Health and Housing Brian Reynolds Programme Director, One Public Estate CIH South East Conference and Exhibition 9 th 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
Spending Review 2015: New tools, opportunities and responsibilities • 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
The NHS estate • 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
Strategic estates planning 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
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.
Opportunities for collaboration Given the scale of challenge facing both the housing sector and NHS there are significant opportunities 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.
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