SOMERSET PARTNERSHIP NHS FOUNDATION TRUST ANNUAL ESTATES REPORT 2016/17. Report to the Trust Board 23 May 2017

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1 SOMERSET PARTNERSHIP NHS FOUNDATION TRUST ANNUAL ESTATES REPORT 2016/17 Report to the Trust Board 23 May 2017 Sponsoring Director: Author: Purpose of the report: Key Issues and Recommendations: Director of Strategy and Corporate Affairs. Head of Estates and Facilities. To present the Board with the annual estates report for 2016/17. The report highlights significant progress made in the following areas: development of the Trust s estate in line with information required under the auspices of the Intelligent Mental Health Board and also of significant work in hand; completion of the Premises Assurance Model(PAMs) evaluation tool for NHS estates and facilities; progress in the Saving Carbon Improving Health and the Carbon Reduction Strategy action plan; a forward view of the significant capital projects on the horizon. Actions required by the Board: The Board is requested to note the report. May 2017 Public Board - 1 -

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3 SOMERSET PARTNERSHIP NHS FOUNDATION TRUST ANNUAL ESTATES REPORT 2016/17 1. GENERAL BACKGROUND 1.1 As part of the ongoing contribution to the Trust s annual business plan and the Intelligent Mental Health Board reporting framework, this paper provides an annual review of the estate of Somerset Partnership NHS Foundation Trust. 1.2 For any Trust that has dispersed sites, it is important to recognise all aspects of the estate, from the large to smaller independent sites, used for the delivery of community, mental health and learning difficulty services. 1.3 Over the last five years the Trust has concentrated on progressive estate management, optimising estate use, investing in core sites, colocating with partners and continuing to use the capital resource available to actively reduce the backlog maintenance. 1.4 Resource has also been used to implement the required changes and to maintain the high and challenging standards expected from regulators, such as the Care Quality Commission and the Department of Health, to provide modern and fit for purpose, clean and safe accommodation for the delivery of care. 1.5 The Trust currently operates from a combined Community and Mental Health estate of around 68,785 square meters (ERIC 2016). This is just less than double the size of Yeovil District Hospital s floor area. The community estate accounts for a large proportion of the overall floor area and operates from many locations, the principal sites of which are 13 community hospitals: Bridgwater; Burnham on Sea War Memorial Hospital; Chard; Crewkerne; Dean Barton; Frome; Minehead; Shepton Mallet; (leasehold) South Petherton; Wellington; West Mendip; (leasehold) Williton; Wincanton. 1.6 The Mental Health estate currently operates from four principal sites: Broadway Park Health Park; Cheddon Road Health Park site, Taunton; Summerlands Health Park site, Yeovil; Priory Health Park site, Wells. May 2017 Public Board - 3 -

4 Completed Projects 2016/ The 2016/17 financial year has seen the Trust progress its ambition of implementing agile working and reducing office accommodation through better utilisation. The review of the Chard Hospital redevelopment was undertaken during the year, although this was stood down towards the end of the year when it became apparent that no affordable solutions for redevelopment on the scale originally planned could be implemented. The Trust has continued to be been involved with the potential redevelopment of the Shepton Mallet Health Campus site through our joint venture with Care UK. There has also been a project to replace the windows at Rowan Ward, Yeovil to provide a more secure and safe patient environment. Woodlands, Bridgwater 1.8 Health Visitors and School Nurses relocated to Bridgwater Hospital. Forensic Team, Cardiac Rehab, and Palliative Care relocated to Glanville House, with the remainder of staff transferring to Mallard Court. Following completion of the Woodlands decant the property team secured agreement for vacant possession, activating the lease break and successfully returning the property to the landlord on 24 January Charter House, Yeovil 1.9 The teams at Charter House are planned to relocate into newly created rooms at Holly Court, Yeovil in May The lease on Charter House will come to an end in August The property team is undergoing a period of negotiations on the dilapidations claim put forward from the landlord Storage has been provided in the former medical records undercroft below Holly Court, along with an effort from all teams to archive files and dispose of any surplus materials. Additional toilet and shower facilities have also been provided for staff welfare, in accordance with the Work Place Regulation requirements. Wells / Mendip 1.11 A Mendip Estates Strategy Group has been established to consider the agile working opportunities across the geographical area. The group membership consists of all Heads of Division and other relevant stakeholders. The sites that fall under the remit of the Group include Shepton Mallet, Frome and Priory Park, Wells. The representatives discuss adjacencies, bookable room requirements and review staff numbers in order to realise any opportunities for better use of space and estate optimisation. Priory Park, Wells is a main consideration for future reconfiguration and new ways of working. Taunton 1.12 After stakeholder consultations, proposals were considered for the relocation of teams from buildings in Taunton to the ground floor at May 2017 Public Board - 4 -

