Date: Humber NHS Foundation Trust Estate Strategy December 2016 Review. To approve To ratify To consider To note

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1 Agenda Item: 10.2 Title of Meeting: Trust Board Public Meeting Date: 7 December 2016 Report on Humber NHS Foundation Trust Estate Strategy December 2016 Review Status of the Report To approve To ratify To consider To note To endorse To discuss For information Key Issues in the Report The Estate Strategy was approved during the public session of the Trust Board on 6 May 2015, with half yearly reviews submitted subsequently. The attached paper provides a summary of the position to date, which follows the paper that was submitted in June Major influencing factors to the Estate Strategy include; Changes of strategic direction associated with related Trust strategies, or those of partner organisations Revision to service specifications from Care Groups Commercial opportunities and The availability of capital and revenue budgets for the period of the strategy to enable the delivery of planned actions A renewed action plan is to be developed, which is aligned with the current strategic context of the Trust. Links to Strategic Objectives Deliver high quality, safe and effective services Deliver care closer to home to avoid hospital admissions wherever possible Prioritise prevention, early intervention, recovery and rehabilitation Integrate health and social care, mental and physical health and well-being and involve patients and carers in managing their care Listen to and actively engage our patients and service users and their carers and families in the development, delivery and evaluation of the services we provide. Work with the communities we serve, our partners and our members to design the

2 services that will best serve their needs Maintain a sustainable business to ensure that we can continue to care in the future Risk/Legal/ Compliance/Communication Issues: None Equality and Diversity Issues: Not applicable Report Exempt from Public Disclosure Yes No Recommendations note the achievements and areas requiring further focus within the report and provide direction associated with the organisation s operational strategies, to inform the Estate Strategy s future development. Author of Report include telephone number and e mail address: Robert Atkinson, Projects and Strategic Development Manager Tel: robertatkinson1@nhs.net Stephen Dale, Head of Estates and Environmental Services Tel: stephen.dale@nhs.net Adrian Snarr, Director of Finance, Informatics and Infrastructure Tel: adrian.snarr@nhs.net 2

3 HUMBER NHS FOUNDATION TRUST ESTATE STRATEGY YEAR ONE REVIEW 1 Introduction The Estate Strategy for the Humber NHS Foundation Trust for the period forms the plan for the current and future development and management of the Trust s estate. The strategy has been adopted as a framework. The format follows that recommended by the Department of Health in reviewing the overall use of the estate, occupancy costs, service and organisational constraints, and capital investment decisions. The purpose of this paper is to provide a half yearly review, following that which was submitted in June This includes an overview of progress to date, summarising the achievements made and areas that require further focus. 2 Structure Following adoption of the Trust s Estate Strategy, the following meetings structure is in place to discuss, address and develop the delivery of the Estate Strategy. This includes an overarching strategy review group, coupled with action specific work streams: Monthly Estate Strategy Review Monthly Hull City Centre Work Stream Work streams leading up to the Estate Strategy Review that was submitted in June 2016 also included Driffield and Bridlington. These groups have been concluded as a consequence of specific project developments, which are illustrated in section 3.1 of this paper. The membership of the active meetings include Care Group Directors, in addition to; HR, Business Development and the PMO. The outturn projects from which will support transformation projects and feed into the Capital Programme Board. Further to its internal structures, the Trust actively participates with the strategic estates work streams for the wider public sector and health economies. Central to this is the emerging STP work stream, which following an initial data collection phase met for the first time in October. 3 Progress on actions since June 2016 Progress has been made across the various themes identified within the Estate Strategy, which are monitored via the Estate Strategy Review group. 3.1 Actions Key points of note in the six months since the June Trust Board update include: Driffield Services associated with 8 Market Place/Rivendell House (CAMHS and CMHT), have been set and consolidated. The need to consolidate the East Riding children s mental health team, and further developments associated with the introduction of a children s eating disorder service for the East Riding, have introduced an additional pressure on accommodation at the site. Options are 3

4 therefore being developed to address the additional accommodation requirement within the centre of Driffield. These include; a. extending the area of accommodation within Rivendell into an adjacent property or, b. relocating adult mental health services into Alfred Bean Hospital to provide additional capacity within the Trust leased premises in the centre of Driffield, which runs until As an interim measure, and until clarity is received in relation to the future tenure of Alfred Bean Hospital, children s mental health services have taken occupation of additional accommodation within Beverley Health Centre. The Trust remains in occupation within the leased premises at Four Winds, from which CTLD services are the predominant occupant. The lease for this facility concludes in May 2019, from which time all Trust services will be relocated. Negotiations with NHS PS are underway in relation to the cost of accommodation; following the CCG s exit from the site. The long term accommodation requirements of the services that are currently delivered within Four Winds need to be established. Bridlington Campus Project The strategy for Bridlington is fully aligned with the Estates and Technology Transformation Fund (formerly the Primary Care Infrastructure Fund) project within the town. On the back of the successful bid for 11 million, to develop a shared facility, which can accommodate; Brid Inc., East Riding of Yorkshire Council and Humber NHS Foundation Trust services, NHS England approved 280k in September 2015 to develop an Outline Business Case. The Trust has submitted accommodation data regarding all of its services, which are delivered within the locality. This has been included within the initial design workshops and outturn proposals. The Outline Business Case is anticipated to be submitted to NHSE in February 2017 for consideration and authorisation to develop the Full Business Case. For the interim period, the Trust continues to work alongside York Teaching Hospitals NHS Foundation Trust, the East Riding Council and the GP s. This is in terms of their status as landlord organisations to the Trust and as stakeholders to the wider campus project. Hull A specific work stream has been established to develop a recommendation to the Trust Board. Centered around the future of Victoria House, the group covers the wider requirement for estate within the city centre. Data collection is underway to establish the requirements of the various services that have a requirement for city centre accommodation. At the end of October 2016, the Trust vacated John Symons House. This property was leased from Hull City Council, which previously formed part of the Section 75 agreement. As part of consolidation of Community Mental Health and Social Care 4

