospital improvement plans. Furthermore, the current alliance between the Government and the NHS
Emma Bolton
Emma Bolton – Area Director (Leeds and North East), Community Ventures (Management) Ltd, is a Chartered Surveyor, who started her career as a town planner working in private practice. In 2015, she was awarded a Fellowship by the RICS surveyors in recognition of her professional standing within the industry. ‘Passionate about driving value from estates portfolios’, she has held senior leadership and director roles in local government and the NHS, and has established a solid reputation for her delivery focus in overseeing a variety of significant projects, including large capital schemes, governance reviews, large disposals portfolios, acquisitions, policy development, landlord and tenant management, and FM contract re-tendering.
Louise English
Louise English, Capital Planning and Property manager, North Tees and Hartlepool Solutions Ltd, has established her career in real estate management exclusively within the NHS, with experience across acute, community, and ambulance Trusts, and ‘has a genuine passion for delivering outstanding real estate management that benefits the NHS and its patients’. With specialist knowledge of NHS organisations and associated public policy, she has extensive knowledge in landlord and tenant matters, and has led in the delivery of strategic programmes of work of multi-organisational importance to maximise value and realise savings. Forward-thinking, with a ‘can-do’ attitude, she embraces change, and favours new and innovative models of working. She is currently working as Capital Planning & Property manager for NTH Solutions, on behalf of North Tees and Hartlepool NHS Foundation Trust.
may permanently change the relationship. In 2013 the Lansley reforms saw the NHS take on increased independence from government, but it is conceivable that there may now be a drive to return to more central system management and control.
It remains to be seen what the economic and social impact of the pandemic may be, but early indications suggest that in the event of an economic downturn, the level of investment recently committed to improving the NHS estate is likely to be retained. The Health Infrastructure Plan that was published prior to the onset of the pandemic, and proposed a co- ordinated and strategic approach to redeveloping the national health estate, recognises that capital is required to directly impact patient recovery. The need for this in the ‘new normal’ has never been more obvious.
References 1 Health and Safety Executive, 2020. Regulating occupational health and safety during the coronavirus outbreak
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https://tinyurl.com/yc9kyvwn].
2 Public Health England, 2020. Important information for all organisations that rely on a safe water supply to undertake their business activities
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https://tinyurl.com/y8h7rbus].
3 HM Government. Working safely during COVID-19 in offices and contact centres, 11 May 2020
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https://tinyurl.com/y9cjy6xh].
4 NHS Digital. Estates Returns Information Summary page and dataset for ERIC 2018/19, 17 October 2019 [
https://tinyurl.com/y7n8zje7].
5 Anadaciva S. The deteriorating state of the NHS estate. The King’s Fund, 17 October 2019
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https://tinyurl.com/y7wbccca]. hej
6 Operational productivity and performance in English NHS acute hospitals: Unwarranted variations. Lord Carter of Coles. Department of Health. February 2016.
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https://tinyurl.com/y23kknvm].
7 Ward S. Debt write-off and capital regime outlined. Healthcare Financial Management Association, 3 April 2020. [
https://tinyurl.com/yadw9k75].
July 2020 Health Estate Journal 41
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