estate strategies

Table of Contents 04

Introduction 06

Mid Staffordshire NHS Foundation Trust

08

University Hospitals Coventry & Warwickshire NHS Trust

10

Royal Wolverhampton NHS Trust

12

Barnet and Chase Farm Hospitals NHS Trust

13

Dudley Group of Hospitals NHS Foundation Trust

14

South Warwickshire Hospitals NHS Foundation Trust

16

Royal Worcestershire Hospital

18

Warwick Hospital

20

Estate Data

24

Portuguese Institute of Oncology

26

Service Alignment

INTRODUCTION

SHP has 20 years experience in the management of healthcare estate.

The management of the healthcare estate is a

SHP has considered the changes that have taken

critical factor that contributes to the wellbeing

place in the healthcare environment over the past

of a Nation and it is believed that the intention

10 years and has prepared a methodology that

of any Government is to develop a healthcare

seeks to align service with estate and with finance

system whose aim is to improve the health of the

to give improved efficiencies to the overall system.

population through the best use of the resources it

The review process is illustrated overleaf

has available.

This document illustrates the range of projects in To support this there is a need to ensure that

which they have used this process to the benefit of

healthcare provider organisations are aware of

patient care.

their responsibility to: •

Ensure that their land and property is used efficiently, effectively and strategically to support the strategic plans and clinical needs;

•

Provide and maintain an appropriate quality of healthcare facilities in the right location, which complement and support the provision of quality healthcare.

This can only be achieved if there are clear management guidelines that set out the parameters in which staff are to operate.

4

S T R AT E G I C

HEALTHCARE

P L A N N I N G

SERVICE PLANNING

ESTATE PERFORMANCE

FINANCIAL PLANNING

OLD WORLD

Population Needs Access Rates Waiting Times

Centrally led KPIs 6 facet survey focus on physicality of Estate Investment planned in isolation

Capital sourced from discretionary allocations and bidding Whole Trust depreciation and rate of return

NEW WORLD

GP Commissioning Trust Competition New Care Models PBR unbundling Whole Health Economy changes

Patient Choice Pressure on Estates resources Commissioner led standards Utilisation = Productivity

Retention and budgeting of depreciation Prudential borrowing limit Risk Driven investment Specialty charging

INFLUENCES ON ESTATE STRATEGY

Strategic flexibilty Care on non acute site Estate consolidation Sub speciality planning Viability doubts Maintaining income

Estate sensitive to capacity Clinical efficiency and bottlennecks Flexibility, generic spaces and multi user spaces

Focus on business development Incentives for more intensive use of Estate Incremental investment rather than ‘big bang’

5

Mid Staffordshire NHS Foundation Trust Stafford & Cannock Chase Hospitals ESTATE PERFORMANCE

FINANCIAL PLANNING

SHP has been involved with the Trust since 1989 and therefore well placed to provide the depth of understanding necessary to produce an integrated view of the future as illustrated by the estates strategy prepared in 2012.

The Trust estate consists of two sites, one in Stafford and one in Cannock, with a total land area of 17.99 hectares. At Stafford Hospital 72% of the current buildings were built between 1975 and 1984 and 22% between 1985 and 1994. At Cannock Chase Hospital the majority (96%) of the building is dated between 1985 and 1994.

The Trust had maintained and upgraded, where necessary, the estate as reflected in the capital programme each year however, there was relatively low investment initially which they have tried to rectify in recent years. This coupled with the emerging changes to models of service delivery and the need to address increasing political drivers brought about the requirement to establish a significant re-evaluation of the way forward.

Strategic Healthcare Planning were commissioned to undertake an estate strategy linked to a capacity analysis to reshape the building landscape and to determine the future of elements of the estate which were considered to be non-viable.

This informed the development of a strategic direction that enabled management decisions to be taken with regards to the future of Cannock Chase Hospital and the manner in which Stafford Hospital should be remodeled to improve the efficiency of the clinical models of care as influenced by adjacencies.

6

Aaron Cummins the Trust’s Finance Director commented:

“

SHP, by virtue of their multi-skilled approach, has provided us with a vision of the future that will enable us to address many of our problems from a more effective estate

”

7

University Hospitals Coventry & Warwickshire NHS Trust The Economies of Rationalising Multiple Sites SERVICE PLANNING

FINANCIAL PLANNING

SHP assisted Walsgrave Hospitals NHS Trust and Coventry Healthcare NHS Trust to seek prioritisation for the development of acute healthcare and mental health acute services to serve the people of Warwickshire.

The Walsgrave Trust is a major acute

The cross-site dislocation of services

facility serving Coventry and the west of

attracted a heavy revenue premium

Warwickshire. Advanced postgraduate

of some £2.5m (net) per annum, and

teaching facilities, and undergraduate

was inefficient in its use of medical

students from Leicester University

and nursing manpower. Key clinical

are also accommodated. Research and

services, such as accident and

Development is undertaken in principal

emergency services and children’s

partnership with Warwick University,

services were split. Training recognition

which is itself seeking to develop a

for the accident and emergency

medical school. The Trust has a number

services had to be withdrawn as a

of regional speciality services and is a

consequence of their physical split.

designated Cancer Centre.

The Do Minimum option developed

8

The Trust was based on two sites in

proposed to utilise public capital to

the City of Coventry, with buildings

integrate Accident and Emergency

of varying age and condition. The

services within the city, whilst keeping

majority of even the newer buildings

the amount of capital investment

were in poor condition, as a result of

required to a minimum. It would be

their period and type of construction.

based on a four storey extension to the

Although ongoing attempts have been

main Walsgrave hospital building and

made to address the principle problems

adaptations to the facilities at St Cross

in a programme over a number of years,

hospital in Rugby to provide sufficient

the backlog maintenance requirement

accommodation for all of the services

was estimated to pass £80m within

currently located at the Coventry &

three years.

Warwickshire hospital which could

then be vacated.

transport access.

Although this option would require

The Trust therefore evaluated a number

capital investment of £18.7m, it would

of options, and progressed three to

produce annual revenue savings of

more detailed review. A non- financial

£2.6m. However, even this investment

evaluation indicated that there was

would still leave the Trusts with :

little to choose between the options.

• A major backlog maintenance problem, rising to £80 million over

Implementation of the project would

three years.

significantly redress a number of

• Inflexible accommodation, militating against modern models of care.

• Services split across a number of

current areas of health care need.

Key elements are: • Integration of accident and emergency services

decaying buildings, with attendant

• Integration of children’s services

manpower and safety problems.

• Re-provision of acute mental

• Inconvenience to patients being treated in Rugby who would previously have been treated in Coventry.

• Mental health services located

health services in appropriate accommodation • Facilities to support and promote research and development, education and training.

in inappropriate facilities with significant space wastage against

The proposal was approved by the

current requirements.

