Slides from the webinar relating to Neigbourhood Health
Tackling common challenges in delivering Neighbourhood Health Centres
Alistair Rose Jake Roe Emma Hau Chris King Karina Dare Kerry Bourne Speakers Director of Strategic Estates, Infrastructure and Sustainability, NHS Lancashire and South Cumbria ICB Head of Estates Strategy, NHSPS Senior Healthcare Planner, NHSPS Head of NHS Open Space, NHSPS Primary Care Estates Strategy Lead , NHSPS Programme Director, NHS South East London Integrated Care System Simon Taylor Director of Estates Policy, Strategy & Capital Projects, NHSPS
Agenda Introductions How NHSPS is supporting Neighbourhood Health Tackling common challenges Q&A
How NHSPS is supporting Neighbourhood Health Simon Taylor, Director of Estates Policy, Strategy & Capital Projects, NHSPS Jake Roe, Head of Estates Strategy, NHSPS
10 Year Plan NHC Programme Introduction Three Shifts: Prevention, Community and Digital Access as close to home as possible and service integration, not constrained by organisational boundaries Create a neighbourhood health service Roll out 250 NHCs by 2035 (first 120 by 2030) Using existing estate and new build First 27 have been announced to open by 2027
Our role Supporting delivery of 11 of the first 27 NHCs Many opportunities to make better use of our properties – with ICB service-led collaboration We set this approach out in our report ‘Making NHCs a reality’ last year and more recently our handbook ‘Developing a Neighbourhood Health Centre’
Investment of c.£5m in the following NHSPS properties for delivery in 2026/27 1. Liverpool Road Health Centre - East 2. Hinckley Health Centre - Midlands 3. Shefford Health Centre - East 4. Stony Stratford Health Centre - East 5. Fingerpost Health Centre - North West 6. Fleetwood Health and Wellbeing Centre – North West 7. Montpelier Health Centre - South West 8. Charlotte Keel Health Centre - South West 9. Goldsworth Park Health Centre – South East 10. Erith Health Centre - London 11. Downham Health & Leisure Centre - London Wave 1 locations
Designed for patient, workforce and the future • Patient journey and wayfinding • Community impact • Digitally enabled • External green spaces • Accessibility improvements • Bookable space and utilisation monitoring • Training and education space • Flexible and multi- use spaces • Future proofing for climate change and net carbon zero
Understanding the current position and future ambition Service Provision Space Type Current Position As Is Proposed following investment To Be General Practice and PCN staff Mix of group and individual consulting rooms, Touchdown and phone booths for phone consultations Community Health & INTs (inc Social Care staff) Mix of team rooms, consulting rooms and Touchdown Clinics (for ENT, gynae, and other community clinics) Larger consulting rooms, treatment rooms, minor procedure space Shared spaces Mix of group consulting rooms (20 people), team meeting rooms (5 and 10 people), kitchen/ break area, Touchdown areas, showers/ changing, clean / dirty utility Mental Health Services - such as primary care-based mental health services and talking therapies Counselling rooms, group rooms, consulting rooms Babies, children and their families, inc. services to support healthy development and emotional wellbeing, and child- friendly spaces Child-friendly spaces Other Hubs, e.g. Women's Hubs, debt advice, Work & Health Hub, Healthy Living Hubs Group Rooms, spaces for private discussions Minor Diagnostics: Kit inc. blood/ PoC Testing, USS, echo, spirometry etc. Treatment Rooms UTC/ Minor Injuries Waiting Area / Treatment Rooms Out of Hours Team dealing with general access out of core hours - using existing rooms Use of existing rooms out of core hours
How to align services, demand and space Emma Hau, Senior Healthcare Planner, NHSPS
Putting patients at the heart of decision-making Moving from single- user to multi-user buildings Supporting integrated care closer to home Aligning services, demand and space Why Neighbourhood Health Centres need a different approach
Three considerations for successful delivery Early engagement Flexibility with purpose Clarity of role
Understanding delivery options and funding Alistair Rose, Director of Strategic Estates, Infrastructure and Sustainability, NHS Lancashire and South Cumbria ICB
“Set piece” approach per property Partner engagement – including workforce Revenue challenges and void budgets Governance Common language approach Work with NHSPS and CHP Our approach
Purpose of the ‘Angel Cake’ Analogy Layered Investment Strategy The analogy depicts a phased investment approach focusing first on refurbishing existing assets before redevelopment and new builds. Phased Prioritisation Approach Each layer symbolises different complexity, cost, and timeline considerations for health infrastructure projects. Efficient Resource Use The approach ensures efficient fund allocation, minimises disruption, and aligns with sustainable development goals. Timescales for funding and delivery to be worked up per system and project to determine a pipeline.
