Healthcare Property Issue 10 July-August 2025

07/2025
JULY-AUGUST 2025
The role of smart hospitals in
future healthcare delivery
Health on the High Street: Bringing
services into the heart of communities
HealthInvestor Awards 2025 -
the winners are revealed
HEALTHCARE-PROPERTY.COM

A COMPLETE
APPROACH
From a single replacement
chair to a full care home refresh,
we design and manufacture
furniture for care and senior
living, with a service tailored
to your needs.
LOUNGE
DINING
BEDROOM
OCCASIONAL
BESPOKE JOINERY
SOFT FURNISHINGS
call: 01924 868470 visit: shackletonsltd.co.uk

Comment
W E L C O M E
Spending review falls flat
The Chancellor’s recent Spending
Review speech revealed the day-to-day
budget for the NHS in England will go
up by 3% in real terms on average over
the next three years, reaching £226bn by
the end of the review period in 2029.
However, Rachel Reeves failed to
provide additional capital to address
the huge maintenance backlog
across the NHS estate, with critics
claiming the long-term vision to shift
care out of hospital settings will be
‘extremely hard to achieve’ within the
proposed budgets.
Critics fear this will lead to further
degeneration of the estate and increased
health and safety risks for patients and staff.
And they said restrictions on the NHS using private
funding to carry out essential repairs would further
hinder service improvement.
Speaking to Healthcare Property, Daniel Elkeles, chief
executive of NHS Providers, said: “Decades of underinvestment
means we must think outside the box when
it comes to solving this double whammy of understrain
public finances and an NHS estate in desperate
need of renewal.
“It’s vital that all options are on the table, including
exploring ways of bringing private capital back into the
NHS which don’t replicate the costly mistakes of PFI.
“Making these shifts a reality will require
upfront investment.”
While trusts are receiving ringfenced
funding to address estates affected by
reinforced autoclaved aerated concrete
(RAAC), there is still an estimated, and
growing, £13.8bn maintenance backlog.
And estates leaders, and the wider
construction market, will be wondering
where the cash will come from to tackle
this moving forward.
One possible solution lies in the
Government’s intention to shift services,
where possible, out of acute hospitals
into local communities, reducing
reliance on major infrastructure, much
of which is in need of upgrade.
You can read more about this in our
special report (p28), which explores the Health on
the High Street concept and rollout of community
diagnostic centres.
In this edition we also reveal the winners of the
2025 HealthInvestor Awards (p26); look at the
growth of smart hospitals (p34); and find out more
about the work of hospital estates and facilities
management teams (p42).
In the next edition, we will be concentrating on
lighting and how modern construction products can
providers meet sustainability goals.
Please email joanne.makosinski@nexusgroup.co.uk
if you can help.
Jo Makosinski
Editor, Healthcare Property
About Jo: Jo is the editor of Healthcare Property, having
joined Nexus Media in November 2023.
She has been specialising in design and construction
best practice for the past 16 years, working on the
Building Better Healthcare Awards and editing both
Building Better Healthcare and Healthcare Design &
Management magazines.
She has a special interest in the design of public
buildings, including schools, nurseries, colleges, hospitals,
health centres, and libraries.
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 3

Keep up to date with all the latest
healthcare property news.
healthcare-property.com

Contents
Chief executive officer
Alex Dampier
Chief operating officer
Sarah Hyman
Editor
Joanne Makosinski
joanne.makosinski@nexusgroup.co.uk
Reporter and subeditor
Charles Wheeldon
Advertising & event sales director
Caroline Bowern
Business development executive
Kirsty Parks
Head of marketing
Carrie Lee
Publisher
Harry Hyman
Investor Publishing Ltd, 3rd Floor,
10 Rose & Crown Yard, King Street,
London, SW1Y 6RE
Tel: 020 7104 2000
Website: www.healthcare-property.com
Healthcare Property is published six times a year
by Investor Publishing Ltd.
ISSN 3029-0627
© Investor Publishing Limited 2025
The views expressed in Healthcare Property
are not necessarily those of the editor or publishers.
@HCprop
linkedin.com/company/healthcare-property/
6
6-8 News
We round up the latest big stories,
including the announcement
of a new £102m capital fund to
upgrade and modernise practices;
and the appointment of two
experts to the New Hospital
Programme delivery team
9-12 Projects
News on the latest design and
construction projects from across
the health and social care sectors
14-16 Review
The key take-home points from the
second Healthcare Property Forum
18-19 Policy
A new report reveals the cost of
shifting from analogue to digital
will require £8bn in capital for
the health service; plus new
campaign aims to reform the
social care sector
20
20-23 Property and Finance
Antony Brister of Aria Care talks
about the company’s activity in
the social care market; a new
report reveals how empty offices
are being utilised by life sciences
companies; and we speak to Vicky
Amlot, fund manager at Henley
Investment Management
24-25 Finance and
Property Deals
The latest property deals,
acquisitions, and mergers from
across the sector
26
26-27 Awards
Revealing the winners of the
HealthInvestor Awards 2025
28-32 Special Report
We explore the future of
healthcare delivery in light of
the Government’s pledge to shift
services from acute hospitals
to community-based settings,
focusing on the Health on the High
Street model and the rollout of
community diagnostic centres
34-37 Design and Construction
The role of smart hospitals
in delivering health
services of the future
38-44 Estates and Facilities
Management
How hospital estates can
become more efficient through a
combination of IoT sensors and
building management systems;
Legionella testing in private health
settings; and we interview Maria
Hunt, senior project manager for
capital delivery at Mid and South
Essex NHS Foundation Trust,
about the work of its estates and
facilities department
46-50 Environmental
Scottish health boards continue
on the road to net zero; NHS
England publishes two new
resources to help the NHS address
climate change; and more than
£160m of clean energy projects
are set to go ahead at NHS trusts
across England following the
announcement of the successful
recipients of Phase 4 of the Public
Sector Decarbonisation Scheme
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 5

News
GP refurbishments to enable
eight million more appointments
1,000 GP practices to be revamped to provide 8.3 million new appointments
this year, helping deliver the Government’s Plan for Change
Patients will benefit from 8.3 million
more appointments each year as over
1,000 GP surgeries receive a bricksand-mortar
upgrade to modernise practices
Backed by the Government’s major cash
injection of over £102m, more than 1,000
GP surgeries will receive vital funding to
create additional space to see more patients,
boost productivity, and improve patient
care, following years of neglect.
According to the Government, many GP
surgeries could be seeing more patients,
but do not have enough room, or the right
facilities, to accommodate them.
From creating new consultation and
treatment rooms, to making better
use of existing space, these quick fixes
will help patients across the country
be seen faster.
This represents the biggest investment
in GP facilities in five years and is only
possible because of the difficult choices
made by the Government to invest
£26bn into the NHS.
And it is another measure helping the
Government shift care out of hospitals
and into the community, as part of its
Plan for Change.
Bringing GP premises up to a similar condition
across England is important to improve patient
experience of NHS services, while making
primary care a better working environment as we
seek to retain and recruit more staff
FIT FOR THE FUTURE
Health and Social Care Secretary, Wes
Streeting, said: “It will be a long road, but this
government is putting in the work to fix our
NHS and make it fit for the future.
“These are simple fixes for our GP
surgeries, but for too long they were left
to ruin, allowing waiting lists to build and
stopping doctors treating more patients.
“It is only because of the necessary
decisions we took in the Budget that we are
able to invest in GP surgeries, start tackling
the 8am scramble, and deliver better
services for patients.
“The extra investment and reform
this government is making, as part of
its Plan for Change, will transform our
NHS so it can once again be there for you
when you need it.”
In Norwich, Prospect Medical Practice
— serving nearly 7,000 patients in some
of the city’s most-deprived areas — will
create new clinical rooms to deliver more
patient consultations.
While, in the Black Country, vacant
office spaces in Harden Health Centre
will be converted into clinical consulting
rooms, allowing more patient access
to primary care.
6 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

News
EXPANDING CAPACITY
Dr Amanda Doyle, national director for
primary care and community services,
said: “We know more needs to be done to
improve patient access to general practice and
this investment in over 1,000 primary care
premises will help do this.
“Bringing GP premises up to a similar
condition across England is important
to improve patient experience of NHS
services, while making primary care a better
working environment as we seek to retain
and recruit more staff.
“It will also help to create additional space
and extend the capacity of current premises
as we improve access further and bring care
closer to the communities where people live
as part of the 10 Year Health Plan.”
Lord Ara Darzi’s independent report
found outdated, inefficient buildings create
barriers to delivering high-quality patient
care and reduce staff productivity.
Darzi said: “My review found that the
primary care estate is simply not fit for
purpose, with many GP surgeries housed in
inflexible, outdated buildings that cannot
enable safe, high-quality care.
“Today’s investment marks a crucial
turning point in addressing this longstanding
issue, helping create the modern,
purpose-built primary care facilities that
patients and staff deserve.”
ACCESS ALL AREAS
This is the first national capital fund for
primary care estates since 2020 and part of
a comprehensive package of GP support,
alongside recruiting 1,500 additional GPs and
reducing bureaucracy.
Projects will be delivered during the
2025-26 financial year, with the first
upgrades expected to begin this summer.
Rachel Power, chief executive of the
Patients Association said: “Today’s
investment in improving GP surgeries is a
much-needed step towards better access to
care closer to home.
“Our reporting shows nearly one third of
patients struggle to book GP appointments,
and we have long highlighted what
matters in healthcare facilities: trulyaccessible
spaces where everyone receives
care with dignity.
“The potential for 8.3 million additional
appointments from these refurbishments
will make a real difference to communities
waiting for care.
“Crucially, it delivers on what
patients themselves have called for:
modern, accessible spaces that support
high-quality care.
“We look forward to seeing these
upgrades rolled out, with a continued
focus on ensuring patients everywhere get
timely support in settings that support
their dignity.”
Ruth Rankine, primary care director
at the NHS Confederation added: “GPs
and their teams welcome this vital capital
funding to modernise premises to deliver
high-quality care, closer to home, and fit for
the 21st Century.
SHIFTING CARE
“Primary care is the front door of the health
service and has been managing increasing
demand, yet a historic lack of capital funding
in estates has been one of the biggest barriers
to improving productivity and creating
buildings suitable for modern health care —
with a fifth of GP estates pre-dating the NHS
and half more than 30 years old.
“If we are serious about shifting care from
hospital to community, from sickness to
prevention and from analogue to digital,
then sustained investment in primary
and community estates, equipment and
technology is vital.”
And Professor Kamila Hawthorne, chair
of the Royal College of GPs, said: “Our
last survey of members found that two
in five GPs considered their premises
unfit for purpose.
“This not only makes for a poor
experience for both patients and practice
staff, but it restricts the care and services a
practice can provide.
“Nearly 90% of respondents to our survey
said their practice didn’t have enough
consulting rooms, and three quarters
didn’t have enough space to take on
additional GP trainees.
“Today’s announcement is an
encouraging interim measure that shows the
Government is listening and acknowledges
that inadequate GP infrastructure needs
to be addressed.
“We now need to see this followed up by
further long-term investment.”
CUTTING RED TAPE
As part of its Plan for Change, the
Government is also cutting red tape through
the new GP contract, expanding the NHS
App to put patients in control of their
healthcare, introducing the Advice and
Guidance scheme to reduce unnecessary
referrals, and enabling community
pharmacists to prescribe for routine
conditions with a new investment package.
Together, these changes free up clinicians’
time and bring care closer to home. n
Today’s announcement is an encouraging
interim measure that shows the Government is
listening and acknowledges that inadequate GP
infrastructure needs to be addressed
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 7

News • Projects
New leadership for hospital revamp plan
The Department of Health and Social Care
(DHSC) has confirmed the appointment of
senior responsible owners (SROs) for the
New Hospital Programme (NHP).
Paul Mustow, director of delivery
performance and assurance for the NHP;
and Charlotte Taylor CBE were appointed by
Professor Sir Chris Whitty, interim permanent
secretary at the DHSC, and Nick Smallwood,
chief executive of the Infrastructure and
Projects Authority (IPA).
Reporting to Andy Brittain, director general
for finance and group operations at the
DHSC, under the oversight of the Permanent
Secretary as accounting officer for DHSC and
the Secretary of State for Health and Social
Care, the duo will have personal responsibility
for the delivery of the NHP’s strategic
objectives and will be held accountable for
policy intent, and outcomes.
This encompasses securing and protecting
its vision, ensuring it is governed responsibly,
reported on honestly, escalated appropriately,
and influencing the context, culture, and
operating environment of the programme.
They will also be responsible for ensuring
the ongoing viability of the programme and
recommending its pause or termination
if appropriate.
And they will be held personally accountable
and could be called by select committees to
account for, and explain, the decisions and
actions taken to deliver the programme.
The full-time SRO roles, which will run
for a minimum of three years, will be split
between Taylor and Mustow, with Taylor’s role
Paul Mustow
Charlotte Taylor
including delivering
and iterating the long-term NHP strategy,
sponsor’s requirements, and the programme
business case, engaging all relevant subject
matter experts across the programme’s wide
stakeholder group.
She will also ensure policy consistency and
pro-actively influence and respond to policy
changes which impact the NHP strategy,
as well as ensuring that both programme
and scheme funding is available to enable
successful and timely delivery.
Mustow’s role is to provide robust
programme oversight, clear and effective
governance, and assurance of the technical
and commercial programmatic approaches,
to drive NHP delivery to time, cost, and quality,
together with overseeing development of, and
providing scrutiny to, the implementation of
the NHP commercial strategy, ensuring that
assurance conditions are met.
The announcement follows the recent
review of the NHP, which concluded that
Extension completed at Maidenhead care home
all the schemes in the programme required
capital investment, but that a new timetable
for delivery was necessary.
The Government is backing this plan with
investment which will increase up to £15bn
over each consecutive five-year wave,
averaging around £3bn a year, from 2030.
The exact profile of funding will be confirmed
in rolling five-year waves at regular Spending
Reviews, as with all government capital
budgets in future.
The vision of the programme is to transform
the way new healthcare infrastructure is
delivered in the NHS, including the building
of new hospitals, and its five strategic
objectives are to:
• Deliver world-leading hospital environments
that are able to provide exceptional patient
care at the right time and in the right
place, as well as offering excellent working
environments for staff
• Deliver hospitals at significantly-lower
cost and in significantly less time than for
historical hospital delivery
• Ensure that all new hospitals integrate
innovative national standards for healthcare
infrastructure and modern building
requirements for safety and sustainability
• Ensure that an enduring nationwide
capability is created and maintained for
enhanced healthcare infrastructure delivery,
both in government and the private sector
and across the lifecycle of projects delivered
• Support the co-design and co-creation of
schemes in collaboration with local and
regional health systems
The Mayor of Windsor and
Maidenhead, Councillor Mandy
Brar, has officially unveiled
the new lounge extension at
Hartford Care’s Boulters Lock,
an ‘Outstanding’-rated care
home in Maidenhead.
Residents’ family and friends
and the local community joined
in with the celebrations, which
included entertainment from
a local singer, a BBQ, and a
mobile petting farm.
Boulters Lock resident, Ian, said:
“The new extension has given us
all so much joy and happiness.
It’s very spacious – so big in fact
we now have a new games room
including a pool table.
“I used to love playing pool in my
local pub, so being able to do this
again has really helped me with
my mental health.”
Councillor Brar added: “With
the new space and amenities,
the team has created a beautiful
space that all residents and
visitors will be able to enjoy
in the future.”
Set in a late Victorian building,
the home retains many of its
original features and offers
dementia care, residential
care, respite breaks, daycare,
and end of life care across 32
ensuite bedrooms.
Hartford Care invested £100,000
in the new extension, which
connects the existing lounge and
dining room to create a light and
airy open-plan space with direct
access to the newly-renovated
garden area. In addition, there’s
a new servery in the dining
room, a hair salon, and a
communal shower room.
All the fully-furnished ensuite
bedrooms are spacious
and ready for residents to
personalise as they wish.
And some of the ground floor
bedrooms benefit from private
balconies overlooking the
secluded garden.
8 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