Secretary of State for Health and the

• Site access problems in terms of

project implemented.

location of car parking and public 9

10

Royal Wolverhampton NHS Trust New Cross Hospital SERVICE PLANNING

ESTATE PERFORMANCE

FINANCIAL PLANNING

The Royal Wolverhampton Hospitals NHS Trust was established in 1994 and is a major acute Trust providing a comprehensive range of services for the people of Wolverhampton, the wider Black Country, South Staffordshire, North Worcestershire and Shropshire. It gained Cancer Centre status in 1997, was designated as the 4th Regional Heart & Lung Centre during 2004/05 and became one of the first wave Bowel Screening Centres in 2006. The Trust is the largest teaching hospital in the Black Country providing teaching and training to around 130 medical students on rotation from the University of Birmingham Medical School. It also provides training for nurses, midwives and allied health professionals through well established links with the University of Wolverhampton. One of the largest acute providers in the West Midlands the Trust has an operating budget of ÂŁ266 million, 726 beds including 27 intensive care beds and 14 neonatal intensive care cots and employs almost 5000 staff. In 2008/09 the Trust treated more than 670,000 patients at hospital and community sites across the West Midlands.

Strategic Healthcare Planning prepared an Estates Strategy for the future development control of the New Cross Hospital site and led the design team undertaking the detailed proposals.

SHP has worked for the Trust continuously since 2004.

11

Director of Estate, Gary Penn stated that:

“

SHP brought a fresh approach to estate planning by ensuring that the clinical service was an influencing factor in the arrangement of the facilities within a financial framework

�

Barnet and Chase Farm Hospitals NHS Trust Barnet and Chase Farm Hospitals ESTATE PERFORMANCE

Barnet and Chase Farm Hospitals NHS Trust came into being on 1 April 1999, following a merger of the former Chase Farm Hospitals and Wellhouse NHS Trusts. The Trust currently treats patients from

Strategic Healthcare Planning prepared an Estates Strategy for the future development control of the Chase Farm

across Barnet, Enfield, Haringey, East Harrow,

site and consolidated the approach to

South Hertfordshire, South Essex and Waltham

the PPP development at Barnet.

Forest. General and specialist services are provided at two major acute sites of Barnet Hospital and Chase Farm Hospital. The Trust works closely with four local community hospitals. Patients have access to intermediate care beds at Potters Bar Community Hospital to the north and Finchley Memorial Hospital to the south. Outpatient clinics are also held on both of these sites by various specialties. Additionally, a range of outpatient, day case and maternity services are provided at Edgware Community Hospital including a midwife-led birthing unit and an urgent care centre, this site which has also been completely rebuilt and refurbished.

12

Dudley Group of Hospitals NHS Foundation Trust Russells Hall Hospital Corbett & Guest Hospitals ESTATE PERFORMANCE

SHP staff has worked for the Hospital since 1998 and undertook an estates strategy in 2012 that reviewed the disposition of clinical services across the 3 sites at Dudley DGH , Corbett and Dudley Guest.

The review made recommendations for the DGH site at Russells Hall that focused on the emergency pathways and proposed a realignment of functions to improve the overall efficiency of the service.

SHP in house MEP consultants reviewed the proposals to ensure that the infrastructure could sustain the service requirements to enable the cost consultants to assess the capital requirements

13

South Warwickshire Hospitals NHS Foundation Trust Warwick Hospital SERVICE PLANNING

ESTATE PERFORMANCE

FINANCIAL PLANNING

Warwick is a medium sized District General

old, is dilapidated and has a limited life span. The

Hospital, which houses the Trust’s acute services.

Trust’s Estate Strategy for Warwick is to re-provide

These include 428 day, assessment and inpatient

core services in modern accommodation on the

beds,

south side of Lakin Road, this will allow much of

Accident

diagnostic

Emergency

pathology

department, Inpatient

the dilapidated building stock to be demolished,

theatres, Day Surgery together with an Intensive

provide additional parking and may even allow

Care Unit and Coronary Care Units.

limited amounts of land to be sold and the proceeds

The hospital covers 25 acre and occupies both

used to fund the development of patient services.

north and south sides of Lakin Road. All patient

Patient and Public involvement is both a mandatory

services are located on the south side of Lakin Road,

and vital requirement in the achievement of services

Pathology, Pharmacy, Facilities, Supplies and

that are centred around and focused upon patients.

Finance are situated on the north side of the site.

In opening up opportunities for involvement,

There is inevitably some operational inefficiencies

seeking engagement and welcoming feedback, the

due to this split configuration, the majority of the

Trust will gain an understanding of the needs and

accommodation on the north side is over 60 years

views of its public.

14

and

and

services,

“

I have worked with SHP since 2000 and have found their vision for the healthcare estate to be exactly what I have wanted by bringing together service, finance and the estate to produce effective affordable solutions

�

Glen Burley, Chief Executive

The Trust acknowledges and accepts its duty with regard to patient and public involvement and actively saught the views and preferences of individual service users, patients, their carers and families as well as members of the general public.

The survey undertaken identifies 29% of the Estate in an acceptable condition or better. These are generally newer buildings such as the Highlands Wing or those that have benefited from recent refurbishment. Around two thirds of the estate was in unacceptable or poor condition. The survey identified a strategy that was taken forward to this day.

15

Royal Worcestershire Hospital Worcestershire Acute Hospitals NHS Trust SERVICE PLANNING

ESTATE PERFORMANCE

FINANCIAL PLANNING

A study was carried out by Strategic Healthcare Planning, as part of an overall Strategic Review being undertaken by Worcestershire Health Authority, to consider the Acute and Community Hospital service requirements for the future, and how services could be located to meet the needs of the population of the County.

A sequential analysis was undertaken, considering in turn: • The volume of services that may be required; • A care models assessment; • The options for the location of services and the way in which the physical estate can respond to this need; • The potential financial implications of the various options.

A detailed assessment model was used for Acute services that suggested, based on the assumptions made, that the overall bed requirement for the county, including Day Case Beds, was approximately 840. This was a reduction of approximately 225 from the existing level of beds.

In order to determine the need for resources in the future SHP took a view on: • The number of people who will need health care • The modes of treating them • The efficiency with which resources are deployed.

16

There are many forces for change in the service, however some of the significant factors that needed to be considered include: •

Changing public expectations

•

Changes in Medical staff training

•

Improvements in medical technology

•

Increase in numbers of elderly in the population

In response to this level of forecast requirement, the Health Authority with assistance from SHP defined 5 options for the disposition of these services across the County. This altered the balance of bed and service provision dependent upon the exact services to be provided by each site. An assessment was made then on how the different options could be achieved in estates terms.

With regards to Community Hospital provision, the situation was less clear, as there was no defined strategy or agreed model of care from which to develop such a strategy. The review sets out a range of options and a commentary on the issues that would require consideration.

Finally the review provided estimates of the range of savings possible under the various options for both Acute and Community Hospital provision.