Layer Focus Funding Timeline Top Slice Entirely new builds Public-private partnerships / needs flexible approach and some local controls Long-term (5+ years) Middle Slice Significant redevelopments Treasury PDC Medium- term Bottom Slice Optimising existing buildings Initial government funding Immediate Angel Cake Analogy and Strategic Prioritisation
How to develop a common operating model Kerry Bourne BSc Hons MRICS, Programme Director, NHC South East London ICS
The SEL Estates Journey PCN Plans in 2020 Installation of sensors in all CHP and PS assets 2022 and on going Estate and Infrastructure Strategy - 2023 Central Neighbourhood Agenda 2025 x6 Borough Workshops - 2026 INT Prioritisation and Bids - 2026
The challenge We have the buildings – how do we use them better? National ambition: Neighbourhood Health Centres Existing estate: 40% average estate utilisation Our target: 80% utilisation Growing demand Limited capital investment A new operating is model required Existing NHS estate
South East London approach Three complementary workstreams. One shared operating model OPTIMISE Unlock clinical capacity ACTIVATE Unlock community capacity REIMAGINE Reimagine underused estate Developing a common operating model for Neighbourhood Health Centres across South East London
Tessa Jowell Health Centre • Shared room pool • Open Space booking • 6-4-2 room booking policy • Active utilisation management • Whole building visibility Akerman Health Centre • Community Engagement Manager • Extended opening • Community bookable rooms • VCSE partnerships • Prevention and wellbeing activities Garland Road Health Centre • Options appraisal • Community insight • Future service model • Estate opportunities • Partnership working South East London approach – in practice
Shared learning Building blocks of a common operating model Estate optimisation Active management Community activation Applying learning across NHSPS, CHP, Trust and partner estate in South East London Data and insight Partnerships and governance
Downham Health and Leisure Centre Erith Health Centre Wave 1 sites
Using data to support Neighbourhood Health Centre development Chris King, Head of NHS Open Space, NHSPS
Using technology to support service-led estate planning This is where NHS Open Space can help. Using the right data to support your case for investment Optimise usage of your Neighbourhood Health Centre Create flexible spaces with an intuitive space management solution
How we’ve helped improve utilisation across the NHS 8,000+ utilisation sensors already installed across the NHS estate 400+ NHS properties currently undergoing utilisation monitoring £4m of costs avoided by identifying capacity within the existing estate £3.9m in savings forecast by identifying and making better use of existing space
Building in flexibility – and managing it well Neighbourhood Health Centres depend on different services being able to use the same space well. NHS Open Space helps you understand exactly what’s being delivered, with clear reporting to help you drive space efficiencies. This means you need a simple way to manage shared rooms, reduce manual admin and make space available when it is needed . Spreadsheets and Outlook might work for a single building, but if you want a bird’s eye view of utilisation across your estate then you need a more practical, scalable solution .
Case Study: South-East London Collaboration between SEL ICS, NHSPS, CHP, local FTs and Providers Aim: To work collaboratively across the system to share data, knowledge and drive optimisation of the local healthcare estate Utilisation at 39% Homogenised pricing concept Internal booking pilot Consolidated dashboards and analytics to provide a ICB wide view of space usage 42 properties, 762 rooms 1,086 sensors deployed 78 bookable rooms in 14 properties
Lessons learnt from past projects Karina Dare, Primary Care Estates Strategy Lead, NHSPS
Be adaptable Minimise lease barriers Don’t discount admin spaces Physical space isn’t always the barrier Clear accountability is key Agree principles up front Practical access is as important as legal access How you deliver a service will drive space standards Lessons learnt from past projects
Key takeaways Healthcare planning can’t be an afterthought if you want to get the right alignment across services, demand and space The Angel Cake analogy – phased investment is critical to delivery A common operating model helps standardise the approach to Neighbourhood Health Centres Utilisation monitoring and room booking data gives you the true picture of how your buildings are really being used, helping you plan and deliver Neighbourhood Health Apply learnings from previous projects to deliver your Neighbourhood Health Centres
Q&A
Find out more Download our report: Making Neighbourhood Health Centres a Reality Get in touch if you’d like some support: You can call 0808 196 2045 or; Fill in the form here Read our handbook to learn the steps involved in: Developing a Neighbourhood Health Centre