What we do

A Strategic Estates Partnership (SEP) is a form of joint venture aimed at the health and social care market. Under the SEP model the care organisation and private sector partner (Ryhurst) become shareholders in a new company that obtains the investment capital for planned improvements in health and social care facilities.   

If required, the SEP will take responsibility for all capital works related activity and once service delivery has commenced it will manage and maintain this. On completion of the works, the care provider rents the space from the joint venture company. The SEP can be structured to deliver a range of services extending to whole estate management solutions on behalf of the care organisation.

PFI usually involves the public sector securing a private sector partner to finance, design, construct and maintain a new or refurbished building for a specified period. A ‘Project Co’ Special Purpose Vehicle (SPV) is established specifically for the project and this receives a payment to cover the cost of the building and contracted services by means of a unitary charge. At the end of the contract period, the building is handed back to the care partner, who then assumes all property ownership risks. 

Procure21+ is a procurement method for publicly funded NHS capital schemes. An NHS Trust can select a principal supply chain partner from the Procure21+ framework without having to use the OJEU tender process. The costs of developing and funding the scheme are borne by the Trust, though with the comfort of a guaranteed maximum price. All risks of property ownership rest with the Trust from completion of the construction phase. 

NHS LIFT is a vehicle for improving primary care facilities. Having selected a private sector partner, the PCT, partner and Community Health Partnerships (on behalf of DH) form a new limited company. Known as a LIFT Co, this company owns and maintains the building and leases the premises to the PCT, GP’s, local authority social services, etc. for an agreed period, usually between 25 and 30 years. At the end of the lease the PCT has the option to acquire the building.

Unlike all of the above models, the SEP approach offers both a funding and procurement route for specific projects and an optional whole estate development and management solution. SEP offers a flexible route to risk transfer and an off balance sheet accounting position as well as the ability to tap new sources of capital, reduce revenue costs and meet current/future environmental and energy management targets. The care provider becomes a partner in developing an estate aligned with it service strategy, securing an equitable share in the risks and rewards of property ownership.

No. 

The public sector partner should always be free to decide whether or not it uses the SEP to procure new and/or improved premises. The care partner has the flexibility to choose the most appropriate and cost-effective method of procuring and financing each development or service. 

Indeed, it is precisely the perceived inflexibility of existing PPP models that has caused many care parties to avoid using them. Some existing funding routes such as PFI may be appropriate for care partners and Ryhurst as a private sector partner will continue to fund and develop through this route if required.

However long the care partner needs it to be.

As the care provider’s property partner, the SEP will exist as long as the care partner needs buildings from which to deliver services, and it chooses the SEP to provide and manage these. However, it is appreciated that there will be occasions where one, either, or both of the partners may wish to change or dispose of their shareholding in the SEP company and the partnership agreement will include mechanisms for this to be achieved without damaging the care partners services.

How is SEP funded? As indicated earlier, Ryhurst's SEP model has been structured to allow the care partner to use its own funds to develop and/or improve facilities. However, where these funds are not available, the joint venture company would access capital in the commercial markets utilising mechanisms such as funding competitions to secure the most competitive funds.  

In securing funds, factors such as the length of the care partner’s lease, the covenant strength of the care partner and the residual value will determine what percentage of the development cost can be secured. Any shortfall in funds would be provided by the SEP company shareholders, and this shareholder capital could take the form of a mixture of cash, land or a mixture of the two. 

In meeting the associated lease costs the care partner will utilise budgets covering FM, energy, capital dividend payments, costs of borrowing etc. Taken together the sum of planned or current spending should allow cover of the lease costs and enable a return on investment.

OJEU stands for the Official Journal of the European Union. This is the publication in which all tenders from the public sector which are valued above a certain financial threshold according to EU legislation must be published.

The legislation covers organisations and projects that receive public money. Organisations such as Local Authorities, NHS Trusts, MOD, Central Government Departments and Educational Establishments are all covered by the legislation. 

This website provides a gateway for Suppliers who wish to search for new business opportunities sent directly from the OJEU and also lower value opportunities from a wide range of other sources throughout the UK and Ireland.