Following the review the recommendations made were implemented and are now performing as required.

SHP has a long standing relationship with the Trust with whom it has worked since 1999 and is currently carrying out a range of service led projects.

17

Warwick Hospital Developing Strategic Objectives ESTATE PERFORMANCE

The local environment for acute services remains

In order for the Trust to maintain its position, the

an increasingly competitive one; particularly

Trust will need to continue to innovate to provide

taking into account the potential impact of practice

services in new and different ways in a wide variety

based commissioning, potential new providers of

of settings whilst at the same time maintaining a

primary care based services, and the other local

competitive edge by continuing to drive up quality

Acute Trusts. There is no Independent Sector

and efficiency and wherever possible reduce costs.

Treatment Centre (ISTC) in the immediate vicinity.

The following map shows the existing independent

The SHP team provided the Trust with a level of

sector providers within the Trust’s catchment area,

detail that was sufficiently robust to give the Trust

including the Meridan Hospital on the UHCW site.

the confidence to endorse the recommendation and proceed to construct a new inpatient facility.

Examples of the output are illustrated overleaf.

18

WARD 49

WARD 48

EO 26

5.8m2 NSV

D 28

WARD 24

74.3m2 V

WARD 23

10.1m2 V

WARD 22

10.2m2 V

10.0m2 V

WARD 21

WC 19

NSV 2.3m2

NSV 2.0m2

WC 17

WARD 16

WARD 15

PANTRY 81

6.3m2 V 82 SNR MIDWF/F 83

LABOUR SUITE 3 79 BATH 78 BATH 85 LABOUR SUITE 2 84 LABOUR SUITE 3 79

D/UT 77 CORRIDOR 89 D/UT 85 D/UT 77

WC 72 LABOUR SUITE 4 75 WC 76 ASS W C 67 LABOUR SUITE 1 88

ABN DEL 56 SurgeonsPanel

LABOUR BED 68 Birthing Pool 73 D/UT 92 Birthing Pool 73

LABOUR BED 68

SurgeonsPanel

ABN DEL 56

NIGHT STAY 107

SH 69 SH 69

BASE STAFF 74 F STAFF C H 96

58 57 SH 97 AIRLOCK 95 STAFF CH 99 SH/WC 108

CORRIDOR 105 57

58

VISITOR 104

CORRIDOR 101

WC DISABD 100

WC 98 ST 103 BASE STAFF 74

AIRLOCK 91 NIGHT STAY 106

OFFICE 102

ISOLATED DEL 94

ASSIS WC 93 WC 72 LABOUR SUITE 4 75 WC 76

35 61 STAFF WC

SH SH

STAFF 62

WC LINEN 63 STAFF 62

SH

2 2

S 1

Replacement Store Room

34 BED WAIT 34 TRANSFER CORRIDOR 41 CORRIDOR 91

V ST 40

CLNR 53 ANAES 46 CLNR 39 EO 32 SEMINAR 15

NSV

WC 21

F STAFF C H 19 SH 20

QT 9.2m2 C WC 11 CLNR 03 CLNR 53 ANAES 46 CLNR 39 EO 32

STAFF ROOM 52 CL/UT 45 THEATRE 43 RECOVERY 42 CORRIDOR 34

ST 37 D/UT 33 CL/UT 31 4 INFANT INC 23

O/UT 48 WC 38 DAY ROOM 14 BEDROOM 13 SECRETARY D6

TWIN BED 12 WC 38

O/UT 48

MIDWF/F MGR D5 STAFF ROOM 52 CL/UT 45 THEATRE 43 D/UT 33

CORRIDOR 34

ST 37

RECOVERY 42

CORRIDOR 04

MILK KITCHEN 08

BABY FEED 16 SHR 09 DISP 02

V ST 40

2.6m2 V 1

Replacement Store Room

34 BED WAIT 34 CORRIDOR 41

TRANSFER

S

CORRIDOR 01

BLOOD/GAS 31 64 D/UT 65 C/UT 66

C/UT 66 35 61 STAFF WC WC SH LINEN 63 BLOOD/GAS 31 64 D/UT 65 C/UT 66 C/UT 66 CL/UT 31

BASE 30 BASE 30

SINGLE INC 36 CORRIDOR 22 SINGLE INC 24 SINGLE INC 36 CORRIDOR 22

SISTER 25

SINGLE INC 35 B INFANT 28 STAFF 26 SINGLE INC 35 B INFANT 28

DOC 27 DOC 27

HOSPITAL STREET

Dirty Linen

2.5m2 NSV

Staff Change

SV 7.5m2 N Rm27

Sv 8.3m2 N ND1

wc Staff

NSV

Rm27A Rm2

Rm3

Rm25

16.8m2

Cleaners

Room

4.8m2 NSV

1.6m2 NSV

Store

Rm1

Rm26

Staff Room ROOM

Rm29

BOILER

Rm4

ND2

Clean Utility Room Dirty Utility

SV 9.1m2 N

Office

NSV

SV 9.0m2 N

Rm5

Treatment Room

16.2m2 Rm24 NSV

Assisted wc

Bath

Rm6

Shower

11.2m2

34.5m2 NSV

4 BED WARD Rm7

Rm23

Pantry

8.3m2 NSV

Rm8 16.8m2 NSV ND11

34.1m2 NSV

4 BED WARD Rm9

Rm22

Shower/wc Shower/wc

SV 5.9m2 N Rm8A

NSV

NSV

Rm10

Staff Base

106.7m2 15.9m2

NSV

Shower/wc

Rm1 16.9m2

Rm12

2

NSV

Single Room Rm12A ND10

4 BED WARD

34.9m2 Rm21

Shower/wc

R m 11 SV 6.1m2 N 15.6m2

34.4m2 NSV Rm14

Shower/wc

4.7m2 NSV

4 BED WARD ND9

Rm13AShower/wc

Rm13

Rm20

3

NSV

Single Room

Linen trolley

838

NSV

ND7

5

16.6m2

4

Sister

Doctor

CNS

20.5m2 11.7m2

C

NSV

Store

Rm17

Rm18

ND5

Rm1 Rm16

ND6

Shower/wc

ND4

Rm19A NSV

Single Room

Single Room

20.1m2 ND3

Rm19 ND8

Rm15

Linen Shower/wc Rm16A

SV 4.2m2 N

FD1

CHAPLAINS OFFICE

8.4m2 C

STORE ROOM

15.5m2 C

Chapel

60.6m2 C 10.2m2 C

MULTI FAITH ROOM

14.0m2 C

52. Car Park

72.3m2 V

WO/SH 25

6.9m2 NSV

3.6m2 V

D/UT 32

9.0m2 V

WC 14

NSV 2.0m2 PANTRY 81

6.3m2 V BATH 78 CORRIDOR 89 ASS W C 67

