Archived decisions
Item 5
MEETING: HAMPSHIRE, SOUTHAMPTON, PORTSMOUTH AND ISLE OF WIGHT HEALTH SCRUTINY JOINT COMMITTEE
DATE: 19 MARCH 2007
SUBJECT: PROMOTING SOCIAL INNOVATION AND ENTERPRISE IN HEALTH & WELLBEING SERVICES IN THE SOUTH HAMPSHIRE AREA
AUTHOR: Dave Shields
Recommendations
1. To welcome proposals being drawn up by the University of Southampton for the establishment of Solent Innovation (SI), in collaboration with the Partnership for Urban South Hampshire (PUSH) and Solent Synergy: for the promotion of social innovation and enterprise in health and well being services.
2. To urge agencies co concerned with health and wellbeing in the Hampshire and Isle of Wight area to support the development of Solent Innovation and to identify representatives who could serve on a project steering group
Background
In 2002 the Department of Trade and Industry launched the UK policy `Social Enterprise: A Strategy for Success' setting out a three year programme to promote and sustain social enterprise. In launching the strategy the Government made clear that they wanted social enterprise to play a role across departments in contributing to the wider policy objectives of
· Driving up productivity and competitiveness;
· Promoting social inclusion and neighborhood regeneration;
· Developing new ways to deliver public services; and
· Building social capital and active citizenship.
Social enterprise is defined by the DTI as
"... a business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners."
The South East Economic Development Agency (SEEDA) in 2005 launched a South East Social Enterprise Strategy aimed at creating `a region where social enterprise can grow and thrive and play its full part in contributing to the sustainable development of the South East'. Nationally SEEDA has been identified as the lead regional development agency for social enterprise.
The report below describes proposals originating from the University of Southampton for the establishment of a centre for promoting social innovation and social enterprise in the south Hampshire area with a particular focus on health and wellbeing.
Opportunities Innovation in Health and Social Care Locally
The establishment of the Partnership for Urban South Hampshire (PUSH) has created a framework in response to evidence that the overall economic performance of the urban authorities of south Hampshire (Eastleigh, Fareham, Gosport, Havant, Portsmouth and Southampton) was lower then the wider South East Region. The authorities involved are now seeking to promote economic growth and in doing so united in wanting to reverse South Hampshire's relatively poor economic performance.
In contributing to this agenda Solent Synergy has been established to create a thriving entrepreneurial culture, stimulating continuous business growth and innovation. As a not for profit organisation Solent Synergy supports entrepreneurs and would-be entrepreneurs in knowledge-based sectors. The intention would be to work with Solent Synergy as an organisation that could unite health and well being partners across the PUSH area and actively contribute towards seeking funding from SEEDA to support this work.
The Department of Health has included social enterprise within the white paper `Our health, our care, our say' and has made clear its commitment to help create new ways to provide choice in health and social care through the support of social enterprise. This has resulted in the establishment of a Social Enterprise Unit `to encourage innovation and entrepreneurialism in health and social care and pave the way for new services which better meet patients and service users' needs.
In January 2007 the Department of Health announced funding to support a number of social enterprise `pathfinders', one of which is SCA1. These funds are to be used `to support start ups, and to provide access to finance, risk and skills to develop viable business models'.
Moving Forward in South Hampshire
The purpose of this paper to propose the establishment a network of partners, working with Solent Synergy to provide an environment to support the development of social innovation in public services, supporting the growth of social enterprise and entrepreneurs initially in health and well being.
This would form in effect a `social silicon valley2'; such a `cluster' could plan to consciously combine space, resources, access to funders, mentoring and other forms of support to launch new social innovations and enterprises and to assist in accelerated `scaling' in the contribution of others.
The network could be formed of a range of organisations working in partnership as part of PUSH, each bringing with them a range of expertise. In the wider PUSH area there will be a wider range of expertise to involve. Partners, wherever they are in the PUSH area would bring a range of networks and expertise to the proposed project.