MMC approach delivers efficiencies
News • Projects
Modern methods of construction specialist,
MTX, has completed construction of
an advanced new operating theatre
at Wrightington Hospital, known
around the world for pioneering hipreplacement
surgery.
The theatre for Wrightington, Wigan and
Leigh Teaching Hospitals NHS Foundation
Trust (WWL) is designed to reduce waiting
lists and further reinforce the hospital’s status
as a regional orthopaedic hub.
The theatre is equipped with a laminar flow
clean air system which substantially reduces
the risk of infection in orthopaedic surgery and
speeds patient recovery.
The new theatre was constructed using
precisely-engineered, factory-built structural
steel units which were delivered to site and
craned into position ready for fitout.
The existing bay of recovery beds has
been increased from three to five and it is
housed in a purpose-built new area while
mechanical and engineering equipment
serving the new operating theatre facility was
pre-manufactured as modules and delivered
to site for assembly and installation in a
dedicated plant room.
The application of MMC principles, and the
use of structural modules pre-manufactured
offsite while groundworks are under
way, enables MTX to deliver high-quality
healthcare facilities faster, safer, greener,
and more cost-effectively than traditional
building techniques.
Around 1,200 high-volume, low-complexity
orthopaedic procedures will be carried out
annually within the new facility.
Mary Fleming, trust chief executive, said:
“The new development at Wrightington
Hospital will enable us to efficiently and safely
manage an increased number of day case
surgical patients for the foreseeable future.
“By being able to offer mutual aid for patients
who have long waits in other organisations,
40% of patient activity will come in from areas
across the whole of the North West, helping us
to support the drive to tackle waiting times.”
The new suite and adjacent recovery area
connects to existing operating theatres
developed and delivered by MTX in 2013,
to provide additional capacity to cope with
increased demand.
MTX has also completed fitout of an
additional ultra-clean theatre.
These works have been carefully coordinated
to minimise the impact on the
Phase 1 theatre and recovery, which has been
operational during the Phase 2 fit-out.
MTX managing director, David Hartley,
said: “We have previously created
surgical facilities at Wrightington and are
tremendously proud to have been chosen
to deliver this new operating theatre
that continues the legacy of innovation
and excellence which is mirrored by our
own advances refining modern methods
of construction.”
Funding for the £6.1m build was provided by
the NHS England Targeted Investment Funds
(TIF) programme and trust capital funds,
bringing the total build investment to £9.6m for
two new theatres and a recovery area.
Urgent treatment centre to be
built at Royal Victoria Infirmary
Formal planning permission has been
granted for a new urgent treatment
centre at Newcastle’s Royal Victoria
Infirmary (RVI).
The Newcastle upon Tyne Hospitals
NHS Foundation Trust says that each year
increasing numbers of people attend the RVI’s
emergency department.
It adds: “Many do not have a life-threatening
health emergency, but they do need to be
cared for quickly and with the help of a
doctor or nurse.”
Preliminary work has already started on
the new centre — which will provide more
space and better facilities for treating minor,
but urgent, injuries and illnesses in a separate
setting, safely and conveniently away from
major emergencies.
Services will be open 24 hours a day,
seven days a week.
And its proximity to the main hospital
will also allow for more-flexible staffing
and provide access to additional
services if needed.
Commenting on the development, Rob
Harrison, acting chief executive of the trust,
said: “We’re delighted to get the go-ahead
from Newcastle City Council for our new
urgent treatment centre.
“Patients will be able to see the right person
to meet their needs, through the centre’s
team of doctors, nurses, therapists, and other
healthcare staff.”
Robertson Construction’s appointment
to build the new centre follows previous
construction projects with the trust, including
the delivery of the award-winning Freeman
Hospital day treatment centre.
Neil Kennedy, the company’s regional
managing director for the North East,
said: “Our long-standing relationship
with Newcastle Hospitals is built on trust,
experience, and a shared commitment to
delivering high-quality healthcare facilities.
“With planning now approved, we look
forward to continuing this strong partnership
with the successful delivery of this project.”
The building has been designed by
P+HS Architects.
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 9

News • Projects
Urgent and emergency care boost
Contractor, Tilbury Douglas, has completed
Stepping Hill Hospital’s new £34m
Emergency and Urgent Care Campus on
behalf of Stockport NHS Foundation Trust.
The milestone
was marked
with an opening
ceremony, which
saw Stockport NHS
Foundation Trust
chairman, David
Wakefield, and chief
executive, Karen
James OBE, join
representatives
of Tilbury Douglas and clinical colleagues to
celebrate the completion of the new facilities,
which will greatly improve emergency and
urgent care in the area.
Extending from the hospital’s old Emergency
Department, the new building has meant
major changes to the front face of the hospital,
becoming more welcoming and visually
attractive and making for an improved
experience for patients receiving emergency
and urgent care.
The design of the new campus is centred on
patient needs, with the best-possible facilities
being made available for staff.
It includes new assessment, treatment,
and consultation areas for several key
emergency and urgent care services including
the children’s emergency department,
mental health, and medical same-day
emergency care.
The ambulance drop-off area has also
been remodelled.
The clinical area of the campus has
increased by over 300sq m, enabling
more patients to receive safe care and
treatment sooner.
Martin Horne, regional director for the
North West at Tilbury Douglas, said:
“The new Emergency and Urgent Care
Centre at Stepping Hill Hospital will make
a real difference to patients, staff, and the
wider community.
“Delivering such a complex scheme
in a live hospital environment required
true collaboration.
“The trust team had to be dynamic in
managing spatial challenges, while relying
on us to perform dependably, minimising
disruption, and handing back spaces on
time and to plan.
“Our experience in delivering complex
healthcare schemes meant the trust
could have complete confidence in our
ability to deliver.
“This significant investment will provide
a facility that is central to the health and
wellbeing of the community, and we are
proud to have delivered it in partnership
with the trust.”
James added: “It is fantastic to see the
new campus open and running, providing
the enhanced care which our local
population needs.
“The building scheme here has been a major
project and a real team effort, and I’d like to
say a big thank you to our partner contractors
Tilbury Douglas, our capital and estates team,
and everyone else who has worked so hard to
make it possible.”
Maternity surgical theatre unveiled
A new robotic and emergency maternity
surgical theatre facility has been unveiled
at The University Hospital of North Tees.
Constructed on the hospital’s first floor,
the £4.3m unit spans the space above
the atrium near the main entrance and is
supported by permanent columns from
the ground floor.
One of the most-ambitious estates projects
in the hospital’s history, the complex includes
a ‘cutting-edge’ robotic surgical and training
space and a dedicated emergency maternity
surgery theatre.
The theatre features the trust’s Da Vinci
robotic surgeon, affectionately nicknamed
‘Robbie’ by a patient, and controlled remotely
by surgeons to enhance the accuracy and
efficiency of complex operations.
‘Robbie’ was used for the first time on
28 July 2022 and has now been used a
further 479 times.
Previously housed in a cramped, adapted
theatre space, the robot and its operators
now have the space and specialist technical
support to care for more patients.
The new emergency maternity theatre
is close to the delivery ward suite and
is designed to provide the best clinical
environment to support surgeons in providing
what are often lifesaving procedures.
Stacey Hunter, North Tees and
Hartlepool NHS Foundation Trust group
chief executive, said: “The new operating
theatres will benefit hundreds of patients for
years to come.
“Robotic surgery is often much quicker and
less intrusive for patients, resulting in reduced
post-surgery length of stay.
“The new emergency maternity theatre is
right next to the delivery suite and any woman
needing urgent surgery during labour can now
get that surgery instantly.”
The construction project was managed
by NTH Solutions, with Geoffrey Robinson
carrying out the building work. The architect
was P+HS Architects.
Andy Talbot, Geoffrey Robinson’s
managing director, said: “This latest
construction project for North Tees and
Hartlepool NHS Foundation Trust represents
another significant milestone in our longterm
partnership.
“It’s fantastic to have been involved in this
cutting-edge facility, which we know will
enhance healthcare services for so many in
the community.”
Work will soon begin on the second phase
of the development to include improving staff
changing facilities, increased storage, and
enhanced recovery areas.
10 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Designing for dementia
Work has begun on a new care home in
Barnsley, with plans to achieve the highest
accreditation in design for dementia.
Designed by Watson Batty Architects,
Springfield Vale will be a 33-bed complex care
home operated by Exemplar Health Care.
The scheme comprises three units of
accommodation, each providing 10 bedrooms
with communal areas, an activities hub,
a therapy room, a hair/beauty salon, and
communal accessible gardens.
The development will provide nursing
care for adults living with complex needs
arising from brain injuries, dementia, mental
health conditions, neuro-disabilities, and
physical disabilities.
Understanding the importance that
specialist design for aging and dementia has
in assisting independent living, Exemplar
Health Care has selected Springfield Vale
to be assessed by the University of Stirling’s
world-renowned Dementia Services
Development Centre (DSDC).
The centre draws on research and best
practice from around the world by providing
comprehensive up-to-date resources on
all aspects of dementia design, helping to
translate into policy-informing practice.
And it houses a design and technology
suite showcasing inspiring technology and
equipment, a virtual care home that allows for
visualisation of new ideas, and a conference
centre which hosts regular international
masterclasses bringing together dementia
care experts from around the world.
With construction underway, Springfield
Vale is in the detailed design stage of the
accreditation process.
The building will be audited by the DSDC
early next year when operational following
completion in December.
Watson Batty has already delivered 10 new
homes for Exemplar Health Care, with a
further four developments currently on site.
Gemma Bottomley at Watson Batty said:
“We are delighted that Exemplar Health Care
is working with us to achieve this important
recognition with Stirling DSDC.
“This is the highest accolade achievable
for dementia care environments and
will become a benchmark for future
developments to come.
“Statistics indicate that by 2030 there will be
over one million people living with dementia
in the UK and we have a duty as designers to
ensure that our projects are designed with the
user in mind, not just for care homes, but for
all public buildings and external spaces where
News • Projects
more independent living can be supported.”
Charlotte Lloyd, director of commissioning at
Exemplar Health Care, added: “We are proud
to be working with Watson Batty Architects to
create a care home that sets a new standard
for dementia care.
“At Exemplar Health Care we are committed
to creating homes that support independence,
dignity, and quality of life for people
with complex needs.
“Springfield Vale will be a reflection of this
commitment, offering state-of-the-art facilities
designed to promote wellbeing while ensuring
a truly-person-centred approach to care.
“The accreditation from the Dementia
Services Development Centre will not only
recognise our continued efforts, but also help
us lead the way in innovative design in the
complex care sector.
“As we expand our services, we remain
dedicated to creating high-quality care
environments that empower people to live
fulfilling lives.”
Stakeholder-led upgrade of day surgery unit
Work has completed on a tailored package
of upgrades to improve the internal
environment for staff and patients at the
Alnwick Infirmary Day Surgery Unit.
The £1.8m transformation was designed
by Medical Architecture for Northumbria
Healthcare NHS Foundation Trust, and
the works were delivered by OPUS
Building Services.
The project was driven by the need to
replace air handling units for the endoscopy
and day surgery theatre to ensure compliance
with HBN and HTM guidance.
This was to provide sufficient air quality and
hygiene for clinical safety, and a comfortable
environment for staff and patients.
In collaboration with M&E consultants,
Desco, and cost consultant, Turner and
Townsend, Medical Architecture led a
feasibility study to explore options for
progressing various other functional and
environmental improvements during the
required downtime.
Through a partnership approach with
the trust, and a continuous programme of
stakeholder engagement, the team arrived at a
tailored package of improvements to meet the
specific needs of the clinical team, set against
a challenging budget and programme.
As works progressed and regular
engagement with clinical teams continued on
site, additional critical needs were highlighted
to ensure that the working environment would
meet both current and future requirements.
The collaborative nature of the project
team ensured the impact on cost and
programme was monitored and managed
effectively throughout.
The outcome is an improved working
environment for clinicians, with upgrades
to equipment and infrastructure, including
pendants, monitors, and lighting.
And the improved air quality and
environmental conditions support wellbeing,
both for staff, and for patients in the dedicated
recovery spaces.
The interior aesthetic has also been
enhanced, with new ceilings and updated
finishes throughout.
The interior strategy was devised with
input from stakeholders, with a focus on
standardising specifications and finishes
against recent work on the trust’s estate,
making it simpler to manage and more cost
effective to maintain long term.
Alex Ferguson, architect at Medical
Architecture, said: “We understood the
importance of efficient delivery, as returning
the day surgery to operation was critical to a
programme of work elsewhere in the estate.
“A close partnership and continuous
communication between all parties was
fundamental to achieving this.”
Craig Ternent, operational services manager
at the trust, added: “The recent refurbishment
of Alnwick Day Surgery has marked a
significant milestone in our commitment to
delivering high-quality patient care.
“The successful refurbishment is a testament
to the collaboration of all teams involved.
“Staff and patient feedback has been
overwhelmingly positive.”
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 11

News •Projects
London cancer hub plans submitted
Aviva Capital Partners (ACP) and Socius
have submitted a planning application
to Sutton Council for the development of
the London Cancer Hub, which is set to
become the world’s-leading district for
cancer research and treatment.
Situated within Europe’s leading cancer
treatment centre, the proposed 12-acre site
in Belmont sits adjacent to The Institute of
Cancer Research, London, and The Royal
Marsden NHS Foundation Trust’s Sutton
treatment facility.
The plans will create approximately one
million sq ft of additional ‘state-of-the-art’ lab
and research space.
The masterplan includes large-scale facilities
for global pharmaceutical and life sciences
companies, flexible incubator spaces for
start-ups, and collaborative office space to
bring together researchers, clinicians, and
innovators in one connected ecosystem to
drive forward cancer research breakthroughs.
GROWTH PLANS
Featured in the Mayor of London and London
Councils’ Growth Plan, the development is
forecast to deliver £1.2bn annually to the UK
economy and create 340 jobs annually during
construction and 3,000 direct jobs in operation,
mostly in highly-skilled R&D and small-scale
manufacturing related to life sciences.
Over the next 30 years, the proposals are
also expected to generate £54m worth of
social impact through job creation, health, and
wellbeing improvements, and the delivery of
new public amenities.
The project partners said: “Building on the
world-class research already undertaken by
The Institute of Cancer Research, London, and
The Royal Marsden, the project is designed to
create a more-connected and inclusive district
for cancer research.
“Improved wayfinding, upgraded road
infrastructure, and new pedestrian and
cycling routes, will link new facilities, green
spaces, and existing institutions such as
the Harris Academy STEM school, The
Innovation Gateway incubator, and Maggie’s
cancer care centre.”
Set around landscaped, ‘nature-rich’ green
spaces that promote wellbeing and recovery,
the plans will exceed mandatory sustainability
and energy efficiency standards and aim to
achieve net zero carbon in operation.
The site will also include new restaurants
and cafés, a nursery, and a dedicated
‘Learning Lab’, with classrooms ‘to inspire
young people to pursue careers in science’.
The London Cancer Hub plans have been
shaped by extensive public consultation
throughout 2024.
PARTNERSHIPS
Feedback from over 4,500 local residents
— 95% of whom were positive or ‘neutral’
towards the plans — has helped shape the
final proposals.
Professor Kristian Helin, chief executive of
The Institute of Cancer Research, London,
said: “We’re very pleased to be working with
Aviva Capital Partners and Socius on plans
to further build the thriving multidisciplinary
research district here at the site we share with
our partners in Sutton, and we’re hoping the
project will attract a range of companies to
locate here alongside us, as well as providing
a home for companies that spin out from our
science in future.
“The London Cancer Hub has great potential
to enhance our scientific partnerships with
companies in the pharmaceutical and broader
life sciences industries in areas from the
discovery and development of new cancer
drugs, to the creation of new treatment and
diagnostic technologies.”
Dame Cally Palmer, chief executive of
The Royal Marsden NHS Foundation Trust,
added: “The Royal Marsden’s Sutton site is
home to a flourishing research community
between The Royal Marsden and The
Institute of Cancer Research, London, that
consistently translates innovative ideas in
drug discovery from the laboratory to the
clinical setting for the benefit of cancer
patients worldwide.
“We support the vision for The London
Cancer Hub and the investment from
Aviva Capital Partners to bring life sciences
industry onto the site.
“We anticipate this will facilitate greater
collaboration and foster an environment of
excellence to further our work developing new
and improved ways to diagnose, treat, and
care for, our patients.”
ACP and Socius have assembled a worldclass
team to deliver the development
including Gensler (architects), Arup (structural
engineers) and Savills (planning consultancy).
12 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

9 June 2026
Grosvenor House Hotel, London
Tickets now on sale
Get the best tables in the house
BOOK YOUR TABLE
HEALTHINVESTORAWARDS.COM/TICKETS-2026

