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case study

NHS Preston and Leyland Accommodation Strategy

NHS Property Services (NHS PS) are took over the ownership and responsibility for approximately 3,600 National Health Service facilities in 2013.

NHS PS are leading on the rationalisation of the NHS non clinical estate across building controlled by them and a number of other NHS bodies including CCGs, ICS, local NHS trusts and national bodies such as NHS E&I. In Lancashire the NHS bodies were housed primarily five non-clinical sites of differing sizes, differing qualities of accommodation and with different landlords and lease breaks.

Challenge

Future Accommodation Strategy

As a result of the unforeseen and unprecedented impact of Covid-19 and with a number of lease events coming up in 2021, NHS PS sought to take the opportunity to review their options for their future accommodation strategy and rationalise the NHS estate in Lancashire.  They were keen to look at the potential positive impacts of working from home, and wanted to put in place a strategy that could enable them to work in a way that was more efficient and effective, whilst also potentially taking advantage of lease breaks to reduce costs.

At the heart of their project was the key requirement to keep a strong focus on customer service, and to look at the way in which they could use co-location of the different NHS bodies to enable them to work more collaboratively across a, potentially, smaller footprint, maximising synergies and improving customer service and experience.

solution

Baker Stuart worked closely with NHS PS to understand the multiple, complex stakeholders and NHS bodies that were relevant to the project and to ensure that all had a voice within the feasibility study.  We conducted a thorough review of the property portfolio alongside a stakeholder engagement programme that enabled a full understanding of the non clinical needs of the NHS bodies in Lancashire;

  • Carrying out a series of structured interviews with the different bodies to understand their needs, perceptions, key adjacencies / interactions and to develop a vision for future working. Ensuring that any opportunities from Covid-19 were captured and could be included as part of a future strategy
  • Conducting a comprehensive review of the property portfolio; calculating space allocations, reviewing potential capacities and options for future development and redesign with initial test fit space planning
  • Using the above, Baker Stuart provided a feasibility report that recommended options for both the ways of working and the accommodation of the NHS bodies currently housed in the 5 buildings to rationalise to one or two buildings.
benefits

Long term workplace strategy

  • The feasibility report enabled NHS PS to make considered changes to take advantage of lease breaks, to reduce the NHS footprint and to be confident that it would still support all stakeholders
  • Looking at different ways to use the space and moving teams around to align with synergies in processes and approach facilitated a more collaborative approach that benefited patients / customers as well as saving money
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