Creating the Right Environment/ Governance
The aim is to provide an infrastructure and a range of activities to support social enterprise start ups. These would include:
o Business and product idea and concept generation.
o Business plan development
o Mentoring and coaching
o Financial advice
o Legal advice
o Business plan development
o Access to social enterprise networks
o Delivering on social objectives
o Seed corn funding
o The development of a social angels network
o Education and learning including CPD modules, Masters programmes
The intention is to start with a small number of likely start up and then to grow. To support the establishment of the network it is proposed to establish two groups:
The Steering Group
The Steering Group will comprise senior level representation from the founding partners and will be the body that drives and supports the overall work at a strategic level. An early task for the Steering Group will be to identify and attract additional members to include MP's SHA and Local Authority figures.
Advisory Board
An advisory Group will be appointed to (i) assist with networks (ii) advise on local, national and international developments (iii) assist/advise with fund raising and (iv) help with profile raising. This group will aim to bring together the leading policy formers, academics and practitioners involved in social enterprise. Thus far Dr. Geoff Mulgan (Former Head of Policy at Number 10) has agreed to join such a group.
The League of Hospital and Community Friends of Fenwick Hospital, SCA Group, Hampshire Primary Care Trust, New Forest District Council and Hampshire County Council working in partnership to create a new future for the Fenwick Hospital Creating a new future for the Fenwick Hospital
For consultation and engagement from 09 February 2007 to 09 March 2007
Executive Summary
The NHS needs to change to reflect the different expectations and needs of local people, the new opportunities available for providing services in different ways, and the very real constraints of making the best use of the finite resources received from taxpayers.
One model of innovation is already being developed in the New Forest with the opening of the Lymington New Forest Hospital, which will be the first NHS hospital providing NHS services where all elective and non-elective services will be provided by an independent sector organisation.
The Fenwick Hospital in Lyndhurst also offers the opportunity for developing an innovative health, care and wellbeing centre to serve the surrounding communities with easily accessed and prompt services to meet everyday problems. Two experienced local organisations, the League of Hospital and Community Friends for the Fenwick Hospital (LOFF) and the SCA Group have formed a social enterprise partnership - Fenwick 2 - which will modernise the buildings and offer it for the provision of a variety of health and care services.
If this exciting project is successful then the Fenwick will be re-born to offer a wide range of services to its local communities. Success will require:
·
the support of local people and partners for the proposed model, and also their ongoing involvement in the development of Fenwick 2
·
the continued commitment of LOFF and the SCA Group to develop a flexible organisation that can respond to changing needs
·
the support of local Practice Based Commissioners, the Hampshire Primary Care Trust and other partners to commission and deliver services in new ways, and
·
a clear financial case that can be supported by the Board of the Hampshire Primary Care Trust and that would demonstrate the need for funding from the Department of Health to support the modernisation of the hospital to make it fit for its new future.
We are therefore seeking your views on a proposal that Fenwick 2 (a social enterprise partnership) will become responsible for the management of the Fenwick, including contracting with a range of organisations to provide services in and from the Fenwick. It is planned that these services will focus on health and care support for people with long term conditions including telehealthcare. Initially, the services at the Fenwick will not include beds but Fenwick 2 is committed to listening to local views about the range of services that could be provided in future, including supporting people at the end of life. The facilities are also being modernised in a flexible way that would not preclude using the Fenwick for inpatient and residential services in future.
This document has been published to help you to understand the proposals and to make comments. It provides the background to these proposals for the Fenwick Hospital in Lyndhurst (Section 1), introduces the proposed organisational arrangements for the Fenwick (Section 2), outlines the range of services that are proposed for the Fenwick (Section 3), seeks your comments on these proposals (Section 4) and explains the next steps following consultation (Section 5).