Healthcare Property Forum
Care home market comes
under the spotlight
Here, we review the second Healthcare Property Forum, held last month
The significant shortfall in care home
beds across the country underpinned
discussions at the second Healthcare
Property Forum, held last month in
Newport, Wales.
The one-day event brought investors,
heads of estates, operators, developers, and
product and service suppliers together for a
day of networking and analysis.
Held at Celtic Manor in Newport, and
co located with the Caring Times Owners’
Club, the forum included an agenda of
expert-led sessions covering key topics
impacting health and care estates.
With a particular focus on the social and
elderly care sector, the four speaker sessions
— chaired by Healthcare Property editor,
Jo Makosinski, featured sector-leading
commentators, including Hannah Haines
from Christie & Co.
She shared the results of its research on
real estate transactions and developments
within the elderly care sector, activity
underpinned by a projected 22.6% growth
in the elderly population by 2035 and the
fact that more than 65% of NHS patients
over the age of 65 have dementia.
The discussions also followed publication
of a report in March by Knight Frank,
which revealed that care home supply
in 2024 grew by just 86 beds — or 2.9%
— despite the population of over-65s
increasing by 20.7% over the same period.
GROWING INTEREST
This massive shortfall in bed numbers is
prompting growing interest from financers
and developers looking for prime sites and
assets across the country, as well as existing
operators exploring opportunities to expand
existing homes.
Haines said development activity
showed 93% of new care beds delivered
between 2022-2025 were in new-build,
purpose-built care homes, up from 18%
14 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Healthcare Property Forum
pre-1990, when the majority of activity
was conversions.
And, in the past five years, the average
size of each care home development has also
increased, with new, purpose-built homes
averaging 65 beds in the five years to 2025,
compared to 44 beds pre-1990s.
The development pipeline shows a shift
towards the North and South West of
England and much of the work, particularly
conversion and expansion work on existing
homes, revolves around creating wetroom
and ensuite facilities.
“Most care homes used to just have wash
basins in bedrooms, but now have ensuites
and we are moving towards full wetroom
provision, and this increases the size of
bedrooms by another 3-4sq m,” Haines said.
This increase in room size, and the high
cost of building materials and labour,
is putting pressure on the system and
prompting some caution among investors.
RAMPING UP
But Haines predicts the market will see a
revival, with land values for quality, consented
sites holding firm and increased confidence
and liquidity in capital markets.
“When we do viability as part of the
planning process, we will look at the local
demand, the fee market, and the return on
investment after build costs,” said Haines.
“Moving forward over the next 10 years
we do expect to see activity in the later
living market ramp up, but to make some of
these developments pay, it may be that they
are smaller in terms of bed numbers, but
aimed at residents with higher needs so the
figures add up.”
Construction trends in the care home
sector were further discussed in a session
led by Allan Wilén, economics director
at construction industry data and project
intelligence provider, Glenigan.
He revealed that the time taken for
construction projects to progress had
increased significantly in the past five years,
with the time from detailed application
to planning consent increasing by nearly
50% since 2019.
Moving forward over the next 10 years we do
expect to see activity in the later living market
ramp up, but to make some of these developments
pay, it may be that they are smaller in terms of
bed numbers, but aimed at residents with higher
needs so the figures add up
Building material and labour costs also
shot up as a result of the COVID-19
pandemic and the war in the Ukraine.
He said: “There has been a recovery
in care home projects, although not to
earlier levels.
“However, there is some strength
in project approvals and development
pipelines and that bodes well for the future.
“We seem to be in a more-stable position
now, albeit at a higher price level, but
it is easier to cost projects with more
confidence of the price.
Key regions for care home development
approvals, he added, are in the South
East, West Midlands, East Midlands, and
the North West.
VIABILITY IS KEY
Giving a developer’s view on the markets and
the challenges and opportunities moving
forward was Will Bilbrough, development
director at Prime.
He said: “The care home sector
is challenging and there are a lot of
systems and processes to delivering a
successful project.
“Maintaining project viability is key and
the biggest risk is time.
“Anything that holds up the process is a
nightmare for developers.”
Key to delivering successful
projects, he said, are:
• Understanding project-specific
requirements and ‘operator fit’, including
dependency levels, requirements for
specialist care, accommodation types
and style, requirement for day space, and
amenity areas etc
• Understanding the impact of the
development on existing health and social
care services and local authority budgets
• Undertaking a needs assessment, with
analysis of demographics and market
catchment areas to establish existing supply
and planned supply
• Carefully assessing care home and
residential property land values — land
values vary significantly by region, but
construction costs often do not
• Identifying sites and routes to securing/
acquiring the land
• Site accessibility and transport links
• Know the local market. Do your
diligence and plan well
• Whether to opt for new build or refurbish/
extend. Existing properties can be less
efficient and less able to respond flexibly
to delivering modern care now and in
the future and investors may be less
interested in outdated ‘older’ stock with a
limited lifespan
But the current planning system came
in for criticism as speakers lamented the
long wait times.
Bilbrough said: “It can take months,
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 15

Healthcare Property Forum
sometimes years, to get projects through
planning and that creates huge risk
for developers.
PLANNING PITFALLS
“Managing the planning process is critical
and, for us, that means undertaking robust
pre-application analysis and being clear as to
why there is a demand for any development.”
Richard Hornsey, senior director for
health and social care at Virgin Money, said
there was still appetite among investors,
telling delegates: “No doubt the demand is
massive, but costs are going up and profits
are going down.
“It is costly to build a care home,
so investors need to make sure the
numbers add up.”
He said the cost of a 78-bed new-build
care home in the East Midlands in 2015
was £80,000 per bed, excluding finance.
An 86-bed new-build development in West
Yorkshire in 2024 came in at £147,000 per
bed to complete.
He put this huge leap down to changes to
building regulations, technology, uplift in
the desire to create more-uplifting internal
and external environments, and cost
inflation across all areas.
Generally, he said, new developments
are on average 40-70sq m per bed, with
construction costs of anywhere between
£2,000-£3,000 per sq m.
FUNDING OPTIONS
Hornsey added: “Funding is available from
specialist development funds. How much
cash you can borrow and how much you will
need to put in depends on who you go to.
“We have been very successful with
special purpose vehicles (SPVs), which
can expect funding of between 65%-85%
— the higher the percentage, the more
expensive the debt.
“But if you are a big care group you
can go to your existing bank and leverage
off that and can maybe borrow up to
100% of the cost.
“You have got to consider the equity stake
and how much you have.”
He said good design was also key to
attracting investors and clients.
CREATING SPACES
This was an area further discussed in the
Architects Expert Panel, fronted by Clare
Cameron of PRP Architects and Melissa
Magee from Carless + Adams.
Magee said: “We have to collaborate and
innovate and learn from each other.”
Key is creating spaces that meet the
needs of all residents and ensuring all
parts of the building are accessible and
comfortable for those with additional
needs, such as dementia.
“It’s about education and understanding
the user,” said Magee.
Design, Carless + Adams
“Design has evolved from the
intimidating and institutional, clinical,
and sterile environments of the past to
buildings which create opportunities for
people to thrive.”
But both speakers said that issues and
delays with the planning system often
frustrated efforts.
And they insisted that flexibility in
design was crucial.
Magee said: “There isn’t really any clear
design guidance for care homes and I would
welcome some parameters we can all work
to so people getting into the care sector can
have confidence.”
Cameron added: “The CQC
standards for design are pretty limited
and not enough to inform good
design, in my opinion.
“And the HTMs and HBNs only really
kick in in healthcare projects.”
They provided case studies of projects
they have worked on where moresupportive
and flexible environments
have been created.
DOING BUSINESS
Alongside the speaker sessions, the forum
provided a platform for service and product
suppliers and manufacturers to meet with
investors, developers, and owners through a
series of pre-booked meetings.
One delegate said: “Having so many
meetings in a single day is a great
way to maximise your time and to
make connections.”
Event organiser, Nexus Media Group,
publisher of Healthcare Property, is
planning two more Healthcare Property
Forums around the country this year.
The next event will be on 18 September
at Celtic Manor, Newport, and will once
again be co-located with the Caring
Times Owners Club.
There will also be a third event in London
on 20 November..
To find out more about how you
can attend, or to express an interest in
speaking in one of the sessions, visit
nexusmediagroup.co.uk/events/ or email
joanne.makosinski@nexusgroup.co.uk. n
16 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

MISSED
AN ISSUE?
Back issues available online!
Scan to
read now
Scan to
read now
Scan to
read now
Inside issue 07, January-February 2025
• New hospital sets standards
for future clinical design
• Budget special report — the impact
on health infrastructure
• Winners of the National Care Awards and
HealthInvestor Power List are revealed
Inside issue 08, March-April 2025
• Winners of the Healthcare Design Awards
2025 are revealed
• Experts predict healthcare property market
trends for 2025
• Trailblazing community hospital voted best
in England by patients
Inside issue 09, May-June 2025
• Former bank transformed into
private hospital
• Impact of the new Procurement Act on the
healthcare property market
• Special report on salutogenic lighting in
healthcare settings
HEALTHCARE-PROPERTY.COM

Policy
Will care homes
reform campaign
bring about change?
Ali Willoughby of the Colliers’ healthcare team
explores the formation of Providers Unite — a new
campaign aimed at bringing reform to the social
care sector — and its impact on real estate
Recent changes to National Insurance
and other rising operational costs
have prompted actors within the
care home sector to set up a campaign called
Providers Unite.
Its purpose is to lobby the Government
to give greater priority to the sector at a
time when many operators are faced with
the possibility of not being able to fulfil
care contracts, threatening the viability
of a significant number of small and
medium-sized homes.
Industry experts estimate 8%-10%
increases in staffing costs will necessitate
fee increases of around 5%, which can be
passed on through cross-subsidisation in
homes with a mix of private and statefunded
residents, but will presumably result
in even bigger fee increases for privatelyfunded
residents.
Smaller homes which focus to a greater
extent on local authority fees will be
particularly affected.
According to the Office for Budget
Responsibility (OBR) it is estimated
these extra costs amount to £800 per
employee per year.
Providers Unite is a new pressure group
set up to raise awareness of the growing
social care crisis in the UK, and a National
Day of Action was called in late February,
urging the Chancellor to reverse the
National Insurance increases.
A total of 118 Members of Parliament
have formally endorsed the new
organisation, formed by Nadra Ahmed
CBE, Katrina Hall, and the board of the
National Care Association.
A survey conducted just before the Day
of Action reported that 47% of 570 care
providers would be handing back contracts
to local authorities or integrated care boards
due to funding pressures.
So far the campaign has 4,500 signatories
in support of its aims.
The House of Lords tabled amendments
to overturn the NI ruling, but to no avail —
and the social care sector looks set for yet
another blow to its finances and morale as
the system has failed to address current and
long-projected demographic change.
Ahmed explains the raison d’etre for
Providers Unite, saying: “We fully support
the long-term goals of improving adult
social care, but immediate action is essential
to prevent more people in our communities
from having to fight for the care and
support they need.
“That is why Providers Unite was
formed, and why we held the first rally
at Parliament, enabling over 3,500
sector advocates to voice their genuine
concerns about the impact of National
Insurance changes on top of years of
funding pressures.
“Providers Unite members welcome
continued discussions with Treasury and
DHSC colleagues to identify practical
solutions that protect both the sector and
the people it serves.”
A member of the campaign added: “This
isn’t about noise, it’s about real change
rooted in purpose, powered by those who
live and breathe social care every day.
“We need accountability over chaos;
parity over power.”
REAL ESTATE IMPACT
Care home real estate is a significant business
— total UK values reached £26.2bn at
end of year 2024, compared to £22.2bn
in March 2023.
However, operational markets are
only viable if the service they provide
can continue, and the sector is faced
with significant harm inflicted on many
providers, especially those reliant on
council-funded placements which already
struggle to reflect the true cost of care.
The worst case scenario? A slew of homes
may be forced to close, destabilising the
sector and having corresponding adverse
effects on the care home market.
There are currently 16,566 care homes
in the UK, employing approximately circa.
1.59 million people and looking after
441,479 residents and non-residents —
51% (226,319) of these are funded by local
authorities [source: carehome.co.uk and
skillsforcare.org.uk].
Suddenly, the 47% statistic from
the Providers Unite survey looks very
ominous indeed.
The cover image of the March 2025
issue of Care Markets magazine is that of a
pulverised orange above the caption ‘The
squeeze on price’, with a full-page grab
quote two pages later from William Laing,
the executive chairman of LaingBuisson,
the main provider of market intel
for the sector.
“This discrepancy between council
and private payer prices can’t continue,
but it’s difficult to see how it can be
resolved,” he said.
…operational markets are only viable if the service they provide can continue…
18 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Policy
Essentially, the social care sector is facing
a perfect storm of a range of cost hikes (i.e.
National Living Wage pay increases which
concertina up through the grades), and
rising energy costs in 24/7 facilities.
The imposition of NI increases could well
be the last straw for a significant number
of providers who simply cannot meet all
financial expectations as well as futureproof
premises which were not designed for easy
net zero conversion.
And that’s not all… a survey of the
County Councils Network found 85% of
rural authorities are in a worse position than
before the Autumn Budget and recent local
government finance settlements, which is
likely to result in further cuts to services and
a further whittling away at sector resilience.
So what is the cure?
Mike Padgham, chairman of the
Independent Care Group — a non-profit
organisation supporting the sector across
Yorkshire — said: “For me, the answer lies
in creating a national care service.
“Not a nationalised system that removes
the independence of providers, but a
unified, national organisation that gives
social care and health equal footing — one
that values and supports care in the same
way it does healthcare.
“We could learn a lot from how GPs
operate within the NHS.
“They’re independent, self-employed
professionals, yet they function within a
stable national framework.
“That structure gives them clear
expectations, financial security, and
professional respect — something the social
care sector sorely lacks.
“But structure alone won’t fix the system.
To truly raise the status and sustainability of
social care, we need to back it with fair and
consistent funding.
“This also means setting a national rate
Achieving NHS digitisation will
require ‘significant investment’
for care services.
“Too often, providers are forced to
negotiate wildly-different fees with local
authorities, creating a postcode lottery and
constant financial strain.
“A single, fair rate across the country
would bring greater stability, and respect,
for the work we do.”
Finally, it’s worth bearing in mind that
in mid-2022 there were 1.7 million people
aged 85 years and over, making up 2.5% of
the population.
By mid-2047, this is projected to nearly
double to 3.3 million, representing 4.3% of
the total UK population.
There will be many more of older age by
2047, in part because of larger cohorts from
the 1960s now being aged over 80, as well as
general increases in life expectancy [source:
Office of National Statistics].
Perhaps these are the most-important
numbers in this article. n
An independent report carried out by
PA Consulting on behalf of the Health
Foundation claims that the cost of
achieving the Government’s priority shift
for NHS reform from analogue to digital
will require an investment in the region of
£21bn over the next five years.
The figures include around £8bn in capital
spending — £5bn of which is for England
— together with £3bn in one-off revenue
spending, and £2bn recurring annual revenue
spending each year.
In addition, recurring costs will be ongoing
beyond the five-year period.
The estimates included in the research span
NHS services across all care settings and
publicly-funded residential adult social care.
The investment required in digital
transformation goes beyond the technology
itself and needs to factor in the costs
of implementation, as well as ongoing
support for training, maintenance, software
subscriptions, and optimisation.
And, the report states, it is highly unlikely
that these costs will be achievable within
existing NHS budgets, so it concludes
that the Government will need to commit
additional funding if it is to meet its
ambitions to successfully transition from
analogue to digital.
The research also points to issues such
as lack of information around the costs and
benefits of digitisation.
Addressing these gaps will be critical to
ensure money invested in the digital shift is
well spent and that the potential benefits are
realised in practice.
Commenting on the research findings, Dr
Layla McCay, director of policy at the NHS
Confederation, emphasised the importance of
investment in infrastructure.
“The NHS has long needed research to
understand the true cost of digitisation, which
is part of the Government’s three shifts.
“We have called for sustained funding to
replace, upgrade, and maintain essential
digital and IT infrastructure, as well as
vital estates upgrades, of which digital
infrastructure is fundamental.
“What is now clear from this new research
are the ongoing high costs associated with
this as modern digital infrastructure continues
to evolve, and the need for a process of
revenue funding for the NHS to achieve a fullydigitised
healthcare system.”
The report calls for three key actions:
• Set out a clear, transformative, and durable
vision for digitisation in health and social care
• Support the vision for digitisation with the
required funding
• Alongside funding, develop a plan for
realising the benefits of digitisation
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 19

