Client: Isle of Wight NHS Trust

Contract duration: 15 years with option to extend by a further 5 years

 

Wight Life Partnership (WLP) was the first Strategic Estate Partnership (SEP) between a non-Foundation Trust and a private sector partner. Established in November 2014, the agreement between Isle of Wight NHS Trust and Ryhurst Limited was considered ‘ground-breaking’.

Ensuring that NHS Improvement was on board with the partnership agreement means that the Trust was supported on their journey to improving the estate and facilities they provide for their patients.

The Trust had a clear objective for the partnership from the outset “By working in partnership, we will look to make the best use of our estate to support high quality clinical services that meet the needs of the Island communities we serve”

By building a strong, collaborative and flexible relationship supported by strong leadership, both the Trust and Ryhurst made the commitment to build the partnership around Ryhurst’s four partnership principles:

  • Mutual control
  • Trust
  • Flexibility
  • Transparency

Wight Life Partnership was established to deliver a long term estates solution through a variety of initiatives, the aims of which are:

  • Working with the Trust and other stakeholders and providers to develop an island wide solution for the provision and delivery of services
  • Maximise the use, efficiency and location of services to ensure high quality delivery in the right place, at the right time for the patient
  • Identifying opportunities to maximise returns to the Trust through commercial opportunities

The Isle of Wight NHS Trust is unique within the NHS as it is the only  full service integrated Trust including acute, community, mental health and ambulance health care provider service in England. As an integrated island based health economy, it is important to understand the numerous and varied stakeholders who work with the Trust.

A key role of the partnership is to ensure that the healthcare infrastructure reflects the needs of the Trust and its community. It’s not just about building new facilities; it is about getting the most out of existing facilities too.

The delivery plan to rationalise the estate ensures that quality environments are provided for the delivery of care by refitting or disposing of buildings that are not fit for purpose in order to make the best use of all public sector property available.

Since its formation in 2014, WLP has:

  • Identified efficiencies, significant savings and improvements in the Trust’s soft facilities management services
  • Managed the procurement and appointment of a new car parking and security management contractor, enhancing user experience, reducing health and safety risk, investing in the parking environment and improving income for the Trust
  • Developed and implemented an Agile Working and Space Utilisation policy
  • Reviewed and offered a masterplan for the whole Trust estate in order to reduce costs, avoid investment in backlog maintenance and refurbishment, rationalise space and generate capital for the Trust
  • Demonstrated specific development solutions for the Trust in key site locations to maximise commercial returns and deliver capital revenue