Your comments on this proposal are welcome by 09 March 2007 and should be sent to:
Consultation Office Hampshire Primary Care Trust, Regus House, Southampton International Business Park, George Curl Way, Southampton SO18 2RZ
email: [email protected]
We commend these proposals for your consideration
Professor Jonathan Montgomery Chair Hampshire Primary Care Trust |
Francis Davis Chairman SCA Group |
George Dibben Chairman League of Hospital and Community Friends |
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1
Background
The Fenwick Hospital and Community Services in the New Forest
The Fenwick Community Hospital opened in 1908 and was supported by voluntary subscriptions until it became part of the NHS in 1948. Serving the needs not only of Lyndhurst but also the wider New Forest community, over the years the Fenwick has been extended to provide inpatient beds, day centre, outpatient clinics, a small operating theatre, and facilities for physiotherapy and podiatry.
Inpatient beds were temporarily relocated from the Fenwick to other hospitals in the New Forest in February 2005. Beds have remained closed at the Fenwick, but this continues to be an interim position.
The former New Forest Primary Care Trust consulted on the future of local community services during 2005. Following consultation the Primary Care Trust announced that beds at the Fenwick would not re-open at that stage but that work would continue with local partners to define the future role of the hospital linked to the need to provide services for people with long term conditions and support dignified end of life care. These discussions have continued, leading to the service proposals in this document which are discussed in more detail in Section 3.
The development of this model for the future of the Fenwick is therefore the next step in an ongoing process of debate with local partners, building on the commitments made following consultation in 2005.
SCA Group
SCA was launched as an Industrial and Provident Society for community benefit in 1991 by 12 Southampton citizens to `increase the quality and quantity of opportunities in homecare and day care offered by the NHS and Community Care Act (1990)'. It received a start up grant of £90k but otherwise relies on contract income. In 2004/05 it held over 40 local authority contracts in Central Southern England, leading to a turnover in 2005/06 of £6m. It has been providing services through the New Forest area since 1992.
There are three subsidiaries trading at present:
·
SCA Support Services (Community Transport established 1998; annual turnover £1m).
·
The Quinn Centre (A Social Care Training Centre Established 2001; annual turnover £400k).
·
SCA Health Care (A Community Health Service Provider established 2005; annual turnover £1.3m).
SCA was a prizewinner in the Guardian/Observer competition for Social Enterprises in October 2006, and the Department of Health announced on 24 January 2007 that SCA will be a national social enterprise pathfinder for health services.
SCA has a strong Board led by:
·
Francis Davis (Chairman) is a businessman and academic. He is a fellow of the Young Foundation and Principal of the Von Hugel Institute at St. Edmunds College, Cambridge University.
·
Mike Morgan (Vice Chair) was formerly Managing Director of a subsidiary of Dunlop
·
Ray Hallett (Treasurer) is a partner in `Tenon' Accountants.
Other Board Members include Dame Sheila Quinn and two former NHS Executive Directors.
The Team of Group Executive Directors is led by Brian Strevens, the founder Chief Executive. Brian Strevens has 33 years experience in the Third Sector and 19 years as an NHS non-executive director. Other team members are:
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·
John Kellas (Deputy CEO - Investment and Finance) joined SCA after a career in the private sector specializing in large investment projects.
·
Neil Stubbs (Deputy CEO - Care and Operations) was formerly a Service Director in the NHS with substantial experience of Community Hospitals and Health Services.
·
Heidi Oldrey (Group Director of HR) has been with SCA for 10 years and has been a key player in SCA's rapid organisational expansion. She was previously in the private sector.
SCA is already a provider of NHS dental services through SCA Health Care, which will have established a network of 7 Trafalgar Dental Clinics between 2005 and 2007, providing dental care for 30,000 NHS patients in areas of dental and social need.
The League of Hospital and Community Friends of Fenwick Hospital
The League of Hospital and Community Friends of the Fenwick Hospital (LOFF) was founded in 1955 and its fund raising efforts have provided additional equipment as well as other improvements to the facilities of the Fenwick since then, including recently a major contribution to the cost of refurbishing the Day Care Centre.
LOFF is chaired by George Dibben and has been actively involved in supporting the Hospital and, in partnership with SCA, is proposing this relaunch of the Fenwick as "Fenwick 2" with a range of services for the benefit of the local community.