Finance and Property
Despite market headwinds, social
care remains attractive
Joe Quiruga speaks to Antony Brister, chief financial officer
at Aria Care, about the social care market, Aria’s acquisition
of Future Care Group, and its growth
plans for 2025 and beyond
Work has started on new-build care homes in Orpington and Fareham
The elderly care sector faces headwinds
from rising labour costs, as do many
other UK businesses.
Recent rises to National Insurance and
the National Living Wage have hit care
businesses, with cost rises equivalent to
employing a significant number of new care
team members full time.
Yet international investors, most
notably Welltower, retain a strong interest
in the sector.
And Brister believes the dynamics and
potential for growth are extremely strong.
He said: “Financial institutions and
investors are already committed to the UK
market, which is significantly attractive
Demand for care remains strong and the
sector is forecasted to grow as the age profile
of the UK population shifts, driving the need
for new care homes
to both UK and overseas investors as an
excellent long-term investment.
“Demand for care remains strong and
the sector is forecasted to grow as the age
profile of the UK population shifts, driving
the need for new care homes.”
20 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Finance and Property
Aria’s owners point to its capital
investment as a sign of its commitment
to the sector.
Aria has invested £25m in the estate,
aiming to improve the quality of the homes
and the resident experience.
It also acquired Future Care Group’s
18 homes in July 2024, embarking on a
six-month integration strategy before fully
merging the two brands in January this year.
Brister explained: “I think that period
allowed us to really understand what we’d
acquired and understand some priorities for
investment as well.
“You can do all the due diligence in the
world, but you need to own the business for
a while before you can really understand it.
“Future Care really stood out among
the opportunities in the market because it
was such a good fit with the Aria portfolio
in terms of both overall group and home
size, locations, fees, and resident mix
between funded and self-pay. These were
foundational to a good integration.
“We were consultative and transparent
throughout the integration period and
we’re particularly proud to have retained
those home managers who were in place
when we acquired the business, so I think
we’ve done that successfully.”
He added: “Looking ahead, we’ve
learned so much through the Future
Care transaction and integration that we
are well placed for further acquisitions
where we see an opportunity as well as an
alignment to Aria.
“This is certainly part of our road map as
well as organic growth; we’ve started work
on new builds in Orpington and Fareham
and fully expect to have six-plus sites in
progress by the end of the year.
“The portfolio currently stands at 67
homes, with a vision shared by the owners
and leadership to expand to 100.” n
US firm takes stake in Puma Property Finance
US-based real estate PE firm, Madison
International Realty, has taken a 24.5%
stake in Puma Property Finance.
Alongside the stake, Madison has made a
commitment to underpin the launch of Puma’s
new institutional credit fund series.
Mo Saraiya, Madison’s managing director
and head of its growth platform investment
strategy, will join Puma’s board.
This builds upon Puma’s previous £500m
institutional funding platform. Puma
You can do all the due diligence in the world, but
you need to own the business for a while before
you can really understand it
has, to date, supported over £2.5bn of
developments, with a flexible mandate that
allows it to provide loans across a broad range
of asset classes and to all geographies of the
United Kingdom.
Recent healthcare investments include
a £17m facility to fund a care home in
Leicester. The deal will enable Puma to
expand its range of lending products,
including increasing its maximum
development loan size from £50m to
£100m and expanding its provision of
standalone stabilisation loans for operational
real estate assets.
Puma was advised by Ashcombe Advisers
LLP (corporate finance), Bryan Cave Leighton
Paisner LLP (legal advice), and Deloitte LLP
(financial/tax advice).
Madison was advised by Jones Day (legal
advice), E&Y (financial/tax advice), Howden
(insurance advice), and Kroll (operational
due diligence).
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 21

Finance and Property
Interview: Supported housing
investment fund, SIPUT II,
raises £85m
Henley’s SIPUT II fund has raised £85m since 2022. Joe Quiruga
speaks to Vicky Amlot, fund manager at Henley Investment
Management, to find out more
SIPUT II is a supported housing fund
investing local government pensions.
Amlot explains: “We manage the real
estate, so effectively we have a property
leased to a registered provider tenant, and
the provider provides housing and tenancy
management to individuals who have
funded care and support packages, generally
providing 24/7 support.
“We are in a way one step removed from
the occupational tenants, but we do have
a lot of involvement with the ongoing
management of schemes.
“The first SIPUT was originally sold
as a gilt-like income product, but it is
more hands-on than a long-income
product usually is.”
SIPUT II differs from its predecessor
in several ways.
The first fund deployed around £440m
into the market and launched in 2017.
INVESTOR APPETITE
While the second fund’s investor base
are all government pension funds, the
majority of investors on the first fund were
DB pension funds.
SIPUT I is now closed to new investment
and has initial fund life until 2042.
Amlot said: “With the original fund
there was an initial investment window
with the stabilised portfolio now being
held to generate cash flow for the pension
fund investors.”
SIPUT II, on the other hand, is
Vicky Amlot
evergreen and there is not a fixed window
for bringing in new equity. There is also a
slight difference between how the rents are
indexed, with leases on the first portfolio
being linked to the annual CPI.
Amlot said the new fund is ‘flexed slightly’.
She explained: “Flexibility on lease terms
has allowed us to bring in some of the larger
G1, V1 RPs that operate within the sector.
“In the early days, when institutional
investment was starting out in the sector,
the leases were structured as 25 years with
annual uncapped CPI linkage.
POLICY CHANGES
“But, from a financial viability point of
view, that did raise some concerns from the
regulator of social housing around the liability
associated with those kinds of uplifts, because
they wouldn’t necessarily be matched by
the housing benefit funding stream over a
25-year period.
With the original fund there was an initial
investment window with the stabilised portfolio
now being held to generate cash flow for the
pension fund investors
“What we have aimed to do in fund two
is provide a cap on those increases.
“There are also clauses within the leases
around change events — so, for example, if
the Government implemented a below-CPI
increase on housing benefit, the RP isn’t left
with a shortfall.
“Government policy over recent years
has supported CPI + 1% rent increases
in the specialised supported housing
sector and the Government has indicated
housing policy will continue with CPI +1%
indexation for the next five years.”
Research has indicated a shortfall and
growing need for supported housing,
with shortages across the country leading
to delayed discharge from hospitals and
the housing of vulnerable individuals in
inappropriate settings.
Amlot said: “The cumulative time for
delayed discharge, so people who are in
mental health hospitals that are ready
to move on, was something like 300
years for 2023/24.
“I mean, I think the average length of
stay for someone with learning disabilities
or autism, who has been in a secure unit, is
something like five years.
“It’s not the kind of environment that
is suitable for people who have those
types of conditions.
FROM DAY ONE
“We don’t do any schemes speculatively,
though. We need to have the registered
provider in place day one, and indicative
housing benefit approval on rents
on day one, too.
“A lot of local authorities we work
with have even given us void agreements
where they cover the rent of spaces
where they haven’t referred anyone in.
But this isn’t usually a problem as our
occupancy rate is 94%.”
As well as providing a service for cashstrapped
authorities, Henley’s schemes
have at least minimum EPC ‘C’ and it has
been able to incorporate a lot of As and Bs
into the fund.
It also enables vulnerable adults to live
somewhat independently and to keep
them safe, easing the strain on wider
public services. n
22 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Finance and Property
Life sciences sector takes
advantage of empty offices
An imbalance in the supply and
demand for life sciences facilities is
driving the repurposing of disused
office accommodation, according to new
research from CBRE.
The analysis has found that 5.9
million sq ft of UK office stock was sold
between 2022-2024 for £3.44bn, with
the intention of converting to a range of
alternative use types.
Predominantly driven by the growth of
other sectors and evolved ways of working,
the dominance of offices by real estate
investment performance has reduced.
According to CBRE’s research, offices
accounted for 44% of total UK real estate
investment a decade ago, compared to 26%
over the past five years.
And, as a result, some lower-quality
offices that have remained vacant for long
periods are being repurposed for other uses.
Residential and life sciences, in particular,
are key sectors taking advantage of the
empty properties.
In London, 3.3 million sq ft of stock
at £2.5bn was sold between 2022-2024
for conversion to life sciences, hotels,
student accommodation, and wider
residential assets.
Outside the capital, Cambridge has
seen the greatest degree of intended office
conversions by square footage, followed by
Leeds and Oxford.
And life sciences was the greatest
beneficiary in both Oxford and Cambridge.
The London market saw a similar trend at
circa 1.2 million sq ft.
And CBRE’s data shows that life sciences
ranked as the largest sector for intended
office conversions over the last three years.
Colin Thomasson, head of UK
investment properties at CBRE, said: “Our
research underscores a significant shift in
the UK real estate landscape.
“Repurposing secondary office assets into
vibrant, multi-faceted spaces where office
demand is weaker, or there is a demandsupply
imbalance for other asset types such
as living or life sciences, is a viable solution
to satisfying demand."
Simon Brown, head of UK office
research, added: “Conversion to other asset
types is not the only answer to repurposing
secondary offices, as the office market itself
Simon Brown
is clearly becoming more polarised.
“The ability to source, and secure,
grade-A office space is acutely difficult
for occupiers, who often find themselves
turning to the development pipeline
for a solution.
“Building quality and office location
are of the highest priority and, as
such, secondary office space presents
opportunities for those that are happy to
refurbish, as opposed to build.” n
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 23

Finance and Property Deals
Funding agreed for Staffs care home
Care home developer and provider, MACC
Care Group, has secured £14m to fund the
development of a new-build care home in
Codsall, Staffordshire.
The funds were supplied by Broadwood
Capital, which lends to real estate investors
and developers.
The loan supports the ground-up
construction of a luxury purpose-built care
home comprising 80 ensuite bedrooms
which will provide residential, nursing, and
dementia care.
The project, which secured planning
permission last year, is scheduled for
completion next year.
Broadwood stated that the 21-month
facility will be funded via its Later Living
Sustainable Construction Finance Fund
as it meets key sustainability criteria, with
features such as fossil fuel-free heating, EPC
A, low embodied carbon, and electric vehicle
charging points.
Dan Smith, chief executive of
Broadwood Capital said: “With continued
pressure on later living throughout the
UK, this is a welcome addition to the
development pipeline.
“As long-term advocates of a sector which
is socially conscious, sustainable and
structurally in high demand, we remain keen
to fund similar projects and to support the
construction and development of muchneeded
new facilities.”
First-time buyers snap up Lincoln care home
The Bassingham Care Centre
in Lincoln has been sold to
first-time buyers, Jijo Benedict
and Anil Varghese John of
Confident Care Homes.
The ‘Good’-rated care facility
comprises a former rectory,
a 31-bedroom building, and
specialist care bungalows with a
further 28 bedrooms.
The accommodation sits
within large grounds located
between Newark and Lincoln and
accessed off the A46 in the affluent
village of Bassingham.
It has been owned by My
Care since 2013 and was
brought to market as part of a
strategic disposal.
Following a confidential sales
process with Rosie Turner at
Christie & Co, it has been sold to
Confident Care Homes.
Turner said: “After a competitive
marketing process, which achieved
a high proportion of interest from
first-time operators due to the
home’s established reputation,
profits, and strong management
team, Confident Care Homes has
become the proud new owner.
“The sale of Bassingham Care
Centre demonstrates that there
is strong demand for quality
care homes, and we were
pleased with the level of interest
expressed in this home during the
marketing process.”
The Bassingham Care Centre
was sold for an undisclosed price.
24 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Finance and Property Deals
Church Farm Care strengthens its portfolio
Nottinghamshire dementia specialist,
Church Farm Care, has acquired Wren
Hall Nursing Home, strengthening the
independent group’s ability to deliver care
across the region.
Selston-based Wren Hall will add a further
54 beds to the Church Farm Care portfolio
— joining the already-four-strong group of
homes based across Cotgrave, Radcliffe-on-
Trent, and West Bridgford.
Wren Hall’s former owner, Anita Astle MBE —
daughter of Dr and Mrs Kesari, who first built
the home — will continue leading her team of
120 and working as registered manager.
Lucy Atkinson, director of Church Farm Care,
said: “Wren Hall has been achieving a high
standard of care in Nottinghamshire for a long
time and we are honoured to now be adding
our voice and expertise to this as the team
becomes part of the Church Farm family.
“Wren Hall is known for its focus on familyrun,
person-centered, specialist care —
something that really resonates with our own
approach and reputation.”
The acquisition also sees Church Farm
Care taking over Little Wrens Nursery and
Preschool which sits on the same site.
Patrick Atkinson, co-director of Church Farm
Care, said: “This marks the start of an exciting
period of expansion for us.
“Our goal has always been to grow
sustainably while maintaining a high level of
care across all our homes, and this acquisition
allows us to do just that.
“We will continue doing what we do best,
as well as taking on the new challenge that
comes with not only taking on an additional
home, but also a nursery and preschool.
“We look forward to combining the
knowledge and experience of both teams
to drive forward exceptional standards of
specialist care.”
Wren Hall Nursing Home was built in 1989
and has been providing specialist dementia
and end-of-life care for more than 35 years.
My Choice expands with strategic acquisition
The 54-bed nursing home is multi award
winning, having received national accolades
such as Care Home of the Year, and managing
director, Anita Astle, was awarded an MBE in
2014 for her services to older people.
She said: “Deciding to pass the torch was
an emotional moment for me and my family,
but I am confident that Patrick and Lucy share
Wren Hall’s vision and values.
“Their commitment to maintaining Wren
Hall as a leader of nursing care and innovation
aligns perfectly with the culture we’ve built.”
The Mountains Care Home in
Powys, South Wales, has been
sold to My Choice Healthcare, a
specialist operator which now
owns 11 care homes in the region.
The home is a converted property
providing specialist nursing care
for up 56 clients with dementia and
mental illness, set in the beautiful
countryside close to Brecon.
Previously owned by Milkwood
Care, the home was brought
to market as part of a strategic
divestment, with the remainder
of its portfolio in England
being retained.
The deal was led by Rob
Kinsman from Christie & Co.
Robin Cheesman, director at
Milkwood Care, said: “The home
is our only care business in Wales
and we therefore took the difficult
decision to pass it onto a provider
with greater presence in the area.”
Bethan Evans, chief executive
at My Choice Healthcare,
adds: “The acquisition of The
Mountains represents another
milestone in our growth
across South Wales.”
The Mountains Care Home was
sold for an undisclosed price.
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 25

HealthInvestor Awards
HealthInvestor
Awards 2025 – the
winners are revealed
Earlier this month the winners of
the annual HealthInvestor Awards
were announced at a ceremony in
London hosted by comedienne,
Katherine Ryan.
Fiona Booth, Healthcode:
“We had a fantastic evening
attending the HealthInvestor
Awards. A huge congratulations
to all the winners and here’s
to continued excellence and
collaboration in the year ahead.”
The awards, organised by Healthcare
Property publisher, Nexus Media
Group, celebrate the very best in
health and social care, across categories
including advisory and finance, clinical
services, property, and more.
Here, we reveal the winners of the
2025 competition, which attracted a high
number of entries from across the country.
For more details and information on next
year’s competition, visit the website at
www.healthinvestorawards.com
Nitesh Somani, Kara
Healthcare: “Walking into the
awards with my team by my
side was something special.
“We didn’t walk away with
an award, but we walked
away with something just as
valuable: a sense of pride,
a sense of belonging, and
a sense that we’re part of
something bigger — and just
getting started.”
26 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

HealthInvestor Awards
A spokesman for Shawbrook: “The healthcare
community came together to celebrate the
hard work and dedication put forth over the
past 12 months to help drive the sector forward
and deliver better patient outcomes.
“It’s a sector that we are proud to support
with a dedicated team who provide tailored
debt funding solutions to support growth and
service enhancements.
“Our award for Bank/Lender of the Year
underscores our firm commitment to the
sector and recognises the dedication,
ingenuity, and experience of the healthcare
finance team here.”
Harpreet Banwait, Strong Life Care: “It was a
fantastic evening celebrating the very best of
the healthcare sector.
“We’re proud that Strong Life Care was
shortlisted as a finalist in an incrediblycompetitive
category — one we were honoured
to win last year.
“While we didn’t take home the award
this time, we want to extend our warmest
congratulations to all the finalists and especially
the winner in our category — a truly welldeserved
recognition.
“We’re already looking forward to next
year’s awards — hopefully in an even
bigger category!”
Rebekah Cresswell, Priory: “We are delighted
to have received this recognition for our work to
support NHS patients as an integral part of the
health and social care system.
“Our colleagues work tirelessly to support
our patients and residents, helping them to
live their lives as fully and as independently
as possible, and to help ensure the NHS has
the capacity it needs so that people receive
the specialist care they need as close to
home as possible.
“We look forward to continuing to grow
our relationship further at what is a verychallenging
time across the health and social
care system, meaning it is more vital than ever
to collaborate as effectively as we can to deliver
the care people need and deserve.”
ADVISORY & FINANCE CLASS
Bank/Lender of the Year
SPONSORED BY KINGSLEY HEALTHCARE
Winner: Shawbrook Bank
Consultants of the Year – Strategic
Winner: Candesic
Consultants of the Year – Transactional
Winner: Connell Consulting
Consultants of the Year - PR
Winner: PLMR
Corporate Financier of the Year
SPONSORED BY VIRGIN MONEY
Winner: KPMG
Legal Advisors of the Year – Private
Winner: Mills & Reeve
Legal Advisors of the Year – Public
Winner: Bevan Brittan
Legal Advisors of the Year – Transactional
Winner: Pinsent Masons
Executive Search Firm of the Year
Winner: Odgers & Berwick Partners
Recruitment Firm of the Year
Winner: Healthdaq
INVESTMENT CLASS
Private Equity Investor of the Year
Winner: LDC
CLINICAL SERVICES CLASS
Diagnostics Provider of the Year
Winner: Re:Cognition Health
Primary Care Provider of the Year
SPONSORED BY AON
Winner: Bupa Health Clinics
Private Hospital Group of the Year
SPONSORED BY KNIGHT FRANK
Winner: Practice Plus Group
PROPERTY CLASS
Property Consultants of the Year –
Capital Markets
SPONSORED BY TARGET
Winner: CBRE
Property Consultants of the Year –
Property Services
Winner: MESH
Construction Consultancy
Property Developer of the Year
SPONSORED BY PUMA PROPERTY FINANCE
Winner: Hamberley Development
Property Investor of the Year
SPONSORED BY PRIME
Winner: Elevation
PRIVATE/PUBLIC
PARTNERSHIP CLASS
Public/Private Partnership of the Year
Winner: Priory
SOCIAL CARE CLASS
Specialist Care Provider of the Year
— Small Group (under 20 settings)
Winner: Cornerstone Healthcare Group
Specialist Care Provider of the Year
— Large Group (20+ settings)
Sponsored by Knight Frank
Winner: Cygnet Social Care
Specialist Care Provider of the Year
— Homecare or Supported Living
Winner: Zeno
Residential Elderly Care Provider of the
Year — Small Group (under 10 settings)
Winner: Boutique Care Homes
Residential Elderly Care Provider of the
Year — Medium Group (10-30)
Winner: CHD Living
Residential Elderly Care Provider of the
Year — Large Group (30+)
Sponsored by Knight Frank
Winner: Kingsley Healthcare Group
Domiciliary Care Provider of the Year
Winner: The Good Care Group
TECHNOLOGY CLASS
Healthcare Technology Provider of the Year
Winner: Pharmacierge
Social Care Technology Provider of the Year
Winner: PredicAire
OUTSTANDING CONTRIBUTION
Outstanding Contribution Award
Winner: Jane Ashcroft
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 27

