Barra and Vatersay Integrated Service Delivery Model and Community - - PowerPoint PPT Presentation

Barra and Vatersay Integrated Service Delivery Model and Community Campus: Feasibility Study NHS Eileanan Siar and Comhairle nan Eilean Siar Presentation 30 May 2019

Welcome

Introductions

Gordon Jamieson

Chief Executive, NHS Eileanan Siar

Moira Anderson

Project Director, St Brendan’s Health and Social Care Project

Iain Mackinnon

Director for Investment Delivery, Comhairle nan Eilean Siar

Emma Macsween

Head of Partnership Services, Health and Social Care Partnership

Chris Malcolm

Director, Ryder Architecture

Progress Update St Brendan’s Health and Social Care Project

St Brendan’s Health and Social Care Hub

Progress Update Learning and Community Facilities Project

Background

Signifjcant investment in Schools Estate by Comhairle nan Eilean Siar last ten years (circa £73m) Castlebay School now identifjed as current investment priority Initial allocation of £7m made in Capital Programme 2018-2023 Discussions ongoing with Scottish Government and Scottish Futures Trust for funding support Development and implementation of “whole-life” learning agenda early years, primary, secondary, higher / further education, lifelong learning and community development Inclusion of “community services” CnES Offjces, Police Scotland Visioning and Space-Planning Exercise SPACE strategies Ltd, complete by end May 2019

Challenge : Focus on an affordable pot of space

EfÞciency

minimising cost

Expression

The messages the environment conveys & reinforces : ethos, culture, behaviours

adding value

Fitness for modern learning modes & learners needs / preferences Widening learner opportunity : 12 - 25 and pathways beyond A rich variety of resources (human, physical & virtual - wider geography & access) ensuring personalised choices are available Focus on quality rather than quantity Long term sustainability: Lifecycle & demand focus, capital investments in balance with

• perating & revenue costs

Holistic approach : Shared approaches through new management and operating models

EfÞciency Effectiveness Space Strategies Focus on Metric: Starting Point

• 4. Eoligarry
• 5. College
• 6. Council ofÞces
• 1. CB : Secondary & Public Library
• 2. Shared spaces

EXCL POOL

• 7. Early Years

1 Castlebay Secondary excluding shared spaces (assembly, PE & Dining) & excluding pool 1459 sq.m 2 School shared spaces (assembly, PE & Dining) 1848 sq.m 3 Castle bay Primary excluding shared spaces (assembly, PE & Dining) 717 sq.m Total Castle bay 4023 sq.m Notional area based on reported capacity (229 + 125) & SFT metrics (N/A) 4498 sq.m 4 Eoligarry 239 sq.m 5 College 242 sq.m 6 Council ofÞces 123 sq.m 7 Existing early years (notional based footprint understood to be rented) 182 sq.m Total current footprint (ecxluding community cafe, toddler space etc which could move) 4809 sq.m

• 3. Primary

Space Strategies The Status Quo: the Current Footprint

Community Signature & Service Re-Design Access to affordable housing Employment

Young people remaining locally

Transport

Ability to move around community

Assets

High quantity,

• ften of poor

quality and not Þt for purpose resulting in low use

Growing old

Intergenerational

• pportunity

fending off old age & avoiding isolation

Limited reserves

Social & Economic survival

Economic Climate

Transformational Change &Joined up working

More than a School

Contributing to regeneration Decisions led by function, demand, Pedagogy

Priorities balanced : Academic achievement versus positive destinations which are sustained Delivering on equity : Personalisation & Choice Utilisation of digital learning channels Charter based Co-Productions Parity of professionals Decentralisation : Location neutral working Smarter Working & Learning Creating opportunity, Building careers, Stemming “brain and youth drain” Managed change: Training & cultural support Not “what has always been” Shared approaches (human and physical resources) Leadership

Space Strategies Scene Setting: CnES Priorities and Drivers

Promoting & Supporting Enterprise Opportunity to retain & encouraging return A place with a social contribution Matching Island skills demand : with Island skills supply DEMAND : Community driven

DON’T CALL IT A SCHOOL : A Community hub New approaches : Public sector Service access