C Purchasing

10.1m2 V

EO 26

WC/BATH 27

SPEC WC 29

5.8m2 NSV

71.9m2 V

NSV 4.1m2

WC 13

10.1m2 V

ISOL WARD 12

WC 17

NSV 2.0m2

WARD 16 82 D/UT 85

68.8m2

WC/SH 67

3.4m2 V

6.4m2 NSV

5.6m2 NSV

WC/BATH 45

D/UT 41

ST BASE 18

WARD 09

8.3m2 C

OFFICE 04

30.6m2 V

DAY/TV ROOM 08

36.1m2 V

4.1m2 NSV

CLNR 03

CORRIDOR 04

STAFF CH 06

DISP 02

10.1m2 V

WARD 23

10.2m2 V

WARD 22

10.0m2 V

WARD 21

WC 19

NSV 2.3m2

71.9m2 V BATH 85

C Estates

10.2m2 V

ST 44

SPEC WC 43

Sisters Office 35

5.4m2 V

CL/UT 34

NURSERY 33

WC 11

TEL 07

9.4m2 V

NSV 3.4m2

DUCT 10

8.8m2 V

10.5m2 V

PANTRY 36

CORRIDOR 01

M 61.0m2

STORE 01

WARD 24

ST BASE 18

74.3m2 V

2.8m2 V

WC/BATH 27

SPEC WC 29

10.5m2 V

5.4m2 V

CL/UT 34

NURSERY 33

9.0m2 V

D/UT 32

5.8m2 NSV

D 28

5.8m2 NSV

EO 26

3.6m2 V

6.9m2 NSV

WO/SH 25

8.4m2 NSV

5.6m2 NSV

8.5m2 NSV

ST

NURSERY 39

CL/UT 38

9.9m2 NSV

8.3m2 NSV

WC 37

KIT MILK 62

NSV 2.5m2

WC/BATH 45

SPEC WC 43

5.6m2 NSV

ST 44

5.6m2 NSV

EO 26

3.4m2 V

6.4m2 NSV

WC/SH 67

WC STAFF 64

V 5.2m2

WC 58

NSV 3.4m2

DUCT

5.4m2 NSV

ST

D/UT 41

NURSERY 39

8.5m2 NSV

9.9m2 NSV

8.8m2 V

8.4m2 NSV

5.3m2

Staff Room 51

12.3m2 V

ST BASE 53

WARD 59

70.8m2 V

NURSERY 52

WC 56

NSV 3.9m2

ISOL WARD 57

10.0m2 NSV

35.9m2 V

DAY/DINING ROOM 51

35.8m2 V

SEMINAR 63

15.4m2 V

WARD 48

72.3m2 V

10.1m2 V

WARD 49

10.2m2 V

Staff Room 51

12.3m2 V

NURSERY 52

ST BASE 53

70.8m2 V

CL/UT 38

8.3m2 NSV

5.4m2 NSV STAFF 26

75.1m2 13.0m2

PN

WARD 54

61.6m2 V

WARD 55

63.0m2 V

PN

PN

WARD 54

61.6m2 V

WARD 55

63.0m2 V SISTER 25

915

SINGLE INC 24

915

CORRIDOR 91

Oxygen Store

WARD 15

Point A

Sisters Office 35

V

PANTRY 36

V

Up

15.9m2

6.6m2

Store

Room

DEION

WC 37

Boiler

Chief MLSO V 8.8m2

Laboratory

4 INFANT INC 23

V

F STAFF C H 19

75.0m2

F STAFF C H 96

Bay

Biochemistry

AIRLOCK 91

Waste

NSV 4.1m2

V

Laboratory

7.3m2

Laboratory

Biochemistry

4.0m2 Sluice V

NSV 3.9m2

V

Room

15.0m2

D/UT 92

Senior Biochemist V 8.9m2

Balance

Room ComputerV 20.7m2

V 2.1m2 Lobby

Room

LABOUR SUITE 1 88

V

LABOUR SUITE 2 84

9.3m2

Corridor

Data Processing V 31.4m2

SNR MIDWF/F 83

V

WC 14

V

Corridor

11.3m2

12.0m2

NSV 2.0m2

Office

WC 13

C

10.1m2 V

V

ISOL WARD 12

7.6m2

DUCT 10

V

Way

59.8m2

Waiting C 8.0m2

NSV 3.4m2

C

Store

23.0m2

C Lab

V

10.5m2

Office

Covered

V

DUCT

C

17.0m2

Roo

Path

2.0m2

2.0m2

Room

10.1m2 V

NSV 3.4m2

54 17.5m2

Manager

4.6m2 21.7m2

C 7.7m2

V C Office

C Puchasing

C

3.7m2 12.5m2

21.3m2

4.9m2 V Up

Locker

V

55 10.0m2 Gents

ISOL WARD 57

Chemical Store 2.8m2 V

Domestic Cupd 3.8m2 V

Ladies W.C.

V

WC 56

NSV

V

V

28.3m2

10.0m2 NSV

8.7m2

64.7m2

V

V

DAY ROOM 14

NSV

NSV

V

7.9m2

6.6m2

7.9m2

16.7m2

Ladies Room Locker

WC 21

V

71.1m2

m Roo Plant

9.6m2

21.5m2

V

RWP

838

419

NSV

V

4.3m2

1 2

SH 20

V

16.2m2

V

Room Generator 8.1m2 V

Courtyard

Meeting

V 6.4m2

C I T Store

48

V C Office

V Stores

C

77.8m2 9.4m2

16.9m2

97.2m2

RWP

Catheter Lab 54m2 V

QT

V

Plant Room 2.9m2

SH 97

9.7m2

V

5.1m2 T FR30I LeadLined SC Door Latch

838

WC 98

V

V

7.8m2

7.2m2

13.1m2 V

V V Cleaning

V 3.6m2

Courtyard

12.2m2 V Mattress

44.3m2

11.7m2 V

RWP

Sluice 9.2m2 V

ASSIS WC 93

C

838

9.1m2 V

WC 11

V

C

10.2m2

Control

915

Room V 12.1 Sqm

GWPP Timber FR30

Delivery Suite Delivery Suite

C

838

838

Staff Base

4.9m2 V

Dirty Linen

V

0.9m2 V

3

88.0m2 T

m WC

V 3.0m2

10.6m2

Indicative King's Fund Bed

By Others

Indicative King's Fund Bed

By Others

WC 58

12.6m2

18.6m2

20.4m2 V New Half Hour By Door Internal Fire Trust

15.1m2

915

BEDROOM 13

NSV 1.9m2

915

SEMINAR 15

NSV

9.2m2 NSV

8.6m2 NSV

16.2m2

13.2m2 V V

9.2m2 C

NSV

RWP

AIRLOCK 95

16.4m2

NSV

105.6m2

5.5m2 QT 97.4m2

STAFF CH 99

STAFF C

COMPUTER

3

22.6m2

7.4m2 NSV

Indicative King's Fund Bed

By Others

RWP

ISOLATED DEL 94

n 3 Perso Office m sq 18 C

V

3.7m2

7.6m2 NSV

NSV

NSV

NSV

12.9m2

13.2m2

13.1m2

9.2m2 NSV

838

419

WARD 09

C

orDirectsq m 9.5

V

5.9m2

KITCH. W.C. STAFF

NSV

9.6m2 NSV

NSV

2

7.3m2 V

Single Bed Room 14.1m2 V

Exit Fire

36.1m2 V

C

63.5m2

9.3m2 C

OFFICER

11.9m2 C

MED RECORDS

5.9m2 NSV

10.5m2

6.5m2 NSV

STORE

D 4 OOD 2XGG 758

Exit Fire

39

WARD 59

m

ar/ Semin Area Study sq m 20 C

n

sq

3 Perso Office m sq 18 C

19

C n Office m sq

4 Perso 21

&

C

NSV

MED REC.SECRETARYS

1.4m2

STR.