Hampshire Primary Care Trust
The Hampshire Primary Care Trust was established on 01 October 2006, replacing the former New Forest Primary Care Trust as well as six other Primary Care Trusts in the county of Hampshire. It has inherited the commitments made by its predecessor organisations and will need to build on these as it continues to address local health needs within the finite resources available from taxpayers.
The Hampshire Primary Care Trust is responsible for:
·
Improving the health of the people of Hampshire (including working in partnership with local authorities who have important roles in health and wellbeing)
·
Commissioning a comprehensive range of high quality, efficient and effective services across all health service sectors
·
Ensuring the delivery of high quality, responsive, efficient and effective health care
It serves 1.25 million people and received an annual budget of £1,400 million during 2006/07i to spend on services and health improvement for the citizens of Hampshire. This means it receives £1,121 for every person in Hampshire, compared with a national average of £1,284 per head across England.
It covers the same area as Hampshire County Council. This enables the PCT to build strong partnerships for health and social care. This in turn will improve the quality of care that is received by the most vulnerable and disadvantaged service users.
The Hampshire PCT also works in partnership with the eleven district councils. These cover Basingstoke & Deane, East Hampshire, Eastleigh, Fareham, Gosport, Hart, Havant, New Forest, Rushmoor, Test Valley and Winchester.
Hampshire PCT is a major provider of services, with thousands of staff working in hospitals, clinics & health centres and in the community. It employs staff providing a range of services including: medical, community nursing and health visiting; podiatry, physiotherapy and other therapy services; pharmacy and medicines management; public health and health improvement; support services and back office functions; management and administrative support.
i This is the full year amount from 01 April 2006 to 31 March 2007
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The PCT also contracts with and supports thousands of primary care contractors providing general medical services (GPs and practice staff), pharmacy, dental services and optometry.
The Hampshire Primary Care Trust is working in partnership with SCA Group and LOFF to develop this new model of services at the Fenwick.
Other Important Partners and Stakeholders
Other important partners and stakeholders who have been involved in the development of Fenwick 2 include New Forest District Council (which has provided funding to LOFF to support the development of Fenwick 2), Lyndhurst Parish Council, Hampshire County Council, Community First New Forest, local MPs, University of Southampton Health Care Innovations Unit, Hampshire PCT Patient and Public Involvement Forum, Friends of Lyndhurst Surgery and members of the Fenwick Liaison Group and the Save Our Community Hospitals (SOCH) group.
2
The Organisational Model
We recognise that most people will be interested in the range of services that may in future be provided from the Fenwick (see Section 3). However, it is important to describe how the organisation that will run this new facility will work as this is fundamental to deciding the range of services.
Currently, the NHS is restricted in the way in which it can provide services from its hospitals and clinics. This can place barriers to using buildings for the maximum benefit of local people, particularly in smaller rural communities where traditional models of care are becoming less relevant to a changing society or more difficult to maintain against a backdrop of rising costs and demands.
Therefore it is proposed to establish a social enterprise partnership known as Fenwick 2ii between SCA Group and LOFF. Fenwick 2 will effectively be a property management company with a difference, renting the Fenwick from Hampshire PCT. It will work in partnership to manage the use of the building. It will develop contracts with the NHS and other providers to offer their services from the Fenwick. By running the building in this way, Fenwick 2 will have more freedom to bring a range of health and care services together under one roof. Fenwick 2 will charge rents to services using the premises, which will cover facilities management, utilities and cleaning.
Hampshire PCT will be the landlord. It is proposing to underwrite the establishment of Fenwick 2 by offering a rent-free period of five years to enable the social enterprise to develop, and this would form part of an initial fifteen-year lease which would be reviewed on a five-year basis. After five years, the Hampshire Primary Care Trust will ensure that a fair rent is charged to Fenwick 2 for the building. It will also work with Fenwick 2 to agree the services that Hampshire PCT and other NHS organisations will provide at the Fenwickiii. This engagement will help to ensure that the organisational and service model is sustainable, and that it is not being underwritten at the expense of meeting other health needs in the local community.