5 Foundation House, Taunton, however the costs outweighed the financial case for investment. Discussions will continue on any practicable opportunities to consolidate the estate in Taunton. Chard Hospital redevelopment 1.13 The Chard Hospital Redevelopment project has been reviewing the options for how the hospital site can be reconfigured and/or refurbished to provide the most flexible space for future healthcare needs while addressing the estate issues raised by the Care Quality Commission and our own internal reviews. The options included looking at modular buildings, having a virtual ward and co-locating with primary care services but these did not deliver an affordable solution and the Trust Board took the decision in January 2017 that the original Outline Business Case was no longer deliverable The outcome of this review has resulted in the need for some further in-depth clinical services planning, which is ongoing via the Chard Hospital Site Redevelopment Board which meets on a monthly basis. Until the clinical services planning exercise has been concluded any estate design development work has been put on hold. Shepton Mallet Health Campus 1.15 Somerset Partnership NHS Foundation Trust has entered a joint venture with Care UK to supply services on the Shepton Mallet Health Campus site Redevelopment of the site is still in the planning stages with the commissioners, NHS Property Services and Care UK. The Trust is commissioned to provide Minor Injury services, rehabilitation and other community services, together with eight community hospital beds and two assessment beds within the main building. Rowan Ward, Summerlands Hospital 1.17 The windows at Rowan ward were identified during the annual ligature survey as requiring upgrade to provide a safer and more secure environment for patients on the ward. Following a selection process with ward staff and managers, the Britplas type of window was selected and successfully installed during December 2016, with positive feedback form staff on site. Backlog Works 2016/ Expenditure of 350,000 on essential backlog works was completed by our estate team during the 2016/17 financial year across the physical estate. The works were varied, including the scheduled redecoration of internal and external building fabric, along with replacement of floor coverings in patient areas, through to improvements in the infrastructure of the various buildings which included the refurbishment of the passenger lift at Glanville House, replacement hot water heaters May 2017 Public Board - 5 -

6 at Pryland ward, new staff alarm system to part of the Summerlands site, to bring the estate into line with current legislation The Trust has also improved the secure fencing at Broadway Park and replaced tarmac to car parking areas at some sites, along with replacement of the energy management and boiler control system at Frome Hospital The Trust will continue to strive to maintain the current high standards of quality and building condition; the Trust has a low impending back log maintenance cost of 2.5 m for the next five years (subject to a detailed six facet survey before 31 March 2018 and changes in relevant legislation). The majority of these costs relate to life cycle investment of building fabric and cyclical replacement of mechanical and electrical infrastructure as part of ongoing planned preventive maintenance. In particular this will include heating boiler replacements at Rydon Ward and Magnolia ward, replacement roof at Crewkerne Hospital and upgrade of the circa 1960s electrical distribution system at Summerlands Hospital Overall, the Trust s current estate is in a largely good physical condition, buildings are operationally sound and are safe with a manageable backlog maintenance programme, although the continued use of the portacabins for inpatient services at Shepton Mallet Community Hospital and the first floor inpatient ward at Chard Community Hospital remain areas of sub-optimal estate (see Appendix 1) The 2013 estate strategy was completed and approved by the Board in July 2013; its main focus is to continue to support clinical activity and provide modern, fit for purpose accommodation. This continues to be a challenge in the current healthcare economy with an increase in standards and a reduction in financial resource The estate strategy has therefore targeted areas of priority for strategic investment to ensure valuable resource is used effectively. These projects include: responding and aligning the community estate to the findings of the Clinical Commissioning Group s Community Service Review; optimisation and reconfiguration of the existing estate; options for Chard Community Hospital; Yeovil Strategy. May 2017 Public Board - 6 -