NSV

T

OFFICE

PHSIO LINEN

ROOM TREATMENT EYE TREATMENT EYEROOM

16.9m2

3.0m2 NSV

5.4m2 NSV

4.8m2 NSV

758 2XGG

HARDW

NSV

35.9m2 V

m

Fem.

5 sq

Dis. . w.c. m sq Cleanm 4 NSV 3 sq NSV

m 7 sq m NSV 2 sq NSV

n 1 Perso Office m 9 sqC

-1 AdminC

C

RO0M COMPUTER

NSV

18.0m2

11.8m2

22.9m2

6.7m2 NSV

CLOAKROOM

26.1m2 M

45.0m2

Store Room

TWIN BED 12

n

m

Male Toilets

4 sq

C

STAIRCASE MAIN STORE

MICROFILM

RECORDS

12.0m2 C

3.6m2 NSV 6.3m2 NSV

9.8m2 NSV

NSV

NSV 1.7m2

NOTES

STORE

D40

3.4m2 NSV

7.0m2 NSV D41

22 NSV 17.4m2

23

To Car Park

WC 11

m

1 Perso Office m 9 sq C

Lobby C m sq

44.8m2 M

METERS

DOWN STAIRS

12.9m2 M

LIFT TROLLEY

5.1m2 V

7.3m2 C

11.4m2

CLEANERS

STAIRS

PHYSIO STAFF

PHYSIOTHERAPY

D39

7.2m2 NSV

D42

D38

D 2 2

Gents Toilet 1

15.1m2 NSV

SHR 09

14

8 sq

V

NSV 2.8m2

STAFF TOILETS

D43

75.3m2 M

D 2 1

BABY FEED 16

n

C

17.6m2

ROOM PLANT

ADMISSIONS MED REC.

MED REC.

ROOM FILING

27.5m2 C

REFERALS G.P. MED REC.

C

NSV

NSV

NSV 5.8m2

NSV

REST ROOM

97.4m2 M

21

Shop

33.6m2 NSV

33.8m2 C

Office

29.9m2 V

7.4m2 V

D 2 3

VP

Mess Room

40

NSV 5.9m2 FD30s

FD30s

D VP 2 4

CORRIDOR 01

m

V 2.9m2

W.C. DISAB.

16.3m2

V 4.8m2

14.2m2 C

20.7m2

79.8m2

17.3m2

COURTYARD

PHYSIOTHERAPY

WORKSHOP

NSV 9.9m2

72.7m2 M

3.4m2 NSV

MASCERATOR

Carpenters

NSV

Managers

FD30s VP

CORRIDOR 101

sq

1 Perso Office m 9 sq C

C

10

bly-

V

40.4m2 C

OLD OPD APPOINTMENTS MED.REC.

24.9m2 C

2.8m2 W.C. V KITCHEN STAFF W.C. 2.9m2

7.3m2 V

OXY. VAC.

17.7m2 NSV

17.0m2 NSV

D44

D37

OFFICE

NSV

FD30s VP

Senior

10.7m2

4.2m2 NSV

41

30.9m2

D 2 6 3

38

WC DISABD 100

n 1 Perso Office m 9 sqC

OXY. VAC.

5.0m2 V

4.4m2 NSV

10.4m2 C

D46

D26

D36

22.3m2 V

8.1m2 NSV

7.9m2 NSV

9.5m2 NSV

10.8m2 V

FD30s VP

Corridor

42

SV 7.0m2 N

P e a gravel

P e a gravel

Gents Toilet

PN

n

V

m e/ Assem sq Coffe 27.5

OXY. VAC. OXY. VAC.

RECOVERY STAGE 1

RECOVERY STAGE 1

RECOVERY STAGE 1

DISABLED TOILET

3.8m2 V

Staff Room

V

V

OXY. VAC.

APPOINTMENTS MED REC.

18.8m2 C

CODING

18.2m2

16.0m2 C

MED.REC.

NEW OPD

7.8m2 V

97.6m2

24.9m2 V

15.7m2 V

D47

2.6m2 NSV

10.2m2 V

43

D2 5

NSV

ST 103

rsLockesq m 17

1 Perso Office m 9 sqC

OR FLO

Plant

2

1

OXY. VAC.

7.9m2 V

16.0m2 V

D45

D34

65.4m2 M

4.5m2 NSV

8.0m2 NSV

10.0m2 V

17.0m2

stub stack

37.8m2 C

FD30s VP

SV 7.3m2 N

37 Meeting Room

D Ladies 2 Toilet 7

20

28.0m2 V

44

Bay

D2 8

Disabled

Beverage

45

Toilet SV 4.0m2 N

NSV

Store Room

Midwifery Led Unit Special Care Baby Unit

57

DCP Option 1 - Phase 3 Warwick Hospital Site

59

DCP Option 1 - Phase 3

ND OU GR

T

V

W.C.