It is not intended that NHS staff will transfer from their current organisation to Fenwick 2. However, if groups of NHS staff wish to consider opportunities to provide their services through a social enterprise model then Fenwick 2 will be able to support them to understand how they can to develop to work in this way.
Also, Fenwick 2 has the flexibility to employ staff to provide local services if this is agreed as the best way forward following discussions with local people, partner organisations and staff.
ii The corporate and limited liability status of Fenwick 2 will be that of an Industrial and Provident Society for community benefit with charitable status. It will be a subsidiary of SCA Group with a majority of members from the holding company; the minority members will come from Fenwick Hospital League of Friends one of which will be Chair.
iii These proposals would need to be supported by local Practice Based Commissioners and the Board of the Hampshire PCT.
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If the proposals in this document are supported, the Hampshire PCT will also bid for £850,000 from the Department of Health to enable the Fenwick to be modernised to provide services in a different way.
The Department of Health has already demonstrated its support for innovative models of service management and delivery with the announcement on 24 January 2007 that SCA Community Care Services will be a social enterprise pathfinder. This will bring some national support and funding to the initial tasks for Fenwick 2, which include:
·
Overseeing building works on the site (subject to support for this model during this period of engagement, followed by a successful application for funding from the Department of Health)
·
Attracting further organisations to use the facilities
·
Marketing the facilities to the local communities and commissioners of services
·
Developing the business and governance arrangements to ensure that resource provided by taxpayers and local communities are used appropriately
Governance and Accountability
Fenwick 2 is a social enterpriseiv. The term "social enterprise" is used to define any enterprise "with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners." It allows the enterprise to have a "triple bottom line" driven by finance, environmental and social objectives. Effectively it is a not-for-profit community business that reinvests any money it receives for the benefit of the community it serves.
Social enterprises can be established using several different business models. The Fenwick 2 social enterprise will be formed as an Industrial and Provident Societyv. An Industrial and Provident Society is an organisation that conducts an industry, business or trade, either as a co-operative or for the benefit of the community, and is registered under the Industrial and Provident Societies Act 1965.
SCA Group and LOFF will work with local partners to ensure that effective governance arrangements are in place for the management of Fenwick 2. The social enterprise will need to meet the regulatory requirements for Industrial and Provident Societies for community benefit with charitable status. Services that are part of Fenwick 2 would also need to meet all relevant regulatory standards (e.g. Commission for Social Care Inspection, Healthcare Commission).
There is also the option for the Primary Care Trust to negotiate with SCA Group and LOFF to become a formal minority stakeholder in the social enterprise, and it may choose to follow this route if this represents the best opportunity to protect its interests on behalf of local people. It is also proposed that Steering Board is developed to oversee Fenwick 2. This would comprise representatives from the NHS, Hampshire County Council, New Forest District Council, Lyndhurst Town Council and other partners.
Evaluation
The Hampshire Primary Care Trust, LOFF and SCA Group will work together to ensure that this new organisational model is evaluated. This will ensure that the benefits and disadvantages of using a social enterprise model to manage local health, care and wellbeing services can be better understood. We expect that Fenwick 2 will bring new benefits and opportunities for local communities, and the learning from this can be shared with other communities in Hampshire and across England.
iv Further information about social enterprise is available from the Cabinet Office at www.cabinetoffice.gov.uk/third_sector/social_enterprise
v Further information about Industrial and Provident Societies is available from a range of sources including the Financial Services Authority (www.fsa.gov.uk/Pages/Doing/small_firms/MSR/Societies/index.shtml)
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Financial overview
This document is asking for your views on the principle that Fenwick 2 (a social enterprise partnership) will become responsible for the management of the Fenwick, including contracting with a range of organisations to provide services within this modernised facility. It does not set out a detailed financial analysis as we need to understand whether there is support for moving forward in this way before developing a comprehensive business case. However, the overall running costs for Fenwick 2 are not expected to be significantly different from running the hospital entirely within the NHS for the five year pilot period.