7 2. THE INTELLIGENT MENTAL HEALTH BOARD REPORTING 2.1 The indicators required within the framework of the Intelligent Mental Health Board cover the following areas (although this technically applies to the mental health estate only): description and assessment of all Partnership Trust facilities; % single plus en-suite rooms; % single but not en-suite rooms; % segregated wards; access to single sex communal areas. 2.2 In order to provide this information in a succinct manner that is easy to update and understand, two spread sheets have been developed: Description and Assessment of the Current Property Schedule march 2017 Appendix 1; Review of Single bedroom and en-suite Accommodation March 2017 Appendix The major changes to the current property schedule from 2016 are as follows: lease break completed on Woodlands, Bridgwater; lease of Lister House Surgery, Wiveliscombe and Milverton Surgery. 2.4 There are no major changes from the 2016 position in the status of the mental health bedroom and en-suite accommodation, following the annual review. 3. SAVING CARBON, IMPROVING HEALTH 3.1 The Trust is constantly striving to fully understand and reduce the environmental impact created through delivering quality healthcare services. We are also looking at how sustainable principles can help provide a better organisation for staff, patients and the local and global community. Sustainability has three core elements; environmental, social and economic and Somerset Partnership aim to embed these sustainability themes fully throughout the whole organisation. 3.2 Our Carbon Reduction Group (CRG) has been tracking Trust carbon emissions since We monitor our carbon footprint to see if we are May 2017 Public Board - 7 -

8 2008 / / / / / / / / / 17 Difference from 2008/09 N reducing emissions. Throughout this period, the Trust has continued to grow, delivering more services to more patients (in particular following the merger with community health services in 2011) but we have still been able to reduce emissions based on the metrics of: carbon emission per measure of activity, turnover, number of staff and patient contacts. Carbon footprint Emissions per Turnover Emissions per no. of staff Emissions per patient contact kgco2 e / 000s KgCO2 e / WTE TCO2e / contact % % % 3.3 As the shows table normalising the carbon footprint against these metrics the full detail of the Trust s carbon reduction can be seen. Due to the complexities of the Trust s carbon footprint we had to undertake an exercise to re-baseline the data. 3.4 The Trust continues to be aware of and assess best practice and guidance from the across the NHS, other sectors and the NHS Sustainable Development Unit (SDU) to analyse what is applicable to the Trust. This includes details within the recent Sustainable Development in Health and Care report Health Check by the SDU which details how the NHS has achieved the Climate Change Act 2015 target and where efforts need to be directed to work towards the 2020 carbon target of a 34% increase from the baseline. 3.5 We have, as part of our Sustainable Development Management Plan produced a Road Map to achieve the 2020 target however the implementation of our Road Map requires funding which is yet to be approved. This will impact on our ability to deliver the reduction required to meet the 2020 target. Progress this financial year 3.6 The Carbon Reduction Group (CRG) has several key representatives from various departments of the Trust who have all helped in progressing our sustainability agenda: Facilities 3.7 The Facilities team have implemented and are continuing to roll out new recycling consoles across many sites to broaden the types of materials that can be recycled, whilst encouraging staff to be more conscious of sorting waste to help reduce emissions and use of natural resources; May 2017 Public Board - 8 -