6.6m2 V

DIRTY STORE

2.6m2 V

D27

8.8m2 NSV

10.3m2 NSV

5.6m2 NSV

D48

D33

D35

14.8m2 NSV

9.2m2 NSV

C

Workshop

6.8m2 Technica l Manager

24

V

Maintenance 111.3m2 NSV

36

20.0m2

NSV 26.9m2 Entrance Lobby

OFFICE 102

l Health

LIBRARY

16.6m2 V

Notes Racking

MEDICAL RECORDS

V

16.4m2

ENDOSCOPY

16.0m2

DISINFECTION dirty area

21.7m2

9.8m2 V

dryer

10.6m2 NSV

D28

D 2 0

6.6m2 C

11.5m2 V

11.0m2 V

V

35

D2 9

D3 0

W6

V 3.2m2 3.5m2 V 6.1m2 QT

ationa

Mechanical

V

m not i s roo nt h l a s s e si cess Medica g c k o fa c u e to l a ed d confirm

ENDOSCOPY

RECOVERY STAGE 2

V

wm

D29

1.8m2 NSV

FD30s VP

NSV

DAY/TV ROOM 08

Occup

LIBRARY

V

20.6m2

17.6m2

clean area

Notes Racking

CHANGE/PREP

7.2m2 V

7.7m2 V

STORE/OFFICE

Mechanical

SUB WAIT

6.3m2 V

V

RECEPTION 11.9m2

ADMIN. OFFICE

D22

D49

D25

15.8m2 C

5.6m2 NSV

5.6m2 M

D31

D30

W5

10.8m2

V 1.9m2 838

V 2.4m2 4.7m2 V 15.4m2 V 6.3m2 V

MED.REC. 15.6m2 C

EXIT FIRE

STAIRS REAR

6.2m2 V

CHANGE/PREP

26.8m2

9.5m2 V

FEMALE

D50

10.3m2 M

1.8m2 NSV

34

3.3m2 QT 15.2m2 C

15.4m2 C

7.4m2 V

CHANGE/PREP

MALE

6.7m2 V

D51

D 5

D3 4

19.0m2 C 6

Supervisors Office

Maintenance Manager &

FD30s D3 VP 1

FD30s VP

11

Hotel Services Office 9

10.0m2 C

X R a y Records

172.7m2

89.9m2 V

11.0m2 M

72.4m2 V

10 Hotel Services Manager

6.7m2 C

5

FD30s VP

W7

SV 9.7m2 N

30.6m2 V

D1

D55

D52

3.7m2 NSV D53

7.1m2 C

33

STAFF CH 06

V

D20

20.6m2 M

12

OFFICE W8

9.4m2 V

SERVING KITCHEN

D56

3.3m2 NSV

5.1m2 NSV

D24

8.2m2 NSV

8.9m2 NSV

6.7m2 V

5.7m2 NSV

5.1m2 NSV

1.2m2 V

4.6m2 NSV

49.4m2 NSV

EBME Mechanical 13 Workshop

10.1m2 NSV

Physio Store

G06

5.0m2 V

EBME Workshop

4

32

TEL 07

D2

STORE

D54

D23

2.4m2 2.6m2 V NSV

13.7m2 V

51.1m2 V

15

(vinyl floor)

NSV

CORRIDOR 01

V

STAIRWAY

REAR ACCESS AND

V

DESK

LARGE GYM

D19

12.8m2 M

6.0m2 M

17.2m2 V

5.7m2 NSV

Store

Walkway

General Office

87.9m2 C

135.7m2

P e a gravel

M 61.0m2

AREA

15.4m2

OFFICE

RECEPTION

BOILER ROOM

D17

36.1m2 M

4.8m2 M

7.3m2 M

8.1m2 M

10.4m2 C

10.1m2 V

11.0m2 C

X R a y Records

Theatres

G05 Store

7.9m2 C

G15

7.8m2 C

Mattress Soak Test

14.0m2 NSV

D3 2

W11

DAY/DINING ROOM 51

1

57.6m2

DINING

AREA

OFFICE

LOBBY

DISABLED WC

D57

D63

D 6

11.3m2 C

7

98

10

11

12

13

14

15

16

17

16

Store

NSV 4.0m2 7.2m2 C EBME

Receptio n

W9

37.3m2 NSV

FD30s VP

31

NSV

35.8m2 V

2

WAITING

TREATMENT ROOM

STAFF BASE

PHYSIOTHERAPY

D15

5.6m2 M

SHOWER

D 3

D18

1.6m2 M

up stair under) plant

7

98

10

11

12

13

14

15

16

17

18

6

18

66.5m2 V

19

EBME Manager Office

14

Med Records

G04

7.2m2 V

25.7m2 V

11.8m2 C

G16

X R a y Records

Patio

20.8m2

D3 3

D5

UP

15

5.7m2 V Lift.

WA X TREATMENT ROOM

AIDS WALKING STOREROOM

SMALL GYM

D58

(lift

2111

width

1800 clear

up

20

4.3m2 V

Store

G03

10.3m2 C

Med Records

Gents 17 Toilet

NSV 8.1m2

19 16.9m2 NSV

Meeting

to be

Cashiers Office

replaced

SECRETARY D6

3

3.3m2 V

TOILETS

D59

19

stair

8.6m2 C

21

Risk

G17

V 1.2m2

3.9m2 C

7.2m2 C

40.3m2 C

WC

1

hiers hatc h

VP 30

Plant Room

10.3m2 C

Room

Window

W10Cas

Cashiers Lobby FD30s

CORRIDOR 04

14

NSV

3.3m2 V

8.8m2

D60

20

6

22

G02

Offices I.T. Coding & Notes Storage

W4

W3

W2

2

Corridor

18 4.3m2 NSV

1

Finance to

MILK KITCHEN 08

4

UP

13

5.0m2 V

V

D13

21

4

5

5.0m2 NSV

D14

M 2.2m2 NSV 3.6m2 2.1m2 M

D12

22

18.4m2 C

23

3

23

KITCHEN

G18

6.7m2 V

5.8m2 NSV

V 4.8m2

Pantry

5.93m2 NSV

Entrance

Patio

VISITOR 104

5

20.5m2 NSV

C

25.5m2

L

1.7m2 M 3.2m2 NSV

27.1m2 M

D11

24

2

24

Finance

WC

SECS OFFICE P e a gravel

Proposed

CORRIDOR 105

12

5.6m2 V

5.8m2 V

43.6m2

V

4 3 Bed Ward

PANEL

G CONTRO

D 2

HEATIN

D 9

7.5m2 M

1

8.1m2 V

0.8m2 V 0.8m2 V

1.5m2 V

OFFICE Boiler Room

NSV 2.1m2

13.7m2 C

ROOM PLANT

8.1m2 C

G19

7.2m2 M

25.5m2 M

11.5m2 V

9.5m2 V

4.1m2 NSV

10.7m2 C

Courtyard

13.5m2 C

Corridor Link

107

6

STORE

V

RECORDS X RAY

71.3m2

V

RECORDS X RAY

48.4m2

DINING ROOM

rwp

25.5m2

2 3 Bed Ward

rwp

D10

D 8

77.0m2 M

NSV

NSV

13.7m2

13.8m2

D 7

oor xternal d ary e tion tempor comple ed upon ith remov e dw and r e p l a c II o fp h a s e l interna swing double doors fire

85.3m2 M

D 1

2.9m2 NSV

2

58. Generator House 7.0m2 V

EXAM ROOM R03

ea Wet A r

Assisted Shower/ NSV 6.8m2 WC ea Wet A r

WC

Assisted N S V 6.8m2 Shower/

NSV

NSV

NIGHT STAY 106

11

C

DIABETES CARE

V

4.0m2 C

NSV

KITCHEN

13.0m2

rwp

V

25.5m2

3 3 Bed Ward

12.5m2

59.5m2

04

7

13.0m2

12.3m2

OFFICE

rwp

25.5m2

1 3 Bed Ward

D61

DISP

fr door 1hr ic magnet c/w open hold - door device ned positio t o be lly o n centra r corrido extg. line

NSV

NSV

CORRIDOR 04

10

UP

C

V

WC G64

3.4m2 V

G68

19.4m2 V

6.9m2

STORE 01

9

ELL

LOUNGE

46.4m2

105.0m2

Clean V 7.6m2 Utility

Nurse Station

17.3m2 V

SV 4.8m2 N

SV 2.9m2 N

SV 10.3m2 N

G4

SV 13.7m2 N

2.2m2

3.0m2 NSV

64

8

V

MATW

27.2m2 C

V

Room

8.7m2 C

NSV

KIT MILK 62

E EDIAT INTERM NG LANDI

D5

hour 1/2 g closin self

42.2m2

FOYER

8.1m2 V

V

Beverage Bay

Store

8.5m2

V

4.1m2

Fire Exit

5.8m2 C

27.0m2 V

26m2 V

C.C.U.

