nhsps update & strategic estate partnerships
Post on 01-Nov-2014
416 Views
Preview:
DESCRIPTION
TRANSCRIPT
Update &Strategic Estate Partnerships
Lester WagmanHealthcare Environment & InfrastructureSouthampton, September 2013
PropCo
NHS PropCo – Principles (recap)• Presumption that assets will be transferred to relevant NHS service providers:- Foundation NHS acute/MH Trusts- Aspirant Community Foundation NHS Trusts
• Full lists of property for proposed transfer to these organisations currently under consideration by DH but some Transfer Orders made
• All other estate to be transferred to NHS Property Services Ltd.
• Likely to include assets formerly held/controlled by PCTs/SHAs: - Administrative/support services buildings - Operational community care property: - in multiple occupation - where the NHS provider is a minority occupier - where the community provider is a non-NHS provider
- Operational primary care property, e.g. some GP surgeries - NHS interests in established JVs such as LIFT Cos- Surplus property (Trusts encouraged to release this ASAP to support HCA new homes initiative)
2
What needs to be done (recap)?
Nationally
• Structure of eventual PropCo(s)- Role of LIFTcos- Governance arrangements- Interim resource planning
• Procurement process
• Transfer orders
Locally/Regionally
• Housekeeping- Compliance/Backlog maintenance- Transfer/novation of contracts- Lease management issues
• Strategic estate planning- JVs & SEPs- Shared/divided sites- Capital programme- Transfer valuations
3
Update Nov 2012Letter from Simon Holden (CEO)‘Core’ landlord and advisory services that Primary Care Trust estates teams currently provide or manage:
• Strategic estates management
• Property management advice �• The operational delivery of
[property] services:
• Refurbishment and maintenance
• Emergency/on-call repairs
• Quality assurance
• Compliance with statutory regulations (such as fire,
asbestos)
• Non-urgent breakdowns (electrical, mechanical, building)
• Planned preventative maintenance
• Health and safety, fire safety and risk assessment (landlord only)
• Mechanical and engineering services
4
• Charles Howeson, Chair�• Simon Holden, Chief Executive�• Caroline Rassell, Finance �
Director
• Pamela Chapman, Acting �Director of Asset Management
• Alan Farmer, Director of �Corporate Services
• Andrew Millward, Acting Director �of Communications and
Business Services
• Chief Operating Officer, Vacant�• Kathryn Berry, Regional �
Director, North
• Martin Royal, Regional Director, �Midlands and East
• Tony Griffiths, Regional Director, �London
• James Wakeham, Regional �Director, South
5
Update April 2013Leadership team in place:
Update 2 April 2013Letter from Peter Coates (on behalf of Secretary of State)To: landlords, sponsors and/or funders
Setting the Scene
• On 31st March 2013, Primary Care Trusts ceased to exist
• A significant number of properties previously owned or leased by Primary Care Trusts (together with all resulting liabilities) will transfer to NHSPS
• The Secretary of State for Health holds all of the shares in NHSPS
Statement of Principle
• SoS acknowledges fundamental importance of…good quality premises [for primary health]
• enshrined in NHS Constitution pledge :
• “services provided in clean and safe environment that is fit for purpose, based on national best practice”.
6
Update 2 April 2013Letter from Peter Coates (on behalf of Secretary of State)To: landlords, sponsors and/or funders
NHS PS Role & Responsibility
• NHSPS to manage NHS' interest in large number of properties as best way of ensuring a coherent strategy during the period of transition
7
Mixed Message
• NHSPS is not subject to s.70 of NHS Act 2006 (any outstanding liabilities of a PCT would survive dissolution) – Gulp!
• “However, it would be wrong to think that this signifies any reduction in the commitment of SoS to the assets and liabilities that NHSPS will inherit”
Update 2 April 2013Letter from Peter Coates (on behalf of Secretary of State)To: landlords, sponsors and/or funders
SoS Role & Responsibility
• SoS is sole shareholder in NHSPS - role taken very seriously
• Departmental director appointed to the board - governance protocol requires approval of director to all board resolutions
• SoS will continue to ensure the continued good running of NHSPS & responsibility of directors
8
“Untenable” that SoS would:
a) Allow NHSPS to run at risk of administration/insolvency
b) Not take any action to remedy administration/insolvency
c) Wind up NHSPS without first transferring assets to “entity of equal covenant strength” (i.e. another NHS company, NCB or CCGs)
Update 2 April 2013Letter from Peter Coates (on behalf of Secretary of State)Explanation of funding for NHSPS
• PCT PFI properties yet to transfer but interim budget funding arrangements now in place - NHSPS entitled to receive any
sub-lease income- NHS CB or relevant CCGs to
meet any funding shortfall
• Post 2015 Primary Care PFIs “will be funded increasingly directly by the occupants”
• “It is recognised that the occupants' contracts for providing services to the NHS will need to be funded appropriately”
• “The anticipated move towards payments flowing increasingly through occupants is to incentivise the system to optimise property utilisation and value for money”.
9
The official view
10
From the coal face
• Land registry transfers went “eerily quietly”
• Some anomalies have emerged - some things may have gone to wrong place
• Little or no activity on disposals or asset management
• Estates services still being provided to NHSPS by some transferor (acute/MH) Trusts
• Resourcing - area team leaders in place but NHSPS still recruiting
11
From an outsider’s perspective
• Capacity Struggle
• 30-40 Local Area Team Co-ordinators appointed by NHSPS
• Interaction with NCB & CCGs still unclear
• GPs rushing to get leases in place [or not in some cases]
• DH focus on making sure Transfer orders in place
• Traffic light triage of transfer risk issues: 1st 100 days, 2nd 100 days etc.
• CHP has similar issues with LIFT estate
• NHSPS likely to be looking for ‘quick wins’ but
• Nothing controversial expected pre-election!12
All Going Well?
• Some assets may have gone to wrong place
• Some sweeper provisions in place
• Legal charges vis a vis capital grant agreements
• Option to tax (VAT)?
• SDLT?
• Interim funding announced for 2013/4 but funding gaps emerging - commissioners to take on in short term
• HCA Public Land Programme
• Funding of GP premises impovements13
What is a Strategic Estate Partnership?• No single definition
• Often whole estate PPP principle
• Can be specific assets with option to widen scope
• Assets taken off balance sheet but can be just contractual
• Often includes asset management and [some] FM
• Can also include healthcare & support services
• Private sector partner brings development skills & finance
• With agreement can be extended to include other public sector assets
14
SEP spectrum?
• Contractual/framework (e.g. Lancashire)
• Limited asset (e.g. Southend, Yeovil, Salisbury)
• Scheme specific (e.g. Cambridge, Kings College)
• Sample scheme led (e.g. CWP, IoW)
15
Southampton CEDP
• MERA
• Parking
• PPU
• Patient Hotel
16
Patient Hotels
• Planned early admissions
• Patients waiting discharge
• Relatives and friends
17
Patient Hotels
18
• Should there be any ongoing nursing care be provided?
• If so, who should provide this and what should be their responsibility?
• Should an emergency call button be provided?
• If so, who should respond and what should be their responsibility?
• How long should the patient be allowed to stay
• What happens at the end of this period?
• Who will pay for their accommodation, meals and care (and for how long)?
• Who will be responsible for the maintenance of the environment?
• Who will be responsible for the provision of hotel services?
• Under what circumstances and who decides if the patient should be readmitted to hospital?
Commercial Option
• Forecast room commitment
• Fixed discounted day rate
• Accounting period adjustment
19
Discussion
COPYRIGHT © JONES LANG LASALLE IP, INC. 2011
top related