The development of this new model of service would be subject to a business case that would need support from the Board of the Hampshire Primary Care Trust. This business case would be developed during March/April 2007 for consideration by the Board in April 2007. The business case would propose bidding for £850,000 from the Department of Health Community Hospitals programme to support the refurbishment of the hospital to make it fit for its new future.
Advantages and disadvantages of running the Fenwick in this way
There are clearly several advantages and disadvantages of running the Fenwick in this way.
Disadvantages include:
·
Running facilities through a social enterprise partnership in this way is relatively untested. However, SCA has a strong track record of successful delivery and has been supported by the Department of Health to develop this further. We will ensure that this approach is evaluated. The governance arrangements for the social enterprise will also provide appropriate assurance.
·
A social enterprise relies on goodwill and engagement from local stakeholders. The continued success of Fenwick 2 will need local people to commit their energy, enthusiasm, time or expertise to making their local hospital a successful ongoing concern. SCA already has a 16-year track record of maintaining engagement and creating sustainable social enterprises, and Fenwick 2 will be able to build on this.
·
The Primary Care Trust will not receive rent for the building from Fenwick 2 during the first five years. This means that there is an opportunity cost as income could be used for other services. However, whilst the Fenwick remains part of the NHS estate the PCT continues to be liable for the capital costs of the building if it is unused, underused or not leased to another organisation. This pragmatic approach will allow Fenwick 2 to become established as the management company to create a new future for the Fenwick.
Advantages include:
·
This provides a secure future for the Fenwick 2 social enterprise in the medium term, with its longer term future continuing to be dependent on the commitment of local people (e.g. LOFF and other members of the local community) to make this work.
·
This model provides more flexibility for using the Fenwick than its continued management by the NHS. Using the social enterprise approach means that a range of services can more easily be brought together under one roof from different sectors.
What other options are on the table?
The main options for the future of the Fenwick could include:
·
Fenwick 2 (a social enterprise partnership) will become responsible for the management of the Fenwick, including contracting with a range of organisations to provide services in the hospital. As outlined above, this approach offers new flexibilities to develop the Fenwick as a health, care and wellbeing centre for local people.
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·
Maintaining the management of the Fenwick within the NHS. The NHS has more restrictions on the way in which it can use its estates compared with handing over the running of the hospital to a social enterprise partnership. The partnership will be able to bring together a wider range of health, care and wellbeing service from the public sector and beyond to maintain the Fenwick as a thriving resource for local people.
·
Closing the Fenwick. This is not an option that is currently under consideration.
The development of a social enterprise partnership to run the hospital is considered to be the best way forward for securing a healthy future for the Fenwick as a flexible resource for local people.
Questions about the Organisational Model
Do you have any suggestions for developing the organisational model for Fenwick 2? How should it be accountable to local people?
What do you see as the main advantages and disadvantages for creating a social enterprise? How can the disadvantages be addressed to your satisfaction?
The Primary Care Trust is a custodian of public money. Do you have any recommendations for how it should seek assurance through the governance arrangements for the social enterprise?
Do you have particular skills and experience that you could bring to ensuring that this innovative project is a success for local people?
What do you think are the main organisational risks in this model, and how could these be managed?
What safeguards do you think need to be in place to ensure that the Fenwick is not used for inappropriate purposes?
3
Proposals for Future Services
The aim of this project is to create a centre for modern, popular community health and social care services from the Fenwick. The initial vision is for Fenwick 2 to establish a resource centre for the effective management of long term conditions. This would improve the management of chronic diseases for adults and older people in Lyndhurst and surrounding areas.
The modernised Fenwick will have four main areas:
·
clinical monitoring and resource centre for long term conditions, including telehealthcare
·
conventional complementary therapies
·
bases for health and social care projects for the benefit of local people
·
well-being and care centre
Modernisation of the building will be required to make it fit for its new purpose, and the ability to undertake this work would be dependent on a successful application by the Hampshire Primary Care Trust to the Department of Health for capital funding.