9 3.8 We have signed up to a government water benchmarking scheme, which is leading to improved water monitoring, helping to identify savings and also helping to prepare the Trust for de-regulation of the water market in 2017; Information Technology 3.9 Wi-Fi connectivity is continually being improved to support our staff and provide facilities that best enable the work they do and help reduce the need for travel (a significant proportion of our carbon footprint) IT infrastructure is being improved to allow the use of greater connectivity and productivity tools by staff which include video conferencing and assessing the potential where this can be used to as tool in clinical care delivery A new copier contract is allowing greater patient record scanning to reduce paper, improve data security and further facilitate a seamless delivery of care. Better controls on printing is leading to a reduction in paper, ink and electricity usage and waste creation all of which will help reduce costs and carbon; In recent months, it has been reported that we have reduced the number of prints by 1.5m this financial year The IT department participated in the Blackmore Ricotech IT WEEE reuse programme during 2016 and saved 4729kg of carbon emissions by up-cycling kg of IT WEEE for reuse before destructive material recovery. The Estates and Capital Projects Team 3.13 We have improved our Good Corporate Citizenship score to 52% an increase of 10%. The good corporate citizenship tool is a method to measure how well sustainability is embedded in a Trust; our score is level within national good practice. The CRG has also developed a plan to continue to improve the score and further embed sustainability across the Trust The CRG has develop a more intelligent utilities monitoring process that identifies over usage and allows detailed investigation to reduce cost and carbon emissions across the estate We continually assess how the estate is being used to ensure utilisation is high and the estate is at an optimum size. The IP2 programme is helping mobilise staff and provide more productive ways of working and a flexible estate to suit the needs to staff and to reduce carbon emissions. The work on the IP2 programme this year has enabled us to vacate Woodlands (Bridgwater) and we are in the process of vacating Charterhouse (Yeovil). This is due to be completed by August The IP2 programme has also updated the Trust s May 2017 Public Board - 9 -

10 Agile Working Policy and the impact of this should have a positive impact on our carbon footprint. Finance and Travel 3.16 The cycle to work salary sacrifice scheme is continuing to be success and this year saw 25 staff buy bikes under the scheme from April 2016 to March Getting more staff on bicycles is great news in aiding health and wellbeing and helping reduce carbon emissions and particulate matter release locally, both of which have been linked with cardiovascular issues Staff business millage has seen a reduction of 14% which reflects the good work undertaken to reduce business miles by improving the use of technology. Communications 3.18 Throughout the year the work of the Trust and the CRG have been publicised to staff through the intranet and What s-on@sompar staff newsletter Feedback is also sought and received from staff via the CRG mailbox. Human resources 3.19 Staff, our most valuable resource, are continually supported by HR to and the new Organisational Development Strategy published in 2016 sets out further proposals to improve staff health and wellbeing over the coming years. Trust Carbon Footprint 3.20 The following data reports the Trust resource usage and carbon emissions aligned to Sustainable Development Unit (SDU) and DEFRA guidelines. The data is interpolated for 2016/17 pending the annual mandatory submission figures due at the end of June The Trust total carbon footprint for this year is indicatively 8,568 Tonnes of CO Breakdown of emissions in 2016/17 shows that electricity continues to be the largest area. May 2017 Public Board

11 Figure /17 Trust Carbon Emissions Energy 3.23 We have been working actively to reduce energy usage and the associated carbon emissions for some time Across the estate invest-to-save measures have helped improve the condition, effectiveness and efficiency of heating systems to ensure patient comfort whilst reducing carbon emissions. This has lead a reduction of over 20% in the use of gas and heating oil, even when the fuel usage is normalised against the external weather conditions demonstrating the immense reduction in use of fossil fuels Energy usage is reviewed and analysed on a regular basis and any variation to the trend is investigated to ensure bad practices or misuse of energy is rectified in a timely manner. Waste 3.26 Since the 2008/09 baseline waste to landfill has been reduced considerably with as recycling was introduced in 2011/12. Overall waste carbon emissions have decreased significantly due to better recycling and waste management. Travel 3.27 We continue to assess how travel emissions can be reduced and recent projects are expected to show significant travel reduction over the next few years. 2015/16 has shown a significant reduction in business miles claimed (14%). May 2017 Public Board

12 Figure 2 - Business Mileage (claimed) 4. PREMISES ASSURANCE MODEL 4.1 The 2016 NHS Premises Assurance Model (NHS PAM) was developed with the NHS. It is an update of the previous version (2014) and includes changes in policy, strategy, regulations and technology. The Trust have completed the revised 2016 Model. The NHS Pam is aligned to support the NHS Constitution Right: You have the right to be cared for in a clean, safe, secure and suitable environment. 4.2 The NHS PAM is a management tool that provides NHS organisations with a way of assessing how safely and efficiently they run their estate and facilities services. It is a basis for: allowing NHS healthcare providers to assure Boards, patients, commissioners and regulators on the safety and suitability of estates and facilities where NHS healthcare is provided; providing a nationally consistent approach to evaluating NHS estates and facilities performance against a common set of questions and metrics; prioritising investment decisions to raise standards in the most advantageous way. 4.3 The major changes from the version previously published are: the 2016 NHS PAM does not include metrics as these are superseded by the dashboards developed as part of the May 2017 Public Board