Building Design • Special Report
A NHS Community Diagnotic Centre located at the Metrocentre Shopping Centre in Gateshead, Tyne and Wear. It is provided by Gateshead
Health NHS Foundation Trust, The Newcastle upon Tyne Hospitals NHS Foundation Trust — as part of the Great North Healthcare Alliance
Special report: A new
era for health services
In this special report we explore the future of healthcare delivery in
light of the Government’s pledge to shift services from acute hospitals
to community-based settings, focusing on the Health on the High
Street model and the rollout of community diagnostic centres (CDCs)
In April 2022, The Local Government
Association (LGA) released its Shopping
for Health paper, which aimed to
spearhead a new approach to the delivery
of health and wellbeing services in the heart
of communities.
This document created a blueprint for
shifting services out of acute hospitals and
into community-based locations more easily
accessible to the local population.
The report stated: “As leaders of place,
councils have already been working hard to
repurpose their town centres and respond
to longer-term trends in how our high
streets are used.
“Councils regard the long-term changes
needed as an opportunity to reconnect
communities with their high streets and
town centres as well as meet other local
priorities, such as housing, access to
services, and better public health.
“They want to do what they can to
help all towns and cities to adapt to
changes in the way we use our high streets
and town centres.”
And it said there was ‘an increasing
appetite’ from across local government
and the NHS to realise the role of health
in supporting the economic and social
recovery of high streets across the country.
TAKING POWER
To this end, in 2020, the NHS Confederation
and Power to Change published Health on the
high street: How integrating health services into
local high streets can generate economic, social
and health benefits for local communities.
The paper examined how place leaders
and managers can begin to better embed
health into the heart of local communities.
This has multiple benefits, according to
the report. It can play an important role
in addressing health inequalities, offer
much-needed additional capacity for
health service delivery, and attract more
people into their local high street, while
Placing this principle
at the heart of service
design can stimulate
a new chapter in how
public services such
as local councils
and the NHS
engage with citizens
and communities
encouraging healthier lifestyles.
And, as high streets tend to be at the
centre of public transport networks, this
shift can make a wider range of health
services more accessible to people and,
importantly, increase their engagement
and effectiveness.
The LGA states: “Placing this principle
at the heart of service design can stimulate
a new chapter in how public services such
as local councils and the NHS engage with
citizens and communities.
“A range of innovative approaches were
28 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Special Report • Building Design
adopted in delivering the COVID-19
vaccine — from mobile vaccination clinics,
shopping centres and supermarkets to
colleges, places of worship, community
centres, and empty retail spaces.
“We need to build on this and
demonstrate how it should form part of
local planning post pandemic, particularly
given it helped increase footfall and support
local businesses.”
“Developing a healthier high street does
not have to cost more than the current
system and could have significant economic
advantages for local communities, local
authorities, and property owners,” it adds.
IN THE SPOTLIGHT
The principle was further
discussed at a webinar
organised by DAC
Beachcroft in March.
At the event, Lisa Geary,
a partner in the real estate
healthcare team at the law firm, said:
“Health on the High Street is probably one
of the few positive things to come out of the
pandemic, which contributed to the further
decline in a lot of town centres.
“There are some really great examples of
relationships working between public and
private sector bodies which are bringing
services together to boost wellbeing.
“And new provisions in the Health and
Social Care Act make it easier for boards and
operators to work together.”
The webinar discussed the potential high
street sites which could be repurposed by
the health sector. These include retail park
units, high street shop units, units within
shopping centres, libraries, cafes, and
social centres.
There is also a need for purpose-built
hubs in more-accessible locations.
COMING TOGETHER
These facilities are likely to bring together a
range of stakeholders, from local authorities
and NHS bodies to the voluntary sector
and integrated health boards (ICBs),
so partnership working will be key,
the webinar heard.
Attendees were also advised to pay
particular attention to the legalities of
projects, which will generally involve capital
works and the creation of an occupational
agreement or lease.
In addition, issues such as privacy and
dignity of those who use these facilities
and disabled access to them will also have
to be addressed.
Key in this case will be to ensure that,
where a building is being leased, the
contracts clearly state who is responsible for
the initial refurbishment and subsequent
upkeep of the building and to ensure any
planning or highways issues are carefully
considered and the relevant permissions
obtained prior to the commencement of
any refurbishment works.
Geary said: “An NHS tenant provides
really good covenant strength for a
shopping centre, so there may be particular
terms you can negotiate to bring any
upfront or ongoing running costs down.
“Permitted use is also an important
consideration and you need to ensure
flexibility is built into the design in case of
any changes to services down the line.”
BE PREPARED
Jonathan Bond, a partner and
construction and engineering
specialist at DAC Beachcroft,
provided an overview of the
necessary infrastructure
challenges for Health on the
High Street projects.
For example, the power and utilities
provision may need to be explored, as well
as the impact of delivering, installing,
and operating specialist equipment such
as CT scanners.
Bond said: “You don’t have the
same control that you would have on
a hospital site.
“Can the building or existing retail unit
accept the large pieces of equipment and
what are the practicalities involved in any
installation works, such as floor loading etc?
“You might also need a new electricity
sub station because of additional power
load needed to operate the medical
equipment once installed.
“There is also the need to think about
the location of the building and the works
themselves as, if it is in the high street,
how will you get access for deliveries
of equipment and where does the
site compound go?
“Hospital sites are more straightforward,
but in busy high streets it isn’t always so
easy to plan and deliver installation and
refurbishment works.”
PLANNING AHEAD
Andrew Morgan, a partner at
DAC Beachcroft and a
planning expert, provided
insight into how changes to
planning regulations had made
it easier to operate within
broader high street use classes for buildings.
But he warned that it was vital to engage
planning experts and local authority
planners early in the process so there
are fewer delays.
And Steve Tighe, project and programme
director at Shelby Group, looked at the fitout
implications, which include complying
with fire safety regulations, carrying out
asbestos surveys, looking at structural load
capacity, and works-specific issues including
noise, dust, MEP commissioning, and
site logistics.
The webinar also highlighted a number
of case studies where Health on the High
Street projects have proved successful,
including the Haymarket Health Clinic
in Leicester, a sexual health service based
in Haymarket shopping centre; Wakefield
Integrated Care Centre, a health hub in a
former Co-op bank building; and One You
Kent, a health and wellbeing shop located
in a busy local shopping mall.
VALUE FOR MONEY
Rob McCubbin, managing director of
Barnsley Facilities Services, provided insight
into its work on the £8.8m development of a
purpose-built outpatient unit at the Alhambra
Shopping Centre, and a £4.9m community
diagnostic centre scheme located in Barnsley.
The outpatient unit was occupied within
four months and has reduced the rate of
‘did not attends’ considerably.
“We are delivering value for money and
more-efficient services,” he said.
“At the same time we are increasing
footfall to the town centre. It’s a win-win.”
HEALTH ON THE HIGH
STREET: CASE STUDIES
Middlesbrough Live Well Centre —
Dundas Shopping Centre in the heart of
Middlesbrough town centre is home to a host
of different retailers, from clothes shops to
beauty therapists and eateries.
Nestled alongside them is the Live Well
Centre, a one-stop shop for healthy living
run by the council’s public health team.
The centre was launched in 2017 and has
gradually expanded to include a wider range
of services, from smoking cessation and
substance misuse, to an exercise-on-referral
service and sexual health clinic.
It now occupies six floors and is open six
days a week, with late opening until 8pm
some evenings.
There is also a gym and a range of
meeting and conference facilities, which the
centre hires out to raise money.
Alongside the 12 core public health
services, the Live Well Centre also hosts
NHS clinics and works with a range of
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 29

Building Design • Special Report
Leicester Sexual Health Clinic
different partners, including Groundwork,
which provides employability and skills
support; and Impact on Teeside/Mind, a
mental health charity.
NHS services include a pre- and
post-op support service that is aimed at
helping patients prepare for, and recover
from, surgery.
Leicester Sexual Health Clinic —Years
ago, sexual health clinics tended to be
conventional facilities, hidden away in quiet
corners of hospitals or located away from the
hustle-and-bustle of town centres.
But the sexual health clinic in Leicester
is the complete opposite of that − the
glass-fronted clinic is in the middle of the
Haymarket Shopping Centre.
A Leicester Public Health spokesman:
“The old centre was behind the train
station, located near a GP surgery.
“The parking wasn’t great and it was in
an area of the city where users reported not
feeling that safe at night.
“It was also expensive to lease, so we started
looking for a new venue back in 2017.
“We knew straight away that we needed
something that was convenient, but also
something different that would help
change perceptions.
“We refer to it as ‘hidden in plain sight’.
“The frontage is subtle and discreet and
people just pop in and out as they would
The Live Well Centre, Middlesbrough
any other part of the shopping centre.
“The glass doors have frosting so,
once inside the reception area, people
are not visible.
“People say they really like it because it is
so convenient, there is ample parking, and
the bus station is attached to the shopping
centre, so when people travel to the city that
is where they end up.
“Across Leicester, Leicestershire and
Rutland the service provides for three
universities, a military base, and ethnicallydiverse
populations — we are serving a wide
range of people.”
The £1.6m development, delivered by
contractor, J Tomlinson, was not without
difficulties, though.
“With a retail unit you do face some
different challenges than you would
normally face with a health site,” said
the spokesman.
“We worked closely with the architects
and clinicians about what was required.
“There are 13 consulting rooms, but one
of the things we found was that water and
drainage was an issue. We needed it in each
of the consulting rooms, but a retail unit is
not set up like that.
“We also had to deal with some
scepticism, not outright opposition, but
people did express concerns, both within
the council and those working in the
shopping centre, about the idea of having a
sexual health clinic in an area like this.
“You still find people have those
attitudes sometimes. But we showed
people the designs and took them round
when it was built.
“With a bit of consultation and
discussion, people quickly came around.”
Unsurprisingly, given the investment
made, the council has taken steps to ensure
sexual health services remain at the site.
The council itself has the lease with
the owners of the Haymarket Shopping
Centre and it is mandated in the contract
that a clinic will be run there, whoever
the provider is. n
30 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Special Report • Building Design
Alongside the Health on the High Street model, the Government
has set aside funding for a network of community diagnostic clinics
(CDCs). In this article we look at the implications for designers and
showcase some of the successful projects
The Government’s £2.3bn plan
to establish a national network
of community diagnostic clinics
(CDCs) was announced in 2021 in response
to the COVID-19 pandemic.
The intention was to make tests more
easily available, reduce visits to hospitals,
and minimise patient travel.
The idea came off the back of
recommendations made in Sir Mike
Richards’ review of NHS diagnostic
services and 170 sites have since been
approved up and down the country.
The Government’s intention is that,
where possible, these units should
be delivered via modern methods of
construction (MMC), helping to reduce
timescales and onsite disruption.
MMC specialist, MTX Contracts, has
led on a number of these projects, including
in Skegness, Lincoln, and Oldham.
Mike Butler, MTX pre-construction
director, said many of the sites have
presented challenges in terms of
location, remedial work because of land
contamination, and requirements for
diversion of underground services.
But the capability and requirements of
each are remarkably similar.
He explains: “One of the unique aspects
of creating a CDC is that they are rarely on
a hospital site — because the purpose of the
initiative, in most cases, is to take diagnosis
and testing away from the bottleneck of
established hospital sites.
“In many cases that means venturing into
unknown territory in terms of the site and
its potential problems.
“Many of the CDC sites are on
brownfield sites or typically on car parks.
“Often there is a reason it is a car park,
perhaps because of the nature of the substructure
or because of services running
beneath the ground.
“Part of our job is to discover what is
there and deal with it, which may require
rerouting services.
“In the case of Oldham, the site was
a former factory location and required
extensive work to stabilise the site, deal with
contamination, and mitigate flooding risks.”
He added: “Typically, a CDC will have
very heavy and sensitive equipment —
CT and MRI scanners — which require
a very-stable, low-response concrete
floor to operate effectively. They also
frequently require shielding — lead or
radio frequency-blocking mesh built
seamlessly into the structure to protect
patients and staff and to avoid interference
to the equipment from other electrical
devices and systems.”
But, despite the fact they share a common
purpose, each one is distinctly different.
MTX healthcare architect and designer,
Chiso Simioni, said: “We never subscribe
to the ‘one size fits all’ mentality that can
accompany working in the MMC field.
“I have attended industry meetings
where the talk is all about standardisation
and template designs, but we don’t
work like that.
“There may be commonality in purpose,
but the starting point for each project is
vital input from the clinical teams which
will be using the facility.
“These teams are made up of skilled
professionals who are in the business of
saving and changing lives, and their views
and requirements must lead the design and
delivery of the CDC.”
In 2023 Algeco launched a range of
modular CDC solutions in partnership
with consortium, Hygieia, and leading
brands such as Philips, Tata Steel, P+HS
Architects, and CAD21.
Available in small, medium, and large,
the CDCs are built using a revolutionary
platform-based modular construction
system, which is considerably faster, lower
cost, and more sustainable than traditional
construction methods.
And they are offered with a full design,
delivery, construction, and finishing service,
so trusts can start using them from day one.
Crucially, the package also includes a
flexible lease funding option which offers
low set-up costs and is accounted for
as revenue expenditure spread over the
life of the lease.
Lincoln CDC, MTX
Milford CDC, MTX
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 31