TIONS

V 1.7m2

G7

PUVA

7.9m2 V

11.6m2 V

G5

L APPLICA

NSV

8.3m2

V 5.2m2

MALE

WC

5.1m2 C

OFFICE

NSV

SKILLS LAB

61.1m2

CLINICAL

UP

DISABLED

3.1m2 QT

19.4m2 V

rwp

Store

NSV

80.5m2 Q T

23.7m2 C

56.2m2 V

Shower

TOPICA

12.3m2

NSV

Shower/wash

81. Accident Emergency Fracture Clinic FLOOR

CS

3.3m2

22.1m2 Q T

4.8m2 NSV

54.5m2 V

10.1m2 V

SV 62.8m2 N

SV 2.5m2 N

G6

m / W C

NSV 4.7m2

Bathroo

G8

21.0m2 C

2.5m2 NSV

14.8m2

NSV

63

QT

WC

GROUND

rwp

Staff Office

Reception

V

39.4m2 Q T

KITCHEN G59

SV 5.8m2 N

G58

SV 2.4m2 N

NSV 2.7m2

OOM W BAND R

G9

NARRO

SV 7.3m2 N

NSV

4.8m2

DIRTY Y UTILIT

10050E

D6

Room

CLEANER g

NSV

1.5m2 QT

FEMALE

New boiler

5.6m2

6.7m2 QT

19.9m2 NSV

Fire Exit

13.4m2 V

SINGLE G57

12.6m2

DERMATOLOGY

9.3m2 V

6.3m2 V

WC/CHANGE G11

9.0m2 V

SV 7.3m2 N

SECRETARIES G14

18.2m2 C

KITCHEN G13

SISTER G12

10.6m2 C

SISTER G60

10.4m2 C

G1

NSV

NSV

915

Castle Ward

Store

PLANT

l Contro panel

g Existin boiler

V

M

sluice

V

SINGLE G16

12.6m2

38.8m2

NSV

C 14.9m2

73 10.7m2

LAUNDRY /CLR. 4.0m2

C 22.8m2

NURSES STATION

Occupa NSV

SINGLE BED

V 3.5m2

Health 10.7m2

NSV 9.8m2

C 13.0m2 C

LINEN

80. Burkeman Davis MacGregor Ward 53. H.S.D.U. 10.2m2

Dist. board.

2

ENT

WC

10.1m2

Unisex 3.0m2 Staff NSV

Store

Sluice

NSV 4.1m2

NSV

SV 13.4m2 N

SHOWER G17

LINEN G18

NSV

14.8m2

NSV 14.3m2

NSV 5.6m2

KITCHEN

NSV 8.5m2

12.1m2

OFFICE

51 consultants office

5100N

55. General Pathology QT

V

rwp

242.7m2

3.9m2 QT

22.0m2 NSV

8.6m2 V

NSV 4.0m2

8.9m2

WASH

C 5.5m2

C 7.4m2

OFFICE

320

59. Pathology Laboratory

46. Mortuary

74. Woodleigh Beeches

11. Opthalmology Offices.

Victoria Ward (1) Mary Ward (1) 10.0m2

44.6m2 V

25.5m2

Air Vent

NSV

OFFICE

10050E

g

Coronary Care Medical Offices (1) U

10.7m2 V

rwprwp

Ward NEW 3 Bed

rwp rwp

Air Vent

3.8m2 NSV

rwp

Boiler Room

Unisex Disabled NSV WC 3.9m2

10.2m2

NSV

2.6m2 V

SINGLE G56

13.9m2 V

CLNR G20A

SHOWER G20

SV 3.5m2 N

G19

DIRTY G36

10.4 NSV

G46

LINEN G54

2.9m2 V

SHOWER G55

SV 4.1m2 N

24.9m2 V

SHOWER G53

SV 4.3m2 N

SINGLE G52

2.4m2 V

SLUICE G53A

AIR LOCK G21A

SINGLE G21

SV 13.9m2 N

SV 2.9m2 N

DIRTY G37

NSV

6.9m2

15.7m2

17.0m2

W AY OUT 15.6m2

TREATMENT ROOM V

2.5m2 NSV male

3

Male wc Female wc Disabled wc

C 10.6m2 C 6.0m2 C

OFFICE

OFFICE

2.6m2 NSV V

117.6m2

Female Shower/wash

Bay 10 Bed

V 10.5m2

SINGLE BED

OFFICE 2.9m2 NSV

C 6.7m2

NOTES ROOM C 6.7m2

W.C. C 15.0m2

7.8m2

STAFF

NSV 3.9m2

DIRTY

STORE

53 Indicative King's Fund Bed

By Others

UP

ea Wet A r

M

NSV

915

11.5m2 V

WC

Assisted N S V 6.8m2 Shower/

V

9.9m2 NSV

SV 6.4m2 N

SH/WC G35

6.5m2

NSV

SV 9.5m2 N

CHANGING G52A

7.1m2 V

12.2m2 V

7.8m2 C

23.3m2 NSV

SV 5.6m2 N

SH/WC G38

NSV & C

47.5m2 V

184.4m2

SH/WC G40

6 BED G22

SV 49.9m2 N

NSV

NSV

25.4m2

5.5m2

12.8m2

6 BED G51

50.0m2 V

4.5m2

SH/WC G39 N S V

SV 4.6m2 N

SV 95.1m2 N

NSV

NSV

915

3.2m2 V

1

21.4m2

7.1m2 NSV

6 BED G50

49.2m2 V

4.4m2

92.6m2 V

SV 4.5m2 N

Linen Store G33

Linen Store G34 V

7.2m2

54.8m2

C 16.0m2

14 75.1m2

915

9.2m2 V

rwp rwp

ENT

10.9m2 NSV

11.6m2 V

34.4m2 NSV 10.6m2 V

Blood Bank

6 BED G49

SV 6.5m2 N

SH/WC G32

SV 6.6m2 N

SH/WC G41

6 BED G20

NSV

2.2m2 NSV

2.2m2 NSV

9.3m2

SV 49.6m2 N

SQUIRE WARD

STAFF G31

STAFF G42

MALINS WARD LINEN G43 0.9m2 V

CLEAN G30 SV 8.3m2 N

48.8m2 V

G29 LINEN

CLEAN G44

SV 8.6m2 N

6 BED G24

SV 50.3m2 N

NSV

4.0m2 V

80.7m2 T

838

7.7m2

CLEAN UTILITYV

STORE

1.8m2 V

rwp rwp

V

4.6m2 V

38.6m2 C

2

22

77 ELEC. 3.8m2

MEDICAL SECS

V 10.3m2

2.9m2 V

25.5m2

Ward NEW 3 Bed

G . W . P.

