NEIGHBOURHOOD HEALTH CENTRES
hybrid support cannot be an afterthought. It needs to apply to workstations as well as clinical spaces to ensure care is not limited by physical boundaries. Patient data can be examined now to inform choices, with elements of biophilic design such as natural light and noise reduction controls like partitions and dividers proving highly effective in facilitating operational adaptability. In addition to structured planning, resource gathering should be high on the agenda to co-ordinate with construction capability.
Better visibility of assets Starting with the refurbishment and redevelopment of existing NHS estate infrastructure is a common-sense approach to getting the NHC programme off the ground. But it will not be plain sailing. For the financial year 2024/25, the NHS Estates Return Information Collection (ERIC) reported a maintenance backlog that is estimated to cost £15.9bn to fix. The good news is as the Neighbourhood Rebuild provides the opportunity to deliver improved health centres through existing sites, there is a strong case for proactive investment. Understanding exactly what an estate is made up of, how it performs and the condition it is in forms the starting point and this information is what many health Trusts lack sight of. However, without identifying areas of risk and potential it is impossible to make informed decisions and plan for the future. This is now a fresh opportunity to make a concerted effort to overcome the challenges that prevent organisations taking control of their estates and
implementing the interventions that can protect sites for the future. There is a lot of innovative work already taking place in our communities that we can draw inspiration from. NHS Blood and Transplant offers key examples of what works when taking an existing building – whether it is already in the NHS portfolio or not – and repurposing it for healthcare needs. In Southampton, office space has been converted into a fully operational blood donor centre. Furthermore, this was achieved in just 14 weeks with no compromise to quality or compliance. As this was not a purpose-built facility, design focused on optimising the donor journey and flow of patients to achieve operational efficiency as well as a welcoming experience. Similarly, in Brixton, a former retail unit originally built in 1877 was converted into a donor centre meeting clinical requirements while also delivering a community-focused environment. Best practice projects such as these are critical enablers of delivering value in future schemes.
Demonstrating commitment to delivering healthcare strategies Local planning expertise and a deep understanding of healthcare estate requirements must share priority status with securing funding and developing clinical service strategy if partners are to deliver on the neighbourhood health concept.
Greater flexibility and autonomy over estate revenue and spending allocations have been called for by the NHS Confederation in relation to accelerating existing estate solutions for neighbourhood health centres.
End-to-end care and tailored support under one roof are aimed at preventing complications in the healthcare system for patients. But the same ‘streamlined journey’ approach needs to be applied from the very outset of the integration of healthcare into communities. This requires a robust and upfront culture of collaboration from day one, from before the blueprint to beyond the cutting of the ribbon. Working without meaningful collaboration may still result in the provision of NHCs, but that is not to say it will deliver the joined-up experience intended by the strategy. Local needs and circumstances will influence the planning and design of NHCs, as the aim is to ensure the NHS is working around the patient. Local authorities, health Trusts, community care organisations, and the voluntary sector have the power to call on their connections and leverage expertise to optimise outcomes. This extends to public sector procurement suppliers, developers, consultants, and architects. While we are still waiting for development briefs and
foresight of what the NHCs will look like in reality, let us consider now what is needed to streamline the delivery approach to ensure we create a successful outcome.
NHS Blood and Transplant Donor Centre in Southampton.
Sainaja Feroz
Sainaja Feroz is an associate of architecture at Pick Everard, with 20 years’ industry experience and a strong specialism in healthcare design. During that time, Sainaja has worked with a wide range of NHS Trusts and healthcare providers. Her work places staff and patient wellbeing at the heart of every project, combining human-centred, evidence- based design with a deep understanding of clinical environments. Sainaja works closely with healthcare providers to support the transition towards decentralised care models, enabling services to be delivered closer to everyday life. She also has particular expertise in adaptive reuse, functional planning, and effective zoning, creating flexible, future- ready healthcare spaces.
October 2026 Health Estate Journal 151
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