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Sector // Healthcare

Start Date // April 2022

Date Complete // February 2023  

Number of PCNs // 15

Number of engagement sessions // 60+

exi are working with Community Healthcare Partnerships (CHP) and colleagues from the NHS to produce 15nr. PCN Clinical Plans and Estate Strategies covering the entirety of Lincolnshire.

Via a complex programme of PCN and stakeholder engagement, exi are providing the comprehensive delivery of 15nr. toolkits that establish PCN’s current positions; current operating practices; digital appetite and aspirations around their future model of care.

The output from this commission will be the development of clinical and estates strategies that are standardised (in layout/format/approach) across the entire region. This will then allow a structured and objective approach to future capital investment decision-making and will ensure that monies are spent in line with an over-arching strategy and clearly articulated prioritisation plan.


exi are providing a multi-disciplinary professional team comprising:

  • Project management
  • Healthcare planning
  • Digital management
  • Estates planning and design
  • Cost management
  • Building services design & infrastructure review

This approach ensures that CHP and NHS colleagues enjoy the benefits of a true multi-disciplinary service offering from exi, meaning their involvement in the commission is restricted to value-adding work. exi are working as a natural extension of their team to ensure successful outcomes for Lincolnshire.

Added value & outcomes

Via a 3-step process, exi are working with all PCN’s, Clinical Leads, CHP and NHS colleagues to take a structured and systematic approach to delivery. Through two clinically focussed engagement sessions with key representatives from each PCN, exi are able to capture and articulate their current working practices, current model of care and current digital maturity. These workshops also enable our healthcare planners to map-out and model future operational requirements based on population growth, demand, appetite to use digital / AI and technology differently, and channel shift opportunities. The output from this is a clinical strategy from which strategic decisions on staffing, location, operating hours etc. can be made.

This clinical strategy is then used as an operational brief to inform and support an estates solution for each PCN. The outcome of this is three-fold:

  • Core Estate Review – detailing the capacity and ability of the current estate to serve the potential care pathways and workforce demand.
  • Options and Potential Investment – setting out the immediate available opportunities to address issues and leading to better visibility for medium and long-term opportunities.
  • Prioritisation and Implementation – assessing all PCN needs and providing an ICS-level plan to address the issues.

The overall outcome of this commission is 15nr. standardised toolkits that can be used to inform and support future capital and operational investment decisions that are based on actual need.