Building Design • Special Report
AECOM has also been involved in
the delivery of CDCs and its director
of healthcare and science architecture,
Jason Pearson, said: “Depending on
the diagnostics being carried out at the
CDC, the requirement for medical
equipment varies significantly — which
can prove challenging during the design
phase as trusts are not procuring the
equipment at this time.
“Imaging equipment, CT, and MRI
scanners are often a major part of the NHS
service carried out at CDCs and as these
technologies advance, the building must be
designed to be adaptable to meet changes in
service delivery.
“This means that, from the earliest stages,
consideration should be given to slab-toslab
heights, including the ceiling service
zone, quench pipes, lift provision, and the
ability to expand the service.
“The sheer weight of imaging equipment
and the associated vibration requirements
require diagnostic rooms to be ideally
situated on the ground floor.
“Another challenge is that diagnostic
equipment requires large spaces that are
unobstructed by structural columns, that
often contrast to differing uses further up or
down a building.
“Engaging with stakeholders in early
space planning helps overcome this issue.”
And he advocates lifecycle costing,
which anticipates the future demands and
evolution of a site and any given building.
Such forward planning, while typically
requiring more capital investment
upfront, can reduce the risk of project
delays and significantly cut operational
costs and maintenance issues later in the
project lifetime.
“HBN 6 defines typical imaging
requirements and design teams can base
their design on these and early discussions
with equipment suppliers can aid in
validating design decisions,” Pearson said.
Having a preferred equipment supplier
on board in the planning stage of any
project will also help ensure there are no
setbacks, he added.
“While some CDC developments are
small, some of the largest are multi-millionpound
assets that can take five years from
inception to completion.
“In that time, equipment and material
prices can increase significantly and impact
the final design outcome and often lead to
project delays.
“To minimise this, early stakeholder
involvement is vital, as the management
and operational structure of the CDC has
design and financial implications from the
very outset of the project.
“What’s more, the needs and expectations
of external, non-NHS organisations may
have to be considered in the design phase.
“A number of the CDCs are to be
independently run and ensuring that the
initial design concept lends itself to the type
and style of facility that the end users and
operators want is vital.”
CDC CASE STUDIES
Barnsley CDC — At the heart of the £200m
regeneration of Barnsley town centre is
The Glass Works, a new retail and leisure
destination, which incorporates shops, a
bowling alley, cinema, restaurants, bars, and an
indoor and outdoor market.
But, as well as hosting brands such as
Next, TK Maxx, and Cineworld, The Glass
Works is also home to health and wellbeing
services as the council and Barnsley NHS
Trust have worked together to bring
support into the community.
The stop smoking service had a stall in
the market, which the healthy lifestyle
advisers work from several days a week to
complement the clinics they run at the
hospital and in community locations.
But next on the list was a high-tech
diagnostics unit.
The centre — one of the Government’s
network of new community clinics — is
open seven days a week and will provide
nearly three million scans a year.
With access to the 670 parking spaces
in The Glass Works car park, it is seen as
a more-convenient way for patients to
receive ultrasound, X-ray, breast screening,
phlebotomy, and bone density scans.
A multi-disciplinary team of staff has
been relocated from the hospital to work at
the site and this will enable the NHS trust
to treat those most in need.
Barnsley Hospital deputy chief executive
and chief delivery officer, Bob Kirton,
said: “During the pandemic we moved
some services, such as phlebotomy, off
the hospital site to reduce the numbers of
people having to come into the hospital.
“It worked well and showed what can be
done to improve access for people.
“The hospital is fairly central, but it is
still quite a walk from the town centre and
parking is limited.
“The Glass Works is much better located.
It is where the main bus and train interchanges
are, and it is a location people are
using all the time.
“The Glass Works is perfect for our
patients and will mean people will not
have to spend so much time travelling
to and from the hospital for these
important appointments.”
The launch of the service was only made
possible because of the close partnership
with the council.
A working group was established at the
very start to oversee the creation of the unit,
including teams from the hospital, council,
commissioners, and members of the public
Kirton said: “There were so many
logistical issues to sort out, from planning
and security, to ensuring the kit and
equipment could be housed at the site.
“Right from the start we worked handin-hand
with the council — we could all see
how important offering a service like this in
this location was.”
The funding for the diagnostics unit was
secured by South Yorkshire and Bassetlaw
Integrated Care System (SYBICS), which
was given funding from NHS England for
two hubs in South Yorkshire.
Dr Andrew Snell, a public health
consultant at Barnsley NHS Trust, said:
“We know we have to make services
more accessible.
“Between the east and the west of the
borough there is a eight-year gap in life
expectancy and access to services is a key
factor, so what we have tried to do is to
make services more convenient.”
32 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Special Report• Building Design
Essex CDC network — Mid and South
Essex NHS Foundation Trust is planning to
open four CDCs in Thurrock, Southend,
Braintree, and Pitsea.
Each will offer vital diagnostic tests,
including X-rays, ultrasound, and heart
and lung scans..
When all the centres are open, they will
collectively provide around 300,000 extra
appointments every year.
The Thurrock and Braintree
developments are being delivered via
traditional construction methods as they
involve the refurbishment of existing
buildings and the addition of new-build
facilities on working hospital sites.
Thurrock is being constructed by Morgan
Sindall, while Braintree is being delivered
by McLaughlin & Harvey.
At Thurrock, two empty buildings which
had formerly housed mental health services
are being gutted and repurposed, with a
new structure built to connect the two.
Inside, there is an entrance, reception,
and waiting area. From there run three
corridors, one predominately for staff; one
for MRI, X-ray, and CT scans; and another
for consultations and blood tests.
The work is being carried out in the
grounds of Thurrock Community Hospital,
which is owned by Essex Partnership
University NHS Foundation Trust.
Once completed, it will deliver over
75,000 checks in its first year, rising
to 90,000 in subsequent years, with
appointments offered seven days per week.
The Braintree CDC will be sited in the
grounds of St Michael’s Hospital, where
existing buildings are being redeveloped
and extended to provide an extra 75,000
appointments every year.
In contrast to the traditional build
approach to these two facilities, the Pitsea
CDC will be located on the site of The
Place, a former leisure centre, and the
adjoining library, and will utilise modern
methods of construction, with modular
building specialist, MTX Contracts,
leading the project.
The two-storey building will be the
An artist's impression of the Pitsea CDC
largest of the four units and will deliver over
130,000 extra appointments each year.
As well as diagnostic services, it will also
house an eight-room endoscopy suite and
a range of wellbeing services, including
a purpose-built activity centre and a
community library.
Once opened, the trust will run all three
of these centres, while Southend CDC
will be operated by Thurrock Health
Hubs (THH), a private provider founded
by clinicians.
It is hoped this will be located in
Southend's Victoria Shopping Centre,
subject to a successful lease agreement from
Southend City Council.
Maria Hunt, senior project manager for
capital delivery at Mid and South Essex
NHS Foundation Trust, has been seconded
to oversee the delivery of the projects,
with Thurrock the first to be opened
later this summer.
The centre in Southend is expected to
open in the autumn, although ultrasound
activity has already started taking place
in the blood centre clinic within the
Victoria Centre.
Braintree is expected to open early
next year and Pitsea is on track to open in
winter 2026/27.
At a meeting where Healthcare
Property editor, Jo Makosinski, toured the
Thurrock CDC, Hunt said: “This is a huge
programme of works to deliver and I am
working with all the stakeholders to ensure
the programme stays on track, both in
terms of time and budget.
“While it is being delivered by private
contractors, our estates team at the trust is
still heavily involved.
“I oversee the projects on a day-to-day
basis and we also liaise with people like the
waste teams, infection control, and our
authorising engineers (AEs) and authorising
persons (APs). We all work together to
make sure the project stays on track.
“After all, once the building has been
completed, they will be the ones who will
be maintaining it.”
Clinicians have also been involved in the
design of the CDCs.
Hunt said: “When we are designing a
building we consult with the clinical teams
early in the process.
“I am not a clinician, so I need to ask
questions about how they want to use the
building. This ensures we have covered
everything and when they arrive on site to
start work they will be able to use it to the
best of its ability.”
She added: “I can’t wait to see these
centres in use.
“There’s something really rewarding
about walking through a space once it’s
finished and seeing how the clinical teams
and patients are actually using it.
“Knowing what we’ve built is helping
improve patient care and making
things better for staff — that’s what
it’s all about.” n
Thurrock CDC will open later this year
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 33

Building Design
Hemsley Cancer Center. Image, Harel Gilboa/Farrow Partners, Israel
Think smart!
Jo Makosinski
interviews
Tye Farrow of
Farrow Partners
Architects about
the role of smart
hospitals in
delivering health
services of the future
Healthcare systems
around the world
are increasingly
using the ‘smart hospital’
approach to the design of acute
medical facilities — creating
environments that leverage
technology, digitisation, and data
to achieve superior outcomes,
enhance the patient and staff
experience, and promote
operational efficiency.
But, to date, delivery of these
facilities has been piecemeal,
and many projects have failed
to achieve the futureproofed,
adaptable, and high-performing
buildings originally anticipated.
Leading the charge to
reimagine hospital design is
Tye Farrow of Canada-based
Farrow Partners Architects,
who is working with a number
of healthcare providers to
create environments which are
‘health generating’.
“The premise of the smart
hospital is the idea of specifying
measurable, achievable, relevant
advances in technology and
strategy to provide optimal
patient care and increased
staff efficiency,” he told
Healthcare Property in an
exclusive interview.
“Many hospitals built in the
1940s-1970s are redundant,
simply because their ability to
adapt to change is not sufficient,
and this is a significant problem
in all healthcare systems
the world over.
The premise of the smart hospital is
the idea of specifying measurable,
achievable, relevant advances in
technology and strategy to provide
optimal patient care and increased
staff efficiency
Tye Farrow
34 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Building Design
Helmsley Cancer Center, Israel. Image, Harel Gilboa/Farrow Partners
Valley Hospital, Canada Image, Tom Arban/Farrow Partners
HEALTHY BUILDINGS
“We need to find a new path forward
whereby we see our hospitals as healthgenerating
systems.
“We can’t have a health-giving
environment, or a smart environment,
unless we have a different process.”
Farrow recently designed the Helmsley
Cancer Center in Jerusalem — a new
flagship treatment facility promoting
wellbeing by employing materials and
spatial configurations that enhance the
entire staff and patient experience.
For example, drawing on recent
neuroscientific breakthroughs in the field of
environmental enrichment, multi-sensory
immersive systems have been integrated
into the design of the centre’s computed
tomography (CT) simulator room.
This space features advanced
multisensory treatments — including a
curved LED display, ambient lighting, a
spatial audio system, and haptic interfaces
which react to a person’s breath in real time.
These measures are proven to induce
mind-body sensory substitution, which
modifies internal awareness to alleviate
pain and reduce anxiety and claustrophobia
— a common side effect of this
type of procedure.
And initial studies of patient experience
have already shown improved clinical
outcomes with environmental enrichment.
Negev Health City, Israel Image, Farrow Partners
Negev Health City, Israel Image, Farrow Partners
Negev Health City, Israel Image, Farrow Partners
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 35

Building Design
Sechelt Hospital, Canada Image, Andrew Latreille
These are physical ways in which the
buildings we create can impact on people’s
health and wellbeing
GROWING EVIDENCE
Changing the way environments are designed
in this way, and utilising digital solutions,
Farrow is tapping into a rapidly-growing
pool of research on the impact of the built
environment on users.
“If we use multi-modal technologies
then we can change the perception of a
building, which is particularly useful in
challenging environments such as the CT
room,” he said.
“It’s this idea of environmental enrichment.
“Researchers put some mice in a regular
laboratory environment and some in an
enriched environment. When they studied
their brains after 30 days the synapses had
grown at a rate of 20% among the mice in
the improved environment.
“This means you have more neural
flexibility and possibly a higher-functioning
brain than someone with a reduced
synaptic density.
“Through better design, research has
also found we can lower blood pressure
and heart rate.
“These are physical ways in which the
buildings we create can impact on people’s
health and wellbeing.”
…we are putting high-performing healthcare
staff, who are making significant decisions,
into submarine-like environments that are
wilting their brains
STAFF WELLBEING
And, not only is there an impact on
patients, but well-designed smart hospitals
can also have a major impact on staff
recruitment and retention.
Farrow explains: “We work around
the world and the thing that is consistent
across all health systems is the challenge of
attracting, and retaining, staff.
“Every healthcare provider is struggling
with this and in most hospitals there is a
15-35% vacancy rate.
“Our approach is focused on how the
environment can be used to enhance
human performance.
“Neuroscientists tell us that we are going
into a golden age of discovery.
“We know, for example that access to
outdoor space and daylight is critical to
our health and wellbeing, with research
showing that students in environments with
a good quality of daylight performed better
in maths and reading
“But we are putting high-performing
healthcare staff, who are making
significant decisions, into submarinelike
environments that are wilting their
brains! Some who work in the basement
might never see natural light for the
whole working day.
LET THERE BE LIGHT
“In our smart hospital projects we bring
daylight in. It’s about constructing health.
“The chief executive of the cancer centre
we designed said patient satisfaction scores
are the highest they have ever been since
they began taking records, and higher than
36 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Special Report
Thunder Bay Regional Health Sciences Centre, Canada Image, Peter A Sellar
Thunder Bay Regional Health Sciences Centre, Canada Image, Peter A Sellar
any other department, and that’s something
CEOs pay a lot of attention to.
“Just as importantly, there is also a queue
for every staff position advertised of people
wanting to work there.”
But he said design teams often focus
too much on the barriers and not
the opportunities.
“One of the biggest challenges in
designing hospitals is integrating
very, very sophisticated systems and
technologies within the building,
especially when it takes a long time to
build a hospital and in as little as three
years a lot of the technology will be out
of date,” he added.
“One of the hospitals we are delivering
has a vertical and horizontal skeleton where
everything moves back and forth and
can be plugged in
“It’s creating a building which is a life
support system with very regular and
predictable things that can adapt and
change over time.
“It’s about trying to futureproof
buildings without knowing what the future
will look like.”
PEOPLE FIRST
Key to the successful delivery of smart
hospitals is involving people in the
design process.
Farrow said: “A lot of healthcare providers
and architects think too many opinions will
mean they lose control of the process.
“That’s fundamentally wrong.
“We have a very rigorous co-creative
process of bringing a wide group of people
together — leadership, governance, staff,
and patient advocates — 40-odd people at
the very first session and we ask ‘why are we
building this’.
“What that begins to do is to raise
the discussion and create a balanced
scorecard, which we use to evaluate every
option we look at.
“We are always asking is each option
better or worse, based on the defined
criteria for success.
“Then we build a big model and we bring
in blocks of all the departments and we ask
all the relevant questions, like where should
the front door be? Where should deliveries
come in and out? Where should we have
the waiting spaces?
Thunder Bay Regional Health
Sciences Centre café Image, Peter A Sellar
“Some things stay while others fall
off the table, but people come in with a
mindset of positivity.
“We never go backwards and the
architect doesn’t have to defend the design
because everyone has been involved and
had their chance to comment.
“If we create the right systems and
processes, we can design a new generation
of hospitals which are truly ‘smart’,
but which are also, critically, truly
futureproofed and deliver the outcomes we
want to achieve.” n
If we create the right systems and processes, we can design a new generation
of hospitals which are truly ‘smart’, but which are also, critically, truly
futureproofed and deliver the outcomes we want to achieve
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 37

Estates and Facilities Management
A condition-based maintenance approach
can help hospitals to cut emissions
Getting ‘smart’ with
hospital maintenance
Continuing with our smart hospitals theme, Edward Gee and
Matthew Hellicar of Platinum Facilities reveal how hospital estates
can become more efficient through a combination of IoT sensors and
building management systems
The most-recent estimates value the
NHS’s maintenance backlog at
around £13.8bn.
A significant percentage of that is said
to consist of urgent repairs to prevent
what the NHS describes as ‘catastrophic
failure or disruption to clinical services’,
stretching hospitals to their limit and
threatening patient care.
In May 2025, the Government unveiled
funding for repairs and maintenance that
will see £750m earmarked for the NHS
estate, including 400 hospitals, mental
health units, and ambulance sites.
But healthcare leaders have warned it’s
unlikely to be enough, meaning NHS
estates and facilities managers must get
smart about how to tackle the challenge.
There are several reasons for such a large
maintenance backlog.
Alongside ongoing budget constraints,
much of the NHS’s property portfolio
is old — a massive 42% of the estate in
England stood before 1985, according
to NHS Estates Returns Information
Collection (ERIC) data.
THE CONVENTIONAL WAY
Meanwhile, an ageing estate is looked
after by a similarly-antiquated approach
to maintenance.
In short, much of it across NHS trusts is
either reactive or time-based.
When maintenance is reactive, assets are
only fixed once they break down.
It’s easy to see how this approach can
lead to higher emergency repair costs
(including engineer call-outs); unplanned
downtime for crucial services, such as
operating theatres, A&E departments, and
MRI suites; and shortened asset lifespans as
equipment continues to run to failure.
Platinum Healthcare's Ed Gee
In time-based maintenance, engineers
service equipment on a fixed schedule,
regardless of its condition.
Historically, maintenance regimes
in healthcare settings have centred on
compliance and risk prevention, and
most hospitals have well-established
planned preventative maintenance (PPM)
schedules as a result.
Hospitals are dynamic environments, where
demand can fluctuate dramatically at different
times of day, week, or year
38 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Estates and Facilities Management
Applying standards such as SFG20
ensures statutory compliance — NHS
estates teams can follow manufacturers’
guidelines on what should be serviced, how
often, and to what standard.
A robust PPM schedule can support
NHS trusts in meeting requirements of
key frameworks such as annual ERIC
reporting, the Premises Assurance
Model (PAM) estate assessments, and
Health Technical Memoranda (HTM)
technical guidance.
However, a fixed schedule doesn’t
always reflect how building systems
behave in real time.
Hospitals are dynamic environments,
where demand can fluctuate dramatically at
different times of day, week, or year.
Treating every asset the same
may, therefore, result in over
maintenance in some areas and under
maintenance in others.
In these instances, downtime is planned
but unnecessary and engineers are likely to
miss the early warnings signs of failure.
DATA-LED TRANSFORMATION
Applying the right technology can help NHS
trusts develop a more-responsive and efficient
approach to maintenance.
Equipping assets with IoT sensors
and integrating them with building
management systems allows engineering
teams to collect real-time data on
their condition and performance —
everything from vibration, power
consumption, and runtime, to temperature,
humidity, and airflow.
Instead of only reacting when things go
wrong, or depending on fixed schedules,
NHS facilities teams can monitor the
real-time data to assess asset condition and
usage, adjusting maintenance plans based
on actual need.
In practice, a condition-based approach
allows for greater uptime across critical
areas of a hospital.
An operating theatre, for example,
must maintain constant, tightly-regulated
airflows to ensure a sterile, temperaturecontrolled
environment.
Ventilation system failure could halt
operations, delay care, and compromise
clinical outcomes.
Here, a fixed maintenance schedule set at
three-month checks might not account for
a winter surge, with motors drawing more
power due to wear.
By integrating sensors on these fan
motors, the data can highlight subtle
changes in performance, such as increasing
resistance or changes in airflow rates.
With this capability, NHS trusts can plan
pro-active maintenance to avoid disruptive
Sensors can help to pick up anomalies
failures and schedule repairs around the
clinical timetable or redirect surgeries to
other theatres to reduce downtime.
ESG GOALS
Like every other organisation across the
public and private spheres, the NHS has
ambitious decarbonisation targets. This
includes an 80% reduction in its carbon
footprint by 2028 to 2032 (and net zero by
2040), a significant undertaking for such a
large and complex estate.
A condition-based maintenance approach
can help hospitals cut their carbon emissions,
reduce utility costs, and demonstrate
transparency and accountability.
Even small interventions can
have a big impact.
Equipping a cooling tower with a sensor,
for example, may pick up an anomaly
such as a water leak, causing a significant
spike in water use.
Without an intervention, this could go
unnoticed for weeks.
Real-time data allows engineers to
fix the issue quickly, saving the hospital
hundreds of pounds daily and potentially
thousands over time.
Similarly, sensors can help facilities
teams reduce runtime hours according to
occupancy and demand, especially useful
in non-critical areas such as administrative
offices and outpatient clinics.
If areas are unoccupied, or at low
capacity, fans and pumps can be powered
down without it impacting compliance
or patient care.
Ultimately, this means the NHS trust can
avoid wasting energy.
A HYBRID APPROACH
The answer isn’t to replace PPM schedules
with a fully-predictive approach. Instead, a
data-led, demand-driven strategy can help
enhance existing PPMs by providing NHS
leaders with greater insight into how their
operations impact the condition and energy
use of their estates.
Barriers to adoption remain, though.
The NHS must contend with legacy
infrastructure, limited capital investment,
and poor interoperability of existing
building systems.
However, working with the right facilities
and engineering teams can help NHS trusts
leverage technology to develop a morecomprehensive
and dynamic approach to
estate maintenance and management —
which, in turn, leads to better outcomes for
patients and staff. n
A condition-based maintenance approach can
help hospitals cut their carbon emissions, reduce
utility costs, and demonstrate transparency
and accountability
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 39