Parents as a resource : meeting their wider needs Connected professional community under one roof : SHARED aims & approaches Learning at the heart but looking wider Retainment & talent growth National interest (BBC Alba working on site) CAFE & COMMUNITY LOUNGE : RELAX & LEARN GATEWAY TO EVERYTHING ON OFFER & PROMOTING THAT INTER- GENERATIONAL ACTIVITY : Pre early years through to LLL

A modern LRC

More ßuidity : Spaces to support teaching across stages (equity & joint planning) Meeting learner demand Cradle to grave : Place based approaches New deÞnitions for 21C learning (in 2nd quintile) … young people have changed … learning environments have not …

Sustainability

Centre of excellence in performing arts, creative arts, digital media

Go to Place : Gaelic language & Culture

Agency ßuid workforce & De-centralised approach Meeting the needs of the few who don’t engage Social enterprise & 3rd sector partnerships … enhanced

• pportunity

to do things differently Greater congruence : the physical & virtual teaching platform : E-Sgoil evolution

LEARNING CENTRE

GIRFEC APPROACHES Learning for sustainability : Tomorrows world focus

Space Strategies Ambition Focus: Wider Access

Curriculum & life long learning groupings

Language & Humanities STEM Learning Expressive & Performing arts Early Learning stages Health & Wellbeing Environment & Sustainability

(outdoor learning)

LEARNING RESOURCE CENTRE : Books Research & Information Access Study On line learning Early learning & wider literacy building A place to relax and enjoy a paper, a book & a coffee On line service access Digital support Signposting for tourists? THE LEARNING exchange : Shared space to deliver : Family learning, Seniors Tutorials, Social work delivery, Meetings, Emerging business support … BIG WELCOME ENTRANCE EXPERIENCE & ACCESS TO: Library Services … Youth, College & Lifelong Learning ÉLocal OfÞce É Emerging Business Support … A coffee and a chat … Leisure Facilities … (Tourist signposting ) SHARED professionals work hub

A place of life long learning & Centre of excellence for Gaelic culture & language

Space Strategies Community Hub: Organisational Model

Key Themes informing SPACE planning IMPLICATIONS FOR SPACE Flexible opportunities (at all learning levels) : Bringing subjects together, Skills based & Interdisciplinary Learning, Independent Learning breaking out of the classroom, Supporting the development of softer skills and recognising challenges learners may face (social & emotional support : resilience) Rethinking pedagogy : Many modes of learning possible to suit the task in hand (opportunity of specialism learning in primary) 2 - 18 focus : Blurred boundaries /seamless approaches across learning levels & transitions (space use & staff deployment) 3 - 7 Immersive Gaelic Learning Agile working : Spaces to suit cohort numbers and activities (Flexibility in use & utilisation focus) A richer mix of space typologies & a focus on the learning settings available to suit tasks in hand, about more than the traditional classroom, choice and variety Shared space Cognisance of the needs of immersive learning : Acoustic shelter (you can achieve “privacy” without “secrecy & closed” doors)

Flexibility is about janitors moving furniture, agility is about how you do things …

Space Strategies Pedagogical Approach Informing Spatial Approach

ZONE SPACE Taxonomy / Organisational Grouping Total Sq. m (NEA) Plant uplift Partition uplift Circulation Uplift Total Sq. m (GIA) A The big welcome 179.00 4.48 7.16 35.80 226.44 B Front of house life long learning 195.00 4.88 7.80 39.00 246.68 C Curriculum & Life long learning Neighbourhood : STEM 340.81 8.52 13.63 68.16 431.12 D Curriculum & Life long learning Neighbourhood : Languages and Humanities 209.43 5.24 8.38 41.89 264.93 E Curriculum & Life long learning Neighbourhood : Expressive & Performing arts 1021.27 25.53 40.85 204.25 1291.91 F Curriculum & Life long learning Neighbourhood : Health & Well Being 383.24 9.58 15.33 76.65 484.80 G Curriculum & Life long learning Neighbourhood : Early learning stage 142.05 3.55 5.68 28.41 179.69 H Curriculum & Life long learning Neighbourhood : Levels 1 & 2 423.75 10.59 16.95 84.75 536.04 I Professionals work hub 99.00 2.48 3.96 19.80 125.24 J Infrastructure 251.40 6.29 10.06 50.28 318.02 3244.95 81.12 129.80 648.99 TOTAL GIFA 4104.86

Space Strategies Initial Space Budget Subject to Further Development

Masterplanning Study

Future Investment in Barra

C A S T L E B A Y

C a s t l e b a y C

• m

m u n i t y S c h

• l

S t . B r e n d a n ’ s H

• s

p i t a l

Are there benefjts to Integration?