13 Efficiency & Productivity Programme to improve management of the estate; the Safety Domain has been split into two (Hard and Soft) and; simplified standard prompt questions within the safety domain. Methodology 4.4 The NHS PAM SAQs are grouped into five Domains, which are broken down into individual SAQs and further sub-questions known as prompt questions. The model is completed by scoring the Prompt Questions under each SAQ. The five domains are: Safety (Hard and Soft) Patient Experience Efficiency Effectiveness Organisational Governance 4.5 Meetings are held with individuals to discuss the allocated SAQs and set target dates for completion. The group also consulted with other local Trust s on their approach and progress. All self-assessment questions were completed and returned to the Head of Estates & Facilities by the end of September Somerset Partnership also set up a peer review with other similar Trust s as part of continued professional development for estates and facilities staff whilst also obtaining best practice outcomes from each other s methodology from completion of PAMs. Outcomes 4.7 Table 1 Overall Rating Domains shows the number of SAQs that receive a certain rating in the different domains: Table /17 Overall Domain Ratings 3. Requires 4. Requires minimal moderate improvement improvement 1. Outstanding 2. Good 5. Inadequate Total Effectiveness Efficiency Patient Experience Safety Organisation Governance The overall results shown in the Table 2 SAQ Ratings indicate and overall rating for the Trust as Good with one improvement required for effectiveness. This relates to transport and access policy. May 2017 Public Board

14 Table 2 - SAQ Ratings Conclusion 4.9 The Trust has achieved overall rating of Good. There is moderate improvement required to the Sustainable development management plan (SDMP) content (QE4.1). The requirement is to align the content of the SDMP with the climate change act. The other area of moderate improvement is the need for an approved transport policy. However the Trust has a good set of procedures in line with legislation and published guidance regarding transport. (QSS 7.1) 4.10 The Trust also needs to consider how it can develop its estates and facilities management vision, values and strategy with the involvement of staff and other stakeholders (Q E1.3). The Trust currently completes this exercise by means of an annual report presented to the Trust Board. Next Steps 4.11 Benchmarking will take place in 2017/18 and the Trust s Head of Estates and Facilities attends the Health Estates and Facilities Management Association (HEFMA) PAMs working group for the Southwest. The Trust will assess how it can continually improve its performance and address areas of improvement as highlighted in this report. 5. FORWARD VIEW 5.1 This section of the report looks forward at the main capital projects on the horizon for the Trust. This is subject to change as service objectives are reviewed and evolve and the Estates Strategy is updated to reflect this. May 2017 Public Board

15 Office Accommodation 5.2 The Trust s programme of office rationalisation and improved utilisation of remaining offices has seen the release of Woodlands in Bridgwater, and the vacation of Charter House in Yeovil ahead of the triggered lease break in August (2017). A working group has been established to review a lease break opportunity in Mallard Court, Bridgwater in March Shepton Mallet 5.3 The Trust s joint venture with Care UK was successful in winning the tender for services at the Health Campus. Care UK has now signed the contract and whilst the redevelopment of the site is progressing slower than expected, the partnership remain committed to delivering high quality services from the Health Campus site in line with the contract. One Public Estate 5.4 The One Public Estate meets monthly to discuss the programme for closer collaboration in relation to estates and premises across the public sector estate in Somerset. A Trust representative attends each meeting and participates to assist the Group. Thus far the Trust has taken the opportunity to work with partners to occupy space in the Glastonbury Hub and the Frome Enterprise Centre. Discussions will continue to take place on other emerging opportunities for co-location. Sustainability and Transformation Plan 5.5 The Somerset Sustainability and Transformation Plan (STP) was completed and launched in November The Trust is a member of the estates work stream of the STP and participates in plans for the whole area of Somerset. Wells / Mendip Strategy 5.6 A working group has been established to review current accommodation throughout Mendip with an aim of identifying underutilised space, lease break opportunities, and flexible working hubs. A comprehensive review of Wells Priory Site in particular where the former Phoenix Ward has been declared surplus. Chard Hospital redevelopment 5.7 The originally planned Chard Hospital redevelopment has been superseded due to options being unaffordable and not providing the hoped for cost savings on the original Full Business Case design (2013). The Chard Hospital Site Redevelopment Board will continue to meet on a monthly basis and, until the clinical services planning exercise has been concluded, any estate design development work has been put on hold. May 2017 Public Board