5 services within the Trust, this site was earmarked for disposal. The Grange and the Waterloo Centre now form the bases for the community based teams. Clinical sessions are subsequently undertaken from within primary care estate, to assist with the integration of mental health and physical health provision. Whitby Following the commencement of delivery of Community Health services to Whitby from April 2016, the Trust continues to work with the CCG and NHS Property Services to redevelop Whitby Hospital, which is including active involvement in the Estates and Finance work streams. The current anticipated timescale for a start on site is June 2017, however, based on the Trust s experience of capital project, this would seem aspirational. Capital Prioritisation The prioritisation of capital schemes via the Capital Programme Board continues to act as a check and balance against the capital applications received. It reviews on a monthly basis the scope of capital projects for the Trust. This further aligns Capital Investment Applications with the Estate Strategy, together with other strategic projects that are being developed to support transformation projects across the Trust. 3.2 Areas Requiring Further Focus A longstanding requirement of the estate strategy is for collaborative Care Group operational strategies and Trust Commercial Strategy to provide clear direction in terms of the estate requirement. This is specifically pertinent when considering the mental health inpatient estate. The long term vision of a consolidated estate needs to be married with the immediate requirements of clinical services and commercial opportunities in the short term, whilst maintaining a compliant and safe environment for the delivery of care. A cross Care Group consensus is therefore required, which will drive the delivery of mental health inpatient accommodation requirements in the medium the medium term. 4 New Projects Identified In the period since the June 2016 update the following developments have been incorporated: 4.1 GP Procurements On 1 April 2016 the Market Weighton practice transferred to the Trust. As part of this transfer, two leases were assigned for the property. Additionally, the Trust took on full maintenance responsibility for the large health centre. On 1 November, the Hallgate Surgery in Cottingham transferred to the Trust. Whilst the tenure of the premises is still to be agreed, the Trust has taken full maintenance responsibility for the GP Practice s building. Furthermore, on 1 January 2017, the Chestnuts Surgery in Cottingham will transfer to the Trust. As a consequence of the quality of primary care estate stock in Cottingham, the Trust is continuing to develop the ETTF bid that has been submitted to the East Riding of Yorkshire CCG for a new Primary Care Centre. 5

6 Additionally, the Trust is also in contact with a number of other GP Practices, which is expected to involve the transfer of further primary care estate. 4.2 Mental Health Crisis Pad Following the award of NHS England monies, a Crisis Pad is being developed by the Mental Health Care Group. The estate requirement for the service is being developed to align with operational requirements, in order to deliver a suitable facility from April Medium Secure Services The future requirement for medium secure inpatient accommodation is to be reviewed. This is in line with anticipated commissioning intentions and the associated facilities from which the services should be delivered from. 4.4 Business Development Opportunities Business development opportunities to provide health related services continue to be explored by the Trust. Whilst commercially sensitive in nature, these continue to be linked with the Trust s operational strategies and therefore the Estate Strategy as a whole. 5 Significant Projects in 2016/ Willerby Hill The feasibility of consolidating mental health inpatient services onto a centralised campus is being progressed, as part of a long term site wide development project. The purpose being, to improve efficiencies in service delivery and the facilities from which they are provided. An understanding of the long term requirement is under review in conjunction with the operational leads. The immediate focus being; to develop a medium term plan for the mental health inpatient estate provision, prior to it being consolidated. 5.2 CAMHS Tier 4 In response to the anticipated national reprocurement of CAMHS Tier 4 services at the end of November 2016, and in support of the potential provision, the Trust are developing a strategy to deliver the service and estate. Further developments will be in response to the published timescales for delivery, once they become available. 6 East Riding Community Estate Following the announcement that the Trust has lost the East Riding Community Services tender, a work stream is currently being setup to look at the community estate with a view to developing a de-mobilisation action plan and strategy for the long term usage of the estate. 7 Conclusion In conclusion, further progress has been made in the six months since the last update to the Trust Board. The action plan that was developed against the first year of Estate Strategy Delivery has now closed. A new action plan has therefore been developed, which captures the new projects identified and the significant business change that has occurred since the adoption of the strategy. Focussed projects continue to be 6

7 developed, however a clear vision of the Trust s wider strategies is required to support effective planning of the estate. 8 Recommendations The Trust Board is requested to; note the achievements and areas requiring further focus within the report and, provide direction associated with the organisation s operational strategies, to inform the Estate Strategy future development. Appendix A Estates Action Plan 2016/2017 7