C A S T L E B A Y

Public Services on Barra Strategic Intent

Key drivers from workshop held in Stornoway October 2018

Drivers for Change In the Future Criteria for Success Planning Principles

‘As many services as possible delivered on the island without the need to travel’ ‘A beacon to attract people to Barra’ ‘Public accessibility to multiple services’ ‘Everyone needs to collaborate’

Integration - Aligning with Scottish Government Policy National Performance Framework Connected Scotland Islands bill Place principle 2020 Vision The Healthcare Quality Strategy for NHS Scotland £1bn investment in learning estate Climate change plan

“To focus government and public services on creating a more successful country...” “Young or old, loneliness doesn’t discriminate… it is something many of us could easily help with.” “...focuses on provisions designed to strengthen and protect Scotland’s island communities” “...provide a shared context for place-based work.” “By 2020, everyone is able to live longer healthier lives at home, or in a homely setting.” “Mutually benefjcial partnerships between patients, their families and those delivering healthcare services.” “Every pupil should have the best support throughout their education... that parents, staff and children can be proud of.” “A healthier society, an enhanced and protected natural environment and a diversifjed, resilient and sustainable economy”

Integration - Aligning with Scottish Government Policy National Performance Framework Connected Scotland Islands bill Place principle 2020 Vision The Healthcare Quality Strategy for NHS Scotland £1bn investment in learning estate Climate change plan

Examples of Integration Case Studies

Community Facilities Sports Customer Service Library Police Health Primary School Secondary School ELC Nursery

Waid Community Campus

“That sense of community within the school is defjnitely reinforced by the fact that we’re all together, all of the time.” “Local people are using it in ways that we never thought of in the fjrst place, so there are actually more things coming

• ut of the project than we

thought initially.”

Loanhead Centre

“These are well designed spaces to be enjoyed by our young people and the wider community.” “This is another example of an effective partnership approach, good for people and good for improving the health of those living in Midlothian.”

Connections

Business Higher Education

Benefjts of Integration

Examples of Integration Healthcare services and social care hub

Hospital GP Social Care

Health & Social Care Hub

Can We Go Further?

Hospital GP Social Care

Combined Community Hub

Education Sports

Community

Connected services Active, healthy lifestyles

Can We Go Further?

Hospital GP Social Care

Combined Community Hub

Education Sports

Community

Removing social stigma Sustainable delivery of public sector Working with patients as partners Removing barriers Seamless life transitions Active learning Lifelong learning Healthier community Community empowerment and participation True integration with the community Employment Opportunities

S O C I A L C O N N E C T E D N E S S W E L L B E I N G

Community Wellbeing

Social connectedness Encouraging creativity and continuous learning Active, healthy lifestyles Removing barriers Mental health benefjts Accessible external environments

Lifelong Learning

Casual learning Seamless life transitions Enhanced prospective career

• pportunities

Empowering people Community integration Social connectedness

User Experience

True integration with social care Removing social stigma Working with patients as partners Multi skilled staff Accessible for the community Early intervention

• pportunities

Increased community participation

Economic Opportunities

Flexible work patterns Wider investment on the island Community empowerment and participation Employment Opportunities Promoting business ventures Accessible childcare

Sustainability

Sustainable delivery of public services Population retention Building for future generations Effjcient footprint and life cycle costs Employment and learning

• pportunities

Healthier community

Challenges

Privacy Issues Clinical risks Governance Safe-guarding

Decision Making

Collaborating

Helipad Mixing generations Patient privacy School privacy

Timescales

Barriers Infection control

Conclusions

Timms Community Centre HCMA Architects

Community benefjts to be gained from an integrated facility:

• Improved wellbeing
• Improved social connectedness
• Improved operational effjciencies
• Improved educational and economic opportunities

Next Steps

Agree to proceed with an integrated facility Agree to construct health and social care hub on the currently proposed site, potentially followed by new community school

• r

Feasibility Study

Feasibility Study Background

Service Redesign and Community Conversations Increased collaboration and integration of service deliv- ery by public sector partners Single Island Partnership Effective and effjcient coordination and delivery of public service: fjnancial benefjts Community Empowerment and Local Area Governance Facilitate decentralisation of public sector functions improve sustainability of rural communities Current infrastructure projects potential for integrating health, social care, learning and community services and facilities on Barra and Vatersay and the provision of a single combined campus in Castlebay

The Heart in Ikast C.F. Møller Architects

Feasibility Study Aims and Objectives

To assess the feasibility of four options associated with the development and delivery of the St Brendan’s Health and Social Care Project, currently being led by NHS Western Isles, and the Barra and Vatersay Learning and Community Facilities Project, currently being led by Comhairle nan Eilean Siar. The outcomes of the exercise shall provide NHSWI and the Comhairle with a clearer picture of the potential for effjciencies that could be realised through greater levels of collaboration and integration in terms of both infrastructure provision but also for service users and service providers in the islands.

Feasibility Study Investigating Benefjts For... ...the public ...service users ...staff

A chance to improve the quality of public realm and external spaces, maximising the benefjts of the surrounding views and landscape connections that the Castlebay area provides Improving the opportunity for casual social interactions The chance to realise health and wellbeing benefjts by linking a wide range of demographics and social groups Wider development opportunities to develop sites into economically benefjcial ventures Establish potential sites for new housing within the wider Castlebay areas as a result of released plots of land Mitigating the likeliness of social isolation and feelings of loneliness throughout all generations Opportunities generated will minimise the desire for outward migration whilst positively infmuencing inward migration Working to sustain a healthy population The opportunity to give an asset to the community which responds to their needs for the twenty fjrst century - fmexible and adaptable Opportunity to access state of the art educational, community, social and healthcare facilities Improve social connectedness and promote intergenerational interactions Opportunity to locate the health and social care hub in a more accessible location relative to the settlements of Castlebay and Horve The chance to realise health and wellbeing benefjts by linking a wide range of demographics and social groups Protection against the harsh Hebridean winter weather with many services located under one roof Shared knowledge and opportunities Improving operational effectiveness in the workplace and

• pportunities to create stronger relationships with the

community Improved economic opportunities for businesses and staff Opportunities to develop skills and knowledge required to progress in a career without needing to leave the island Improved access to childcare Encouraged wider investment on the island Easily accessible social and retreat areas Access to more facilities under one roof and realising the benefjts of spatial effjciencies Reduction in travel time and distance to public services Greater sense of worth improving attitude to work

Feasibility Study Options

Option 1 Newbuild integrated facility combining health, social care, learning and community facilities (including Comhairle services and Police Scotland) into a single campus Option 2 Integrated facility with retained elements from existing Castlebay School, eg sports hall and reception area Option 3 Standalone St Brendan’s Health and Social Care Hub by NHSWI on currently proposed site, and standalone school and community facilities by CnES on the existing school site Option 4 Collaborative approach (NHSWI and CnES) to project development (design, procurement and construction) but on existing separate sites

Feasibility Study Areas for Evaluation

Project Governance and Management Arrangements Scottish Government Health and Learning Departments, NHS Eileanan Siar, Comhairle nan Eilean Siar, Scottish Futures Trust Integrated Service Delivery Model for Barra and Vatersay theory and application Technical feasibility design, procurement, construction, estate and facilities management, cost and programme

New Islands Brygge School Tredj Natur

Feasibility Study Scope of Technical Investigation

Site Investigations and Existing Structure Surveys Land Ownership and Occupancy Defjnition of Brief and Outline Schedule of Accommodation Outline Design Options and Cost Appraisal Planning Liaison Community Engagement Study to be complete and identifjcation of preferred

• ption by September 2019

Comhairle decision 2 October 2019

Kirn Primary School Ryder Architecture

Questions