Estates and Facilities Management
A Legionella checklist
for private healthcare
Peter Gunn, senior consultant at the Water Hygiene Centre,
looks at the implications of Legionella for private healthcare
operators and the steps that need to be taken to protect
patients and staff from waterborne infection
The private, or independent,
healthcare sector is largely made up
of hospitals and clinics which are run
independently of the NHS.
They are normally run by a commercial
company, although some are also
operated by charities or other nonprofit
organisations.
Private healthcare sites may also
include hospitals, mental health facilities,
rehabilitation centres, and care homes.
Although Pseudomonas auruginosa, Non
Tuberculous Mycobacteria [NTM’s], and
other waterborne pathogens continue to
come to the fore, Legionnaires’ Disease and
Legionellosis prevention must remain a key
concern for private providers.
A significant, relatively-recent example of
a Legionnaires’ Disease incident involved
BUPA and the associated consequences of
local Legionella risk management failings.
ASSESSING THE RISKS
In common with all healthcare businesses,
private healthcare operators have a duty of
care to protect residents, staff, visitors, and
In common with all healthcare businesses,
private healthcare operators have a duty of care
to protect residents, staff, visitors, and anybody
else who may be affected by their day-to-day risk
management undertakings, from foreseeable
risks to their health, safety, and wellbeing
anybody else who may be affected by their
day-to-day risk management undertakings,
from foreseeable risks to their health,
safety, and wellbeing.
All healthcare estates are assessed against
a set of legal requirements and governance
standards — and the associated principles
of health and safety are enshrined within
the Health and Social Care Act 2008
[Regulated Activities], Regulations 2014,
and, specifically, Regulation 12[2][h] and
Regulation 15 of the act.
Failure to comply with the
aforementioned is an offence and as such
the CQC has enforcement powers to ensure
compliance to accepted standards.
Such enforcement powers include issuing
time-defined warning notices, prosecution,
and cancelling a provider’s registration to
provide healthcare services.
Despite Legionella risks being
ever present for providers, extensive
guidance is available.
The Department of Health’s Technical
Memorandum [04-01] sets out the
standards for water safety within health
estates by acknowledging within its
three parts [A, B and C] the regulatory
requirements of the Health and Social
Care Act as well as the role of the Health
and Safety Executive [HSE] for the safe
management of healthcare estates.
There are many commercially-run
private healthcare sites and the skills and
competencies of staff within these varying
sites may well be adequately specialised
and relevant to ensure good water hygiene
management practices are implemented.
Alternatively, staff may also have a moregeneral
managerial skill set and be unlikely
to possess the requisite specialist knowledge
in domestic water systems safety.
So, can we simply identify the measures
within a checklist to provide assurance,
both individually at site level, and at a
more-strategic level?
Regardless of the level of care, or
the standards to be applied, the key
to managing Legionella risk is the
implementation of the following five steps,
as advocated under the HSE’s Approved
Code of Practice [ACoP] L8:
1. Appoint a manager to be
responsible for others
2. Identify and assess sources of risk [i.e. carry
out Legionella risk assessments]
3. Prepare a scheme to prevent or control risk
[i.e. a water safety plan]
4. Implement, manage, and monitor the
scheme of precautions
5. Keep records of the precautions
In their most-skeletal form, the
aforementioned five steps are no less
fundamental to an individual property
40 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Estates and Facilities Management
or organisation’s safe operation today
than when initially documented in earlier
editions of ACoP L8.
The document elaborates on these points
while also detailing specifically the nature
and make up of a ‘Written Scheme’ or in
healthcare parlance, the ‘Water Safety Plan’:
• For preventing or controlling the
risk from exposure
• Ensuring proper
implementation and management
• Specifying measures undertaken to ensure
that it remains effective.
More recently BS8680:2020 Water Quality
— Water Safety Plans — Code of Practice
has been issued to provide unequivocal
recommendations and guidance on the
development of a Water Safety Plan [WSP].
The standard is intended to be used as
a code of practice to demonstrate current
good practice and compliance, and
private healthcare providers should now
be looking to integrate the document’s
evolutionary approach into their own water
compliance system.
REDUCING IMPACT
Private healthcare providers may also follow
a basic checklist for reducing the risk from
Legionella, and other waterborne pathogens,
in association with the aforementioned
HSE and Department of Health and Social
Care guidance.
This will include consideration and
implementation of the following:
1. Having specifically-appointed person[s]
responsible for Legionella [water safety]
control in place
2. Ensuring the current water risk assessment
is available at local level, understood
by the appropriate manager[s] and
with a management plan in place to act
on any findings
3. Ensuring a logbook system is in place
detailing the site’s communication
pathway, planned preventative
maintenance tasks undertaken
and frequencies, including records,
contingency measures and any other
relevant information. Note: the logbook
system should be appropriate to the
site it concerns
4. Ensuring all identified relevant person[s]
have sufficient Legionella training and
experience to be able to carry out the role
competently and other relevant staff are
trained to be aware of the importance of
their role in controlling Legionella
5. Keeping hot water at the appropriate level
and circulating at all times: 55°C - 60°C
throughout the entire hot water system
6. Keeping cold water cold, at all times. It
should be maintained at temperatures
below 20°C throughout the system to all
outlets [this may not be possible when the
ambient temperature is high, but every
effort should be made to ensure that cold
water entering the premises and in storage
remains as cold as possible]
7. Running all outlets including showers
in all areas [healthcare or otherwise]
for several minutes to draw through
water [until it reaches the temperatures
stated in points 5 and 6)] at least twice a
week and dependent on risk assessment
findings [or daily if augmented care area]
if rooms are unoccupied, and always
prior to occupation
8. Keeping shower heads/hoses, taps and
other facilities dispensing water clean and
free from scale
9. Implementing clean, drain and
disinfection of hot water [storage]
generators on an annual basis
10. Clean and disinfection of all water filters
regularly, as directed by the manufacturer,
at least every three months
11. Inspection of water storage tanks and
visible pipe work routinely. Ensure that
all coverings are intact and firmly in
place, and disinfection with 50mg/l
sodium hypochlorite or similar and clean
based on condition
12. Ensuring any TMV’s installed are
suitably inspected and maintained on a
six-monthly basis
13. The identification of any ‘other’ system
via the current water risk assessment
and ensuring all pertinent PPM tasks
are implemented
14. When carrying out system modifications
or new installations ensuring they do not
create pipework with intermittent, or no,
water flow, and disinfecting the system
following any work
15. Keeping records of all water systems
readings, such as temperature, pH and
chlorine concentrations and ensuring
they are checked regularly by the
appropriate manager
16. Consideration of and undertaking
microbiological samples to aid
demonstration of monitoring compliance
and safe water systems
The aforementioned checklist is not
exhaustive and is more appropriate for
smaller sites.
Healthcare sites of significant size
would require a significantly-moredetailed
approach.
In summary, we may ask ourselves if we
have learnt our lesson since the mid-1970s
when Legionnaires’ Disease first came into
public consciousness.
Simply put, despite the wealth of
straightforward health and safety advice
both from regulators such as the Health
and Safety Executive, learned societies,
and other healthcare industry bodies, this
largely-avoidable disease continues to be a
concern for estates and facilities managers
and occupiers alike. n
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 41

Estates and Facilities Management • Interview
Maria Hunt at the opening of the new LINAC building at Southend Hospital
Spotlight on estates and
facilities management
With much of the focus on the frontline of healthcare delivery,
estates and facilities teams are often overlooked. In this
interview, Jo Makosinski, speaks to Maria Hunt, senior project
manager for capital delivery at Mid and South Essex NHS
Foundation Trust, about its estates and facilities department
and her work delivering new community diagnostic centres
across the county
Mid and South Essex NHS
Foundation Trust provides an
extensive range of acute healthcare
services from its three main hospitals at
Broomfield, Basildon, and Southend.
It also runs services at other smaller sites
in Orsett, Braintree, and Maldon.
While doctors and nurses are delivering
care on the frontline, behind the scenes
an almost 1,600-strong team of estates
and facilities staff is working to keep the
buildings and specialist equipment in
tip-top condition.
The estates and facilities department
is made up of tradespeople such as
electricians, engineers, and plumbers; as
well as domestics, porters, security, catering,
switchboard, customer services, grounds,
42 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Interview • Estates and Facilities Management
and sterile services teams – all working to
ensure the environments from which health
services are delivered are fit for purpose.
And its remit is wide-reaching, covering
much more than just planned and
reactive maintenance.
Healthcare Property editor, Jo
Makosinski, met with Maria Hunt, senior
project manager for capital delivery at the
trust, to find out more about the day-to-day
work of the team.
Maria is currently seconded to oversee
the delivery of three of the trust’s new
community diagnostic centres (CDCs)
in Braintree, Pitsea, and Thurrock, with a
fourth planned for Southend.
Q: What sort of tasks do estates and
facilities teams undertake at the trust?
A: Estates and facilities covers a very wide
remit, including:
• Capital projects — They lead and
manage capital projects from initiation
to completion, ensuring adherence to
timelines, budgets, and quality standards.
This includes planning, executing,
and monitoring project progress as
well as implementing strategies to
identify potential project risks, assess
their impact, and develop mitigation
plans to minimise disruption. They
also provide regular updates to senior
management and stakeholders on project
progress, challenges, and changes to
ensure transparency and alignment with
organisational goals
• Car parking and security — The car
parking and security team makes sure
that the hospital, patients, staff, and
visitors are safe and protected and that
parking controls are maintained
• Catering — Catering services provide
hot and cold meals and beverages to
patients on wards. They also run the
restaurants which are open to staff,
visitors, and patients
• Couriers and non-patient transport —
The transport service collects, transports,
and delivers post, patient notes,
specimens, blood, pharmacy medicines,
equipment, and miscellaneous items to
and from other hospitals and clinics
• Customer services and switchboard —
These keep staff, patients, and families
connected while in hospital, dealing with
a range of patient and visitor queries and
they are the first point of contact for staff
in all emergencies
• Domestic services — Domestic
services are responsible for making
sure all environments are clean and
safe for the delivery of patient care.
The team operates 24 hours a day,
seven days a week
And, while doctors and nurses are delivering care
on the frontline, behind the scenes an almost
1,600-strong team of estates and facilities staff
is working to keep the buildings and specialist
equipment in tip-top condition
• Fire safety and compliance — The fire
and compliance department manages all
matters relating to fire safety to ensure
the safety of patients, visitors, and staff
• Health and safety — The team helps
with risk assessments and reporting of
dangers in the workplace
• Grounds and gardens — The grounds
team is responsible for looking after the
grounds and gardens of the hospital sites,
ensuring these areas are clean and tidy.
They also work with contractors to grit
the site and clear snow during the winter
• Linen — The team provides linen to all
wards and departments and orders new
uniform for staff
• Maintenance and pest control —
These operatives maintain hospitals and
offer advice on air conditioning, water
management, and pest control
• Medical Equipment Management
Services (MEMS) — MEMS are
responsible for patient-connected
equipment, this includes procuring,
maintaining, servicing, and coordinating
clinical staff training of
devices along with the decommissioning
and disposal of medical devices
• Portering — Porters transport patients,
including deceased patients, specimens,
goods, blood products, medical gases,
and equipment around the hospital sites
• Postal service — The team deals with
internal and external post
• Property and space management —
The team is the single point of contact
for all space requirement issues. They also
support setting up buildings and space so
that it is used in the best-possible way
• Staff accommodation — The
team provides staff with residential
accommodation to help the trust recruit
and retain workers
• Sterile services — This team makes
sure all reusable invasive medical
devices undergo a full decontamination
process after each use
• Waste management — Waste teams
collect and transport waste from wards
and departments and dispose of it in the
appropriate way
Q: What does an average day
look like for you?
A: An average day can be pretty varied,
which is something I really enjoy.
For me, a lot of time is spent speaking
with contractors to make sure everything’s
running smoothly, is on time, and everyone
is working to the same goals and expectations
We also do regular site visits to check on
the progress of any works and tackle any
issues that may come up in real time.
There’s also a big focus on procurement—
making sure we’re getting the right
materials and services at the right time and
within budget.
We sometimes have visits from
stakeholders or even members of
Parliament, so part of the role is making
sure they’re kept informed, and we clearly
communicate the benefits our work will
have on our patients.
On the financial side, I manage
budgets, track payments, and keep a
close eye on costs.
I also spend a good amount of time coordinating
both my own team and external
contractors, making sure everyone knows
what they’re doing, and when.
Programme management ties it all
together – we’re constantly planning,
adjusting timelines, and keeping
projects on track.
No two days are exactly the same, but
that’s what keeps it interesting.
Q: What experience do you need to work
in the department?
A: I didn’t follow a traditional route into
estates and facilities management, and I
think that shows how varied the paths into
this field can be.
I actually started out in Australia,
managing holiday accommodation
and privately-owned properties, where
I handled maintenance and day-today
operations.
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 43

Estates and Facilities Management
Whether it’s a new
ward, or a diagnostic
space, there’s always
that urgency to
get it finished and
open as quickly as
possible so it can
start helping people
ensure fire doors across all our sites meet
new regulations. It makes sense to bring
that inhouse rather than outsource it.
Maria on the site of the new community diagnostic centre in Thurrock
That led me into real estate and for four
years I worked for a real estate agent.
I got my licence through a sponsored
course and then managed properties for
private landlords.
When I moved back to the UK in
2020, I joined Morgan Sindall Property
Services, working in the social value team.
But I wanted to get more involved in the
operational side, so I did a site manager’s
course and worked as a site manager
consultant in London for a lighting and
maintenance company.
I stayed there for two years, and
then went to a construction company
as an assistant project manager where
I studied for a Royal Institution of
Chartered Surveyors (RICS) certificate in
project management.
After two years working for a
principal contractor, I was promoted
to project manager. I then went onto
work as a construction manager for a
restoration company.
During the COVID-19 pandemic, I
joined the trust as agency staff and got
involved in all sorts of projects – from fire
safety works and new outpatient buildings
to mammography rooms, pathology, the
new mortuary, and LINAC radiotherapy
machine installations.
I became a permanent member of staff in
2022 and last August I started a two-year
secondment as a senior project manager
working on our community diagnostic
centres (CDCs).
So, there’s no single qualification you
must have, but real hands-on experience,
project management knowledge,
and a willingness to keep learning are
really important.
For me, it’s been about building up
experience step by step, getting qualified
along the way, and being open to
new opportunities.
We also have a training budget within
the department and anyone in the team can
request additional training or to go on a
course to widen their knowledge and gain
extra qualifications.
Currently we are looking to bring in a
qualified carpenter whose job it will be to
Knowing what we’ve built is helping improve
patient care and making things better for staff —
that’s what it’s all about
Q: What are your favourite
parts of the job?
A: For me, the best part is seeing a
project come to life.
Knowing what we’ve built is helping
improve patient care and making things
better for staff – that’s what it’s all about.
I also really enjoy being on site.
I’m not someone who could sit at a desk
all day. I like being out and about, talking
to people, solving problems on the ground,
and just being part of the action.
Every day is different, and that keeps the
job interesting for me.
Q: How does working in a hospital differ
from other estates and facilities jobs?
A: Working in a hospital environment
is definitely different from other EFM
roles I’ve done.
It’s more challenging in some ways as
there are stricter time pressures because
we’re often working on projects that
directly impact patient care.
Whether it’s a new ward, or a diagnostic
space, there’s always that urgency to get it
finished and open as quickly as possible so it
can start helping people.
But that’s also what makes
it so rewarding.
You can see the difference your work is
making; whether it’s a more-comfortable
space for patients, or a better working
environment for staff.
In other places, the focus might just be
on the building itself, but in a hospital, it’s
all about the people who will use it and
the care they’ll receive. That gives the job
real purpose. n
44 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