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The centre would offer a range of services for diagnosis, treatment, education, prevention and rehabilitative functions. The foundations of this model are already in place with diabetes monitoring, diagnostic, education and support services running from the Fenwick alongside the Expert Patient Programmevi. In future this could be extended to include other long-term conditions such as arthritis, respiratory diseases, stroke and cardiac disease. It could also be used for `healthy living' check-ups and events. It also intends to pilot a model of `telehealthcare' which supports people to manage their conditions from their own homes and other local facilities, including supporting people who are reaching the end of life.
Daily wellbeing care (e.g. via SCA) would be available to work in tandem with local community health and care providers.
Depending on the agreed charitable purposes of the social enterprise it may also be possible to provide a range of privately-run services at the hospital, including complementary therapies. The governance arrangements outlined in Section 2 would need to ensure that an appropriate balance between private services and publicly-funded health and care services was maintained. In this context Fenwick 2 would work with local partners to develop options for delivering other NHS and non-NHS services from the site.
If all of the above can be assembled on site within a 3 year timeframe, it is clear that all the components of an integrated centre for long term conditions will be present together.
At present it is not proposed that there will be residential or inpatient beds as part of Fenwick 2. However, this innovative model will allow the social enterprise partnership to work with local people, community and voluntary organisations, businesses and the public sector to keep options for use of the Fenwick under constant review. Modernising the building without major structural work would mean that Fenwick 2 could develop inpatient or residential services in future.
What does this mean for me as a patient?
If you live with a long term condition such as diabetes, the resource centre would provide a range of local services for you. For example, specialist doctors and nurses would be available at the Fenwick rather than you needing to travel to Southampton General Hospital, the Lymington New Forest Hospital or other local facilities. You would also have access to information and to the Expert Patient Programme, which will help you to manage your own condition and maintain your independence, as well as daily wellbeing care.
The team of experts providing services for long term conditions from the Fenwick would also be able to support local GPs, practice staff and community nurses so that they are better able to help you and your carers with your specific condition.
The Fenwick may also provide group clinics. This is because these have been shown to be effective for some conditions as mutual support and can be particularly helpful when learning to live with complex conditions.
Catchment Area and Transport Implications
As mentioned in Section 2, Fenwick 2 has a five year rent-free period to become established and ensure that it is sustainable into the future. It will need to focus on developing business that meets the needs of its core catchment population of about 100,000 people in the east New Forest Area including Lyndhurst, Brockenhurst, the Waterside Parishes, West Totton, Ashurst and the parishes in between. However, there may also be opportunities to develop certain services for a wider area, whilst recognising that a core purpose for pursuing this approach is to maintain local services for local people.
Further business development will be able to build on the local road network, which is generally good from Lyndhurst to neighbouring areas although there are traffic problems at the height of the tourist season.
vi The Expert Patients Programme is a self-management course giving people the confidence, skills and knowledge to manage their long term condition better and be more in control of their lives. Further information is available from www.expertpatients.nhs.uk
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There are no intentions to extend the buildings upwards or outwards. Fenwick 2 is about using the existing buildings in an innovative way for local people. As part of the development of these proposals we will be undertaking a transport impact assessment. We would be particularly keen to hear from local residents about their hopes and concerns in relation to how services at the Fenwick will be accessed from across the catchment area, what impact this may have on nearby roads and how any concerns can be addressed.
Questions about the Service Model
The refurbished Fenwick will not initially provide residential or inpatient services, but Fenwick 2 will continue to work with local stakeholders to keep services under review and continue to develop them in future. Do you have any suggestions for developing the service model for Fenwick 2 - including care and wellbeing services, voluntary and community sector service, private and independent services and NHS services?
Do you have particular skills and experience that you could bring to ensuring that this innovative project is a success for local people?
What do you think are the main clinical and operational risks in this model, and how could these be managed?
We have suggested that private services and complementary therapies could be provided as part of Fenwick 2. Are there any services which would you consider to be inappropriate?