16 Mental Health Inpatient Estate 5.8 In line with the Trust s Board decision in January 2017 that the continued status of St Andrews ward in Wells as a standalone mental health inpatient ward was no sustainable, we will continue the work to support the review the configuration of mental health inpatient services across the county to ensure that we maintain an appropriate number if inpatient beds to meet demand while maintaining safe staffing levels that ensure staff and patients are effectively supported. Estates Strategy 5.9 The Trust has developed an Estates Strategy which looks to outline how the current estate will be managed. However, what is clear is the importance of aligning this to the estates strategies of our partner NHS organisations within the STP as well as that being developed across the wider public sector as part of One Public Estate As part of the STP a countywide estate strategy is being developed, focused on maximising the value which can be gained from all estate across the county. This links to the approach taken by the County Council in respect of the One Public Estate with ongoing discussions held as to how sharing of estate could not only reduce costs but improve the accessibility of services from a health, wellness and social care perspective During 2017/18, we will review our estate strategy in light of these initiatives, based on the principles of: consolidating estate to support sustainable staffing and maximise the utilisation of the sites we own and use; wherever possible reducing the amount of leased and occupied estate held by the Trust to release funds for patient and carer services; investing in maintenance of the highest quality of patient environment. 6. SUMMARY 6.1 The year s challenging financial climate has meant the Trust hasn t been in a position to take forward the planned higher value capital projects over the last year. However it has still been a positive year for capital projects at the Trust with significant support given to the cost reduction programmes and service change, whilst working within a tight financial envelope. 6.2 Looking forward there are exciting and positive capital projects on the horizon, based on collaborative working and our estate strategy May 2017 Public Board

17 principles, bringing dual benefits of improved patient care and enabling the Trust s people to work flexibly and reduce the organisations cost base. 7. RECOMMENDATION 7.1 The Board is asked to discuss the report. DIRECTOR OF STRATEGY AND CORPORATE AFFAIRS May 2017 Public Board

18 Links to Strategic Themes: Quality and Safety Service Delivery Sustainability and Transformation Culture and People Links to the Assurance Framework: Links to Trust Values: The Trust loses access to inpatient or other facilities due to fire, flood or other disruption, resulting in loss of capacity to deliver services Working together Making a Difference Everyone counts Links to CQC Domains: Identify which of the CQC domains are covered by this report by including a tick behind the relevant domain(s): Is it safe? Is it caring? Is it well-led? Is it effective? Is it responsive to people s needs? Equality: The report has not been subject to an equality impact assessment but our locations and services are subject to regular audits in respect of disability access (e.g. sight audits; wheelchair access; hearing loops). Mental health inpatient wards were also subject to Enter and View visits by Somerset Healthwatch during the year Z Age Disability Gender re-assignment Pregnancy and maternity Religion or Belief Sexual Orientation Marriage and Civil Partnership Race Sex Learning Disabilities Legal or statutory implications/ requirements: Public/Staff Involvement History: Intelligent Mental Health Board Estate Code We involve patients in our review of estates and facilities under the PLACE inspection May 2017 Public Board

19 Previous Consideration: The report is presented to the Board on an annual basis. The last report was presented in June May 2017 Public Board