9 June 2026
Grosvenor House Hotel, London
Tickets now on sale
Get the best tables in the house
BOOK YOUR TABLE
HEALTHINVESTORAWARDS.COM/TICKETS-2026

Environmental
Hospital breaks ground on
decarbonisation project
Work has officially begun on
a £16.2m project at Royal
Shrewsbury Hospital (RSH)
which will see the installation of heat pumps,
solar panels, and other energy efficiency
measures to reduce the site’s carbon footprint
by over 3,000 tonnes a year.
The Shrewsbury and Telford Hospital
NHS Trust, which runs RSH, secured
funding through the Public Sector
Decarbonisation Scheme and has
partnered with Vital Energi, which has
developed the scheme.
The project is being delivered
through the Carbon and Energy Fund
(CEF) Framework, which has been
specifically created to fund complex
energy infrastructure upgrades for public
sector organisations.
Key members of the team from the trust,
Vital Energi, and the CEF came together to
mark the start of the works on site.
By replacing the old steam boilers and
associated gas-fired equipment with a
1.6MW air and water source heat pump
system, buildings across the site will
receive low-carbon heating, hot water, and
chilled water.
And it will mean the hospital estate will
be fully de-steamed.
Rooftop solar panels will also be installed
along with the upgrade and optimisation of
the building energy management systems,
upgrades of roof and pipework insulation,
and the replacement of air handling units
with low-energy fan systems, which will
reduce the site’s energy consumption and
improve the patient and staff experience.
When the work is complete, the
investment could save the trust an estimated
£1m a year in energy costs and will support
its estates decarbonisation strategies, Green
Plan, and national NHS ambitions of
reaching net zero by 2040.
Inese Robotham, assistant chief executive
and chair of the trust’s climate group,
said: “It is wonderful that the work has
commenced on this sizeable project, which
will see the site cut its carbon footprint by
over 3,000 tonnes a year.
“We are committed to supporting greener
solutions across both our hospital sites.
“Starting this work means that we are a
step closer to our vision of creating moremodern
facilities and sustainable health
services which will be of benefit to our
patients and colleagues.”
Phil Mottershead, project development
director for Vital Energi, added: “This
marks an exciting milestone as we officially
break ground on site, following months of
dedicated planning and close collaboration
with the trust.
“This ambitious project not only brings
the hospital closer to achieving its net zero
goals, but also promises to significantly
enhance the experience for patients, staff,
and visitors alike.” n
When the work is complete, the investment
could save the trust an estimated £1m a year
in energy costs and will support the trust’s
estates decarbonisation strategies, Green
Plan, and national NHS ambitions of reaching
net zero by 2040.
46 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

SUBSCRIBE TO
HEALTHCARE
PROPERTY
MAGAZINE
EACH EDITION COVERS...
Environmental
Sustainability, carbon reduction,
and energy efficiency news, features,
insight, and case studies
Projects
The latest building projects in health
and social care
Finance
Key drivers behind the health and
care property investment markets
and procurement insight
Property news
The latest property deals
Market insight
An overview of the key issues impacting
the property sector (construction figures,
reports, industry comment etc)
Design & Build
Best practice approaches to the design
and construction of the health and social
care estate
Estates & Facilities
The latest issues impacting estates and
facilities management practices in health
and care settings
Product
Focus on building products which
are helping to boost health and social
care environments
People
overs and shakers within health
and social care
SCAN
HERE TO
SUBSCRIBE

Environmental
Health trusts share
£160m energy
efficiency funding
Recipients of Phase 4 of the Public Sector Decarbonisation
Scheme are revealed
More than £160m of clean energy
projects are set to go ahead at
NHS trusts across England
following the announcement of the successful
recipients of Phase 4 of the Public Sector
Decarbonisation Scheme.
The fund, launched in October 2024, is
worth £940m across all sectors and will run
until the 2027/28 financial year, supporting
energy saving and clean power upgrades.
Delivered by Salix on behalf of the
Department for Energy Security and
Net Zero, the grants will pay for a range
of measures including heat pumps, solar
panels, insulation, and double glazing,
helping to reduce the UK’s reliance
on fossil fuels.
In this round, more than £160m has been
allocated to over 20 healthcare providers,
including hospital and ambulance trusts.
Recipients include Nottingham
University Hospitals NHS Trust, which
was awarded £36m; United Lincolnshire
Hospitals NHS Trust, which gets £23m;
Countess of Chester Hospital NHS
Foundation Trust, which receives a grant
of £24m; and The Newcastle Upon Tyne
Hospitals NHS Foundation Trust, which
won £41m in funding.
Salix chief executive, Kevin Holland,
said: “It’s more important than ever that
we focus on what is happening to our
planet, with a key priority to reduce carbon
emissions from buildings.
“We’re proud to deliver these energy
efficiency projects together with
our stakeholders.
“Government funding and effective
partnerships will help to achieve the UK’s
ambitious net zero 2050 goals.”
At United Lincolnshire Hospitals NHS
Trust the £23m grant will pay for a range of
measures including an electrically-powered
heating and hot water system at Pilgrim
Hospital in Boston.
This will help to reduce the hospital’s
reliance on fossil fuels for energy and
will significantly improve the critical
infrastructure across the site.
Mike Parkhill, group chief estates
and facilities officer at Lincolnshire
Community and Hospitals NHS Group,
said: “Achieving the national green agenda
begins with action at a local level.
“This funding brings us closer to
achieving our net-zero target by 2040,
while also reinforcing our commitment to
provide modern and more-energy-efficient
environments for our patients and staff.
“By significantly reducing carbon
emissions and lowering our reliance on
fossil fuels, we’re investing in a moresustainable
future for Boston.”
The Newcastle Upon Tyne Hospitals
NHS Foundation Trust secured £41m to
decarbonise the Freeman Hospital and
community sites at Benfield Park and
Ponteland Road Health Centre.
Projects will include the installation
of heat pumps, electrical upgrades,
double glazing, solar panels, and energyefficient
lighting.
It is anticipated that the project will
save over 9,300 tonnes of CO2e per year,
including over 2700 tonnes through
improvements to building fabrics and
energy efficiency. Over 6,658 tonnes of
carbon emissions will also be saved by
replacing fossil fuels with low-carbon
heating solutions.
Sir Paul Ennals, trust chairman, said:
“The NHS contributes significantly to
the UK’s overall carbon emissions and
we all need to take action to reduce our
environmental impact.
“Decarbonising the trust’s estate is an
instrumental part of reaching our net
zero by 2030 goal.
“This funding is vital in helping to create
a greener NHS that works for both patients
and the planet.”
David Coxon, the trust’s energy manager,
added: “This funding will help us to
proceed with a major project to decarbonise
heat at hospital and community sites,
significantly reducing our carbon emissions
and improving air quality locally.”
And Barts Health NHS Trust said it will
spend its £13m grant on improvements
at Newham Hospital, including the
installation of solar panels, low-carbon heat
pumps, and better lighting, as well as a new
Building Management System (BMS).
Simon Ashton, chief executive of
Newham Hospital, said: “This investment is
fantastic news for our hospital.
“Modernising our energy systems will
create a more-comfortable environment for
our patients and staff, allowing us to reach
net zero and enabling us to reinvest the
savings back into frontline care.”
Rob Speight, sustainability lead for
Barts Health NHS Trust, added: “This
funding allows us to make significant
Pilgrim Hospital, Boston
Newham Hospital, Barts Health NHS Trust
48 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Environmental
Modernising our energy systems will create a more-comfortable
environment for our patients and staff, allowing us to reach net zero and
enabling us to reinvest the savings back into frontline care
upgrades to our infrastructure
— replacing ageing systems
with modern, energy-efficient
technologies. It’s a major step
towards achieving net zero
across our estate.”
The full list of healthcare
recipients by region is as follows
NORTH EAST
• Northumbria Healthcare
NHS Foundation Trust
£5.7m and £8.6m
• The Newcastle Upon
Tyne Hospitals NHS
Foundation Trust £41m
YORKSHIRE
AND THE HUMBER
• Leeds Teaching Hospitals
NHS Trust £6.6m
• South West Yorkshire
Partnership NHS
Foundation Trust £6m
• York and Scarborough
Teaching Hospitals NHS
Foundation Trust £8.7m
NORTH WEST
• Countess of Chester Hospital
NHS Foundation Trust £24m
• Lancashire Teaching Hospitals
NHS Foundation Trust £14m
• Manchester University NHS
Foundation Trust £728,318
• Tameside and Glossop
Integrated Care NHS
Foundation Trust £14m
EAST MIDLANDS
• East Midlands Ambulance
Service NHS Trust £937,935
• Nottingham University
Hospitals NHS Trust £36m
• United Lincolnshire
Hospitals NHS Trust £23m
WEST MIDLANDS
• The Robert Jones and
Agnes Hunt Orthopaedic
Hospital NHS Foundation
Trust, Shopshire £7m
• University Hospitals
Birmingham NHS
Foundation Trust £14m
• University Hospitals of
Derby and Burton NHS
Foundation Trust £9m
EAST OF ENGLAND
• Medicines & Healthcare
Products Regulatory Agency,
Hertfordshire £11m
• Norfolk and Norwich
University Hospitals NHS
Foundation Trust £8.9m
SOUTH WEST
• Devon Partnership
NHS Trust £2.1m
• South Western
Ambulance Service NHS
Foundation Trust £160,000
GREATER LONDON
• Barts Health
NHS Trust £13.8m
• Imperial College Healthcare
NHS Trust £6.4m
• London North West
University Healthcare
NHS Trust £5.9m
• Royal Free London NHS
Foundation Trust £7.3m n
Weathering the storm
NHS England has published two new
resources to help healthcare organisations
prepare for, and respond to, the impact of
climate change.
The NHS Climate Change Risk Assessment
Tool is designed to support NHS organisations
to identify and assess climate-related risks and
impacts to their sites and services.
And the Climate Adaptation Framework
provides a holistic approach to organisational
change centred around the development of
four key capabilities that NHS organisations
will need to adapt and become resilient to
climate change.
THE NHS CLIMATE CHANGE RISK
ASSESSMENT TOOL
The CCRA tool supports NHS trusts, system
leaders, and other NHS organisations to:
• Identify climate-related risks specific to
their operations
• Understand their potential impact on
healthcare delivery
• Plan a response through identifying
potential adaptations
• Progress towards NHS net
zero commitments
• Maintain service continuity during
climate disruptions
It includes six categories of hazard:
heatwaves and high temperatures; drought;
cold weather; downpours and flooding;
severe weather events; and coastal
flooding and erosion.
Organisations completing the document
will assess the likelihood and potential
consequence of each impact for its assets and
produce a risk score.
They will then be asked to identify how each
impact is being addressing through emergency
preparedness, resilience, and response.
Plans will then be drawn up for current
and future assets.
THE CLIMATE ADAPTATION
FRAMEWORK
Drawing from a model developed for the public
sector in Scotland, this framework sets out a
holistic approach for any NHS organisation to
improve its ability to prepare for, and respond
to, the impacts of climate change.
It is divided into four ‘capabilities’:
1. Understanding the challenge
2. Organisational culture and resources
3. Planning and implementation
4. Working together
To develop maturity in each of these areas, the
framework includes 43 recommended tasks.
By completing these, organisations will
enhance their capability for adaptation and
resilience to climate change.
An NHS England statement said: “Climate
adaptation is not only about analysing climate
data and risk models. Effective leadership,
governance arrangements, inclusive
planning approaches, and collaboration
across teams and services are all key to
successful adaptation.
“This framework is based on the principle that
an organisation has adaptation ‘capability’ that
determines its ability to respond to the impacts
of climate change.”
It adds: “No organisation can adapt alone; by
working together we can do more to achieve
shared adaptation outcomes.
“By developing this capability, you will forge
connections with key partners to share ideas
and find opportunities to collaborate.
“You will benefit from engaging with a diverse
range of stakeholders to help shape your
adaptation plans.”
HEALTHCARE-PROPERTY.COM JULY-AUGUST 2025 | 49

Environmental
Energy projects contribute to
Scotland’s carbon reduction targets
NHS Borders, NHS Lanarkshire,
and NHS Tayside are set to make
considerable energy and carbon
savings as their energy conservation schemes
reach completion and go live.
Now complete, the three projects are set
to reduce NHS Scotland’s carbon footprint
by over 12,000 tonnes over the course of
their lifecycles.
Additionally, NHS Forth Valley has
just completed its first 12 months, adding
another 2,470 tonnes of carbon reduction
to Scotland’s decarbonisation targets.
The three recently-completed projects
were delivered by Vital Energi through
the Non-Domestic Energy Efficiency
Framework and an energy performance
contract which guarantees energy and
carbon savings to be verified over a
12-month period.
Regional manager, Kieran Walsh,
explains, “These types of energy
performance projects are important because
they provide assurances to our clients and
we have the confidence to guarantee that
savings will be delivered as promised.
“It’s fantastic to see these schemes moving
into the live phase where those savings
will be realised, and these are three more
fantastic contributions to NHS Scotland
meeting its net zero targets.”
NHS Borders — The team surveyed
existing energy infrastructure at Borders
General Hospital and designed a range
of measures which are projected to save
£279,302 while generating 344 tonnes of
carbon reduction per year.
This was achieved through a mixture of
upgrades to the lighting, HVAC, valves,
and building management systems, as well
as insulating pipework across the hospital
and a few smaller satellite sites.
Vital Energi also delivered a 680 kWp
solar array, generating clean energy
and making the health board more
self sufficient.
NHS Lanarkshire — The health
board is set to save 191 tonnes of carbon
while achieving £172,135 of financial
savings through a comprehensive mix
of energy conservation measures across
two sites which included rooftop
solar PV, heating pump upgrades, and
building fabric improvements such as
insulation, draughtproofing, and door
glazing upgrades.
The solar installation at the West of Scotland Laundry
Two separate heat recovery systems have
also been added to the West of Scotland
Laundry site, designed to recover waste heat
from both the internal space and mixed
effluent of the washing machines.
This achieves 715,174kWh of gas savings
and 122TCO2 carbon savings annually.
NHS Tayside — NHS Tayside
undertook a range of measures which will
reduce the carbon emissions across three
sites (and councils) by 186 tonnes per year
while saving £27,389 per annum.
To achieve this a range of energy
conservation measures were installed,
including 269 rooftop solar panels installed
across two of the sites, a total of five air
source heat pumps to provide heating
and hot water to each of the sites, and
improved building fabric performance
through measures including insulation,
door and glazing upgrades, and LED
lighting upgrades.
NHS Forth Valley— In addition to
three new projects entering the monitoring
The team at NHS Tayside
and verification phase, the NHS Forth
Valley energy conservation project just
completed its first 12 months of being live
and achieved each of its key performance
indicators, saving 116 tonnes of carbon
per year, almost £60,000 in energy savings,
and reduced energy usage of over 600,000
kilowatt hours per year.
After securing additional funding, works
were expanded to also include battery
energy storage systems across three sites
and an air source heat pump to further help
decarbonise the health board’s estate.
Walsh said: “These projects exemplify
a fundamental step transition to
Scotland meeting its net zero targets,
so it is imperative that they deliver as
promised and the NHS realises the full
carbon savings.
“We’re delighted to show our
commitment to the decarbonisation of
the NHS by helping to deliver four more
projects which will make a difference to the
health boards and local communities. n
50 | JULY-AUGUST 2025 HEALTHCARE-PROPERTY.COM

Keep up to date with all the latest
healthcare property news.
healthcare-property.com

Getting down to
business
When it comes to health and social care, we mean business – with
award-winning products, and specialist support from our team of
experienced Relationship Managers.
Here are some of the sectors we work with:
• Aged, specialist and childcare facilities
• Dentists and dental practices
• Hospitals and medical centres
• Real estate and development finance
• Pharmacists and pharmacies
• Doctors and medical practices
For more info call:
Derek Breingan
Head of Health and Social Care
07818 454674
Subject to eligibility. Virgin Money is a trading name of Clydesdale Bank plc. registered in Scotland (No. SC001111). Registered Office: 177 Bothwell Street, Glasgow, G2 7ER.
VM41259