4
Consultation Process
We are seeking your views on a proposal that Fenwick 2 (a social enterprise partnership) will become responsible for the management of the Fenwick, including contracting with a range of organisations to provide services in the hospital. It is planned that these services will focus on health and care support for people with long term conditions including telehealthcare. Initially, the services at the Fenwick would not include beds but Fenwick 2 is committed to listening to local views about the range of services that could be provided from the hospital in future, including supporting people at the end of life.
Consultation on this proposal begins on 09 February 2007 and ends on 09 March 2007. Consultation would normally take place over a three month period but these proposals build on a long-term process of engagement with local people and partners, and we need to gather views quickly in order to apply for funding to refurbish the building for its new future.
The consultation is formally led by Hampshire Primary Care Trust, although this document has been produced in partnership with the LOFF, SCA Group and with the involvement of New Forest District Council and Hampshire County Council.
This consultation document is being sent to:
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the League of Hospital and Community Friends for Fenwick Hospital, Leagues of Friends of neighbouring hospitals (Hythe, Romsey, Fordingbridge, Fenwick, Milford-on-Sea, Lymington) and the Friends of Lyndhurst Surgery
·
local MPs in the New Forest and southern Test Valley (Dr Julian Lewis MP, Sandra Gidley MP, Desmond Swayne MP)
·
New Forest District Council (including New Forest District Council's Fenwick Liaison Group), Test Valley Borough Council and New Forest National Park Authority
·
Lyndhurst Town Council and neighbouring local town and parish councils, local parochial church councils
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Hampshire County Council, including local Councillors, Health Overview and Scrutiny Committee, Adult Services and Children's Services
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·
community and voluntary organisations working with local people in the Lyndhurst area
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local Practice Based Commissioners and local primary care practitioners - general medical practice, dental, optometric, pharmaceutical
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Hampshire Primary Care Trust and staff
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Local Representative Committees, Unions and other professional and representative organisations
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Hampshire PCT Patient and Public Involvement Forum
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local NHS Trusts, Primary Care Trusts and South Central Strategic Health Authority and other local providers of health and care services, e.g. Oakhaven Hospice
·
other local stakeholders such as the University of Southampton
We plan to deliver this document in person to residents living closest to the Fenwick. It is also available to local patients and residents from the website of the Hampshire PCT at www.hampshirepct.nhs.uk or from our Consultation Office (address below).
We will be organising meetings to discuss these proposals. Information about these meetings is available from our website (www.hampshirepct.nhs.uk), by telephone (02380 627 424) or by email from [email protected]
Your comments on this proposal are welcome by 09 March 2007 and should be sent to:
Consultation Office, Hampshire Primary Care Trust, Regus House, Southampton International Business Park, George Curl Way, Southampton SO18 2RZ
email: [email protected]
All comments received as part of this consultation may be included in full or summarised in the report on consultation. They may also be shared in full with The League of Hospital and Community Friends of the Fenwick Hospital, the SCA Group, Hampshire County Council Health Overview and Scrutiny Committee and Hampshire PCT Patient and Public Involvement Forum.
5
Next Steps
Following consultation, Hampshire Primary Care Trust will bring a report on the views you have raised to a meeting in public of its Board on 22 March 2007. This meeting will consider these views and decide whether there is sufficient support for this approach to consider a bid for capital funding from the Department of Health Community Hospitals scheme to modernise the Fenwick.
If it is decided to submit a bid then this will be developed following the Board meeting for consideration by the Hampshire PCT at a Board meeting in April 2007. This would include further development of the financial case for this model.
The Board of the PCT would need to assure itself that applying for this capital funding represented a good deal on behalf of taxpayers. If it supported a bid this would be submitted to the Department of Health in May.
The decision of the Department of Health would be received later in the summer so that work on the new model of services at the Fenwick could commence later in 2007.
Page 11 of 12 Consultation Office Hampshire Primary Care Trust Regus House Southampton International Business Park George Curl Way Southampton SO18 2RZ 09 February 2007 Website: www.hampshirepct.nhs.uk Email: [email protected]