20 Appendix 1 Current Property Schedule Description and Assessment of Current Property Schedule - March 2017 Facility Location Use/Function Size of building Tenure Physical Condition Functional Suitability Space Utilisation Quality Fire & Safety Environmental (new) Bridgwater Hospital Site Bridgwater Community Hospital 5311 Freehold A A F A A A Burnham on Sea War Memorial Hospital Burnham-on-Sea Community Hospital 1880 Freehold B B F B B B Chard Hospital Chard Community Hospital 1693 Freehold C C F C B B Crewkerne Hospital Crewkerne Community Hospital 1299 Freehold B C F B B B Dene Barton Hospital Taunton Community Hospital 2178 Freehold B C F B B B Frome Community Hospital Frome Community Hospital 4002 Freehold B B F B B B Minehead Community Hospital Minehead Community Hospital 4760 Freehold A A F A B B Shepton Mallet Community Hospital Shepton Mallet Community Hospital 1924 Leasehold C C F C B C South Petherton Hospital South Petherton Community Hospital 3992 Freehold A A F A B B Wellington Hospital Wellington Community Hospital 1378 Freehold B B F B B B Stratfield Day Centre Wellington Community Hospital 113 Freehold B B F B B B West Mendip Hospital (PFI) Glastonbury Community Hospital 3724 Leasehold NOT SURVEYED Williton Hospital Taunton Community Hospital 2421 Freehold B B F B B B Wincanton Hospital Wincanton Community Hospital 2642 Freehold B B F B B B Willow, Ash Ward Broadway Park, Bridgwater Rehab Freehold A A F A A A Wessex House Broadway Park, Bridgwater CAMHS 3542 Freehold A A F A A A Acacia, Holly & Rowan Ward Summerlands, Yeovil Acute inpatient ward 3134 Freehold B B F B B B Magnolia Ward Summerlands, Yeovil Elderly 2497 Freehold B B F B B B Rosebank Dental, Priory Park Wells Dental 74 Leasehold B B F B B B Rosebank Physio, First Floor Wells MSK 151 Leasehold B B F B B B Outpatient Medical Centre, Priory Wells Community Services 221 Leasehold B B F B B B Priory Offices Wells Team Base 1832 Leasehold B B F B A B Holford & Rydon Ward Wellsprings, Taunton ITU, Acute inpatient ward 3220 Freehold B B F B B B Phoenix Ward Wells Not in use 1359 Freehold B B E B B B St Andrews Ward Wells Acute 1242 Freehold B B F B B B Pyrland Ward Wellsprings, Taunton Older Persons 1780 Freehold B B F B B B The Bridge Wells CMHT 1034 Freehold B B F B B B

21 Facility Location Use/Function Size of building Tenure Physical Condition Functional Suitability Space Utilisation Quality Fire & Safety Environmental Glastonbury Dental Access Centre Glastonbury Dental 181 Freehold B A F B A B Balidon Unit Yeovil CAMHS 736 Freehold B B F B B B Parkgate House Taunton Community Services 1106 Freehold B B F B A B Southwood House Bridgwater Dental 394 Freehold B A F B B B Preston Road Clinic Yeovil CMHT 506 Freehold B B F B B B Foundation House Taunton CMHT 1992 Freehold B B F B B B Glanville House Bridgwater CMHT 1307 Leasehold B B F B B B Frome Enterprise Centre Frome CMHT 410 Leasehold B B F B B B Frome Medical Centre Frome CMHT 324 Leasehold A A F A A A The Mulberry Centre Berrow Elderly/day 435 Leasehold A A F A A A 48 Parkfield Drive Taunton Dental Access 104 Leasehold B B F B A B Millstream House Taunton Community Services 285 Leasehold B A F A A B Alcombe Dental Access Centre Minehead Dental 35 Leasehold A A F A A B Geraldine House Burnham-on-Sea Dental 160 Leasehold B B F B A B Bracken House Chard Elderly Day 1103 Leasehold B B F B B B Robert Blake Clinic, Robert Blake Science College Bridgwater Children s Physiotherapy 245 Leasehold A A F A A A Bartec Units Community Services Yeovil Community Service 541 Leasehold B C F BC A B Charterhouse, Bartec Yeovil Community Service 734 Leasehold B B F B A B Wellington Dental Access Centre Wellington Dental 59 Leasehold A A F A A A Mallard Court (inc additions) Bridgwater Headquarters 1313 Leasehold B A F B A B Exchange Bridgwater Training Department 412 Leasehold A A F A A A Healthcare Centre St Mary s Crescent, Chard District Nurses 59 Leasehold A A F A A A Pearl House Bridgwater Children s Service 247 Leasehold A A F A A A PMVA Centre, Unit 30 Blake Mill Bridgwater Training 247 Leasehold B B F B B B Belmont Rooms Berrow CMHT 99 Leasehold A A F A A A Dental Practice (4) Isle of Wight Dental 381 Leasehold B B F B B B Dental Practice (4) Dorset Dental 462 Leasehold B B F B B B

