NLA Healthcare Expert Panel

Director - UK Head of Healthcare
WSP

The refreshed Healthcare Expert Panel met on 11 March, kickstarting the first meeting of the fourth NLA Expert Panel cycle. It was agreed that, as a panel, we would move forward with developing the 2023 Healthcare Expert Panel recommendations that formed part of the New London Agenda. These are:

Recommendation number 2: Thinking beyond NHS site boundaries to improve population health.

Implementation: Creating a Green and Blue Masterplan across London linking all green and blue spaces into a cohesive network

It was agreed that to create greater buy-in from the GLA and indeed TfL, it would be prudent to build on some of the ideas, strategies and tools already in place. The main focus would be for instance taking the Mayor of London Green Infrastructure Focus Map and:

a) Linking the mapping tool to a way in which healthcare outcomes can be measured tangibly. Some suggestions included exploration of the DHSC’s SHAPE tool, and The Healthy Cities Generator

b) Whilst there is a strong body of evidence that access to green space has multiple healthcare benefits, much of these can also be derived from access to blue space. It was therefore proposed that blue spaces ought to be included in the mapping tool.

Discussion migrated to how post occupancy / post development evaluations ought to be mandated by the GLA. A piece of work had already been undertaken by the University of East London on Barking Riverside, tracking the benefits realisation five years post completion.

There was also some discussion on a user-friendly app similar to the TfL tube map, which allows users to very easily identify not only green and blue spaces, but also activities that are taking place in those spaces, safety rankings and user reviews.

Equally questions were raised about how any development is mandated to demonstrate how they are measuring their healthcare outcomes whether that be through a bespoke social impact assessment or a DQI that is required by the GLA to be completed within any London planning application.

The next stage is to:

Identify key stakeholders who can provide more thought and guidance on this recommendation.
Create a separate workstream for this recommendation and engage in the NLA charette taking place in May where there will be an opportunity to discuss overlapping connections with other members of the NLA Expert Panels

Recommendation number 1: Maximising skills of London NHS estates and development teams

Implementation: Identifying an academic and healthcare system partnership to maximise the estates development skills of London’s NHS Estates and Development teams

Similar to recommendation 2, a separate workstream will be formed together with engagement in the NLA’s charette in May. Discussion of this recommendation centred on the following key areas:

How do we secure buy-in from the key stakeholders namely NHS Trusts and ICBs to be open to maximising their skills / open to knowledge sharing? To give weight to this recommendation and effect change, it was mooted that the GLA ought to drive the requirement for increased knowledge of the strategic planning and design development process ahead of any planning application that is submitted. To do this, the GLA in partnership with an academic institution, the private sector (consultancy and contractor) could spearhead a skills gap audit. Some areas of knowledge share / increasing the skills base might include
- Active participation in the Borough Local Plans, Supplementary Planning Guidance,
- Increased awareness of commercial issues
- How the RIBA process interfaces with the NHS Business Case process
- Navigating sustainability funding / understanding all the possible funding routes available

How can an arena be developed for sharing and maximising skills between Trusts and ICBs. Does this involve reciprocal training with the private sector as is done in defence projects? Can Trusts and ICBs work together to provide an exchange of their relevant staff on rotation? This could be at a number of experience levels starting at apprenticeships up to experienced professionals.

It was also recognised that the private sector has a lot to learn from the NHS / public sector and whether an organisation such as Public Practice could be engineered in reverse. Instead of having subject matter experts from the private sector spend time in the NHS as FTE employees, could there be an avenue for NHS employees to be placed into private sector organisations.

There was consensus that it is important to create a culture where there is more fluidity between both sectors – private and public – as well as between NHS Trusts and ICBs in sharing knowledge and being open to increasing the skills base and that for this to work, this mindset needs to be embedded from the start of people’s careers. Only then can we successfully plan for future generations.

Anisha Mayor

Director - UK Head of Healthcare
WSP

NLA Healthcare Expert Panel

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