Health and Housing Brian Reynolds Programme Director, One Public - - PowerPoint PPT Presentation

Health and Housing

Brian Reynolds Programme Director, One Public Estate

CIH South East Conference and Exhibition 9th March 2016

One Public Estate

 Partnership between the LGA and the Cabinet Office Government Property Unit (GPU).  Four key objectives: 1. Create economic growth (including homes and jobs) 2. Develop more integrated and customer-focused services 3. Generate capital receipts 4. Reduce running costs.  Began OPE as a pilot programme with 12 areas in 2013; further 20 areas added a year later. 107 councils in 24 partnerships joined OPE3 and shared in over £6m of central government funding with allocations ranging from £75,000 to over £500,000. Autumn Statement 2015 announced national programme - £31m extra over next two years.

Forecast benefits from OPE1 & 2

• Flexibility over the use of capital receipts;
• A new Duty to Engage with local authorities in the disposal of government land and property;
• A commitment to work towards Priority Purchaser Status;
• A beefed up Star Chamber for disputes between central and local government.

In return, councils have agreed to:

• make our land and property holdings more transparent;
• a Duty to Report on Surplus Land holdings and
• a Duty to Report on the Sustainability and Efficiency of the Estate.

Opportunities:

• Health
• MoJ
• MoD
• DWP

Spending Review 2015:

New tools, opportunities and responsibilities

• The NHS owns 6.9m has of land; floor space estimated at 25m m²
• The NHS has many underutilised properties and a significant amount of its estate is in poor

condition or not fit for its current purpose

• The cost of clearing the total backlog of maintenance required is more than £4billion
• The unoccupied floor area of NHS organisations is 1.5m m²

Ownership of estate:

• Trusts 85%
• NHS Property Services and Community Health Partnerships (CHP) 15%

Department of Health now has a dual target:

• Release land for 26,000 homes
• Generate £2bn in receipts from land and building sales.

Sources: Local Estates Strategies: A Framework for Commissioners (2015) NHS buildings: obstacle or opportunity (2013) Kings Fund

The NHS estate

The NHS is in the process of transforming its services in line with a Five Year Forward View; key to that: a more efficient estate.

• CHP and NHS Property Services: 170 draft ‘Estates Strategies’ to be agreed and finalised

throughout 2016

Strategic estates planning

Key OPE councils

Leeds City Council:

• Working in partnership with Leeds Community Health to deliver an integrated health and

social care programme;

• Over a 1,000 staff will integrate into new area based teams. In March 2015 the first 300

staff moved into their new integrated base;

• Will support estate savings of up to £150,000 and £500,000 in capital receipts.

Greater Manchester:

• Using OPE to support the land and property aspect of the Greater Manchester Devolution

Deal;

• Gorton identified as the highest priority area within Central Manchester by all Health and

Social Care partners;

• Working with the CCG and wider public sector partners to provide a Gorton Health and

Social Care Hub- an integrated health and social care facility.

Given the scale of challenge facing both the housing sector and NHS there are significant

• pportunities to work together to deliver high quality care and the homes we desperately

need. Key opportunities include:

• Reconfiguring the health estate to better meet local needs
• Unlocking space for housing development
• Sharing property (particularly with social care and the wider public sector)
• Delivering more integrated, community based services
• Dissolving the historic divide between primary, community care and hospitals
• Ensuring effective future investment.

Used effectively the NHS estate can be an enabler rather than a block to the delivery of new healthcare models and wider regeneration.

Opportunities for collaboration