22 Physical condition Functional suitability Space utilisation The overall physical condition of the estate assessed on the basis of the condition of three elements: buildings (internal and external); mechanical systems and electrical systems: A B C D as new (that is, built within the past two years) and can be expected to perform adequately over its expected shelf life; sound, operationally safe and exhibits only minor deterioration. operational but major repair or replacement will be needed soon, that is, within three years for building elements and one year for engineering elements; runs a serious risk of imminent breakdown. Functional suitability assessed on the basis of three elements: internal space relationships; support facilities and location. Each of the above elements are assessed to produce an overall ranking of the functional suitability of the estate as follows: A B C D very satisfactory, no change needed; satisfactory, minor change needed; not satisfactory, major change needed; unacceptable in its present condition. Space utilisation explores how well available space is being used, and is based on a self-assessment about the intensity of use, categorised as follows: E Empty or grossly under-used at all times (excluding temporary closure); U F O Under-used generally under-used; utilization could be significantly increased; Fully used a satisfactory level of utilisation; Overcrowded, overloaded and facilities generally overstretched. Statutory compliance Quality Environmental management A broad-brush assessment of the statutory and nonstatutory compliance giving necessary information for estate rationalisation process; overall ranking: A B C D building complies with all statutory requirements and relevant guidance; building where action will be needed in the current plan period to comply with relevant guidance and statutory requirements; building with known contravention of one or more standards, which falls short of B; building areas which are dangerously below B standard (for example, that have been subject to adverse external inspections). An assessment of the quality of the estate taking into account three elements: amenity, comfort engineering, and design. Each of the elements are assessed to produce an overall ranking as follows: A B C D a facility of excellent quality; a facility requiring general maintenance investment only; a less than acceptable facility requiring capital investment; a very poor facility requiring significant capital investment or replacement. This facet has been expanded from energy performance to a wider focus on the success of the organisation in improving its management of the environment. For strategic planning purposes the estate can be ranked based on the following energy usage per unit volume figures: A GJ per 100 cubic metres; B C D GJ per 100 cubic metres; GJ per 100 cubic metres; GJ per 100 cubic metres. Where all existing facilities are to achieve a target of GJ per 100 cubic metres and all new capital developments and major redevelopments and refurbishments to achieve an energy consumption target of GJ per 100 cubic metres.

23 WARD CLOSED Somerset Partnership NHS Foundation Trust Review of Single bedroom & ensuite Accommodation Appendix 2 Updated : 3 April 2017 TOTAL BED SPACES Rowan Ward Yeovil Wessex Young Peoples Unit Broadway Park Ash Ward Broadway Park (Low Secure) Willow Ward Broadway Park (Rehab) Holford Ward Taunton Rydon Wards Taunton St Andrews Ward Wells Phoenix Ward Wells Pryland Ward Taunton Magnolia Ward Yeovil TOTAL 4 BEDED BEDROOMS TOTAL 2 BEDED BEDROOMS TOTAL SINGLE BEDROOMS SINGLE BEDROOMS WITHOUT ENSUITE SINGLE BEDROOMS WITH ENSUITE % OF SINGLE BEDROOMS OUT OF TOTAL BEDSPACES % OF SINGLE BEDROOMS WITHOUT ENSUITE OUT OF TOTAL BEDSPACES % OF SINGLE BEDROOMS WITH ENSUITE OUT OF TOTAL BEDSPACES FEMALE ONLY DAY ROOM 100% 100% 100% 100% 100% 100% 100% 100% 100% 0% 0% 0% 0% 0% 0% 100% 37% 56% 100% 100% 100% 100% 100% 100% 0% 63% 44% YES YES NO (single gender ward) YES YES YES YES YES YES Note Pyrland includes CHC area, currently unused.