G . W . P.

G . W . P.

G . W . P.

1.1m2 V

Entrance V Lobby 7.8m2

1.2m2 V

5.1m2 NSV

3.6m2 NSV

G19

SV 4.5m2 N

SH/WC G28

SV 4.4m2 N

SH/WC G45

G48

51.1m2 C

21.7m2 V

SV 5.2m2 N

STORE G27A

4.6m2

V

ROOM TREATMENT G48

BATH G47

SV 10.9m2 N

45.6m2 V

DAY ROOM G27

WC G24

3.8m2 V

SLUICE G24A

SV 6.1m2 N

2.8m2 NSV

5.4m2

SV 6.0mS N

16.0m2 NSV

17

DIRTY UTILITY NSV WC D AY ROOM C

30

ROOM PLANT

46 838

23

DOCTORS OFFICE

V 111.6m2

MALE BEDS

3 lp

54. Purchasing/Stores 10.0m2

3.0m2 V

OFFICE

ROOM STAFF G25

V 1.8m2

tional

21

74 4 5 CLNR

7.3m2

DIS' W C 3.3m2 NSV

3 1 CORRIDOR

Proposed proposedarrangement arrangement

Existing arrangement arrangement existing

16.3m2 C

10 13.4m2 C

45 8.0m2 NSV 2.8m2 NSV

Shwr

5.0m2 NSV

3 2 OFFICE

V

80

4 3 OFFICE 4 4 OFFICE

15.5m2 C 20.5m2 C

2 11.8m2 V

NSV

NSV

14.6m2

7.5m2

1800

3 3 OFFICE

15.5m2 V

STAIRS

15.6m2 C

WC G25A

6.9m2 NSV

width clear

sluice

36 37

A 38

width clear

WC

13 E T R E S T A L P I T O S H G N I S T I E X

T RE E T ITA L S HO SP FFL = 9.772 IN G E X I ST

1 ase k o n Ph in l i n e o fl centre to e wl i n k ine o f n entrel mm c 20966

WC

1 1

41

4 6 OFFICE

4 1 MALE

3 20 42 40

39

9.4m2 C 20.2m2 C 4 7 OFFICE

3 4 OFFICE

12 WC

WC

20.6m2 C 21.8m2 C

17.3m2 C 7.2m2 V 7.5m2 V

72 84

3 8 PLANT

3 7 OFFICE

12.1m2 C 11.8m2 C

4 2 OFFICE 4 0 FEMALE

1 19

16.0m2 C

18 9.7m2 C ROOM 3 6 SEMINAR

3 5 OFFICE

42.8m2 C

20. Doctors Mess

g

37. Facilities

78. Outpatients Fairfax Ward

2

32. Day Surgery Unit 14. Dental Department

S.C.B.U. (1) Beaumont Ward (1) lp

41. Malins Ward Squire Ward Porters/Domestics (1) Clinical Psychology (1) Dietetics (1) 21. Medical measurement

4

Occupants of Parsons Block relocated to vacated accommodation Swan Ward (1) 39. Womens Unit & Colposcopy 79. Chapel e.g. Dugdale ward Secretaries (1) 40. Charlecote Ward Diabetes Care Nurse Changing (1)

g

Telephone 36. exchnage to new building X Ray Recordsetc relocatedNicholas Labour Suite (1) Ward Mai Entrance

18. Telephone Exchange & Security Base

g

Theatre Suite (1) Intensive Care (1) Willoughby Ward (1) g

Finance (1) Oken Ward

31. Day Surgery Unit.

1

5150N

44.

Brooke Suite (1) 12. General Management Medical Records & I.T.

57. Microbiology 42. Dining Room Kitchens & Shop 447.5

73

79

84. Hatton Ward

23 Hour Ward (1)

78 50

2 9 STAIRS

16.0m2 NSV

16.44

10. Endoscopy Unit

KEY

!

38. Medical Day Unit

19. Jephson Centre g

81

30. Radiology & Catheter Lab 50. Guy Ward based setting 77. Pharmacy GU services relocated to a communityy 13. Machen Eye Unit

g

22. Cardiac O.P.D. New 2-storey ward block to provide additional capacity with 48 72. Medical Education Block 45. Dugdale Ward 23. Physiotherapy beds Occupational Therapy (1) Ambulatory Cancer Unit 73. Occupational Health

4. John Turner Centre

A g

HOSPITAL BLOCKS.

13.3m2

Ofice/Library

58

23.0m2

C

38.6m2

Special Care Baby Unit

19 V

Estate Data Strategic Issues All healthcare providers have a responsibility for

The Estate Strategy is a long term plan for managing

the management of their assets. A well devised

the estate in an optimum way in relation to the

estate strategy is an essential element of that

service and business needs of the Organisation and

management. SHP proposes to develop guidance

the local health economy. It is required to be able

to hospitals to assist them to develop their Estate

to deliver a modern health service fit for the 21st

Strategies.

century, where buildings and equipment are in the right place, in the right condition, of the right type and are able to respond to future service needs. It includes:

SHP has an in-house specialist team that contains not only healthcare planners but also architects and MEP consultants who are able to produce solution as illustrated overleaf that are workable and realistic.

20

•

the analysis of the current estate and how it performs

•

proposed changes to the estate over the next decade

•

proposed performance improvements

•

estate rationalisation plans

•

site master plans

•

a comprehensive estate investment programme

Existing

Proposed

The SHP guidance on the methodology for analysing

The estate has a critical influence on the key quality

the estate will include standardised cost estimates

issues of:

for land, buildings, engineering plant and services,

•

safety

and external works and on average accounts (with

•

infection control

the energy and manpower needed to operate it) for

•

fire precautions

about 10% of the annual revenue expenditure of a

•

physical environment (internal and external)

Trust, and 85% of its capital programme.

•

environmental conditions (energy / emissions / sustainability)

•

access

•

suitability for function

•

transportation / car parking

•

aid to healing

•

recruitment and retention of staff

These are the principles SHP adopts when carrying out their duties.

21

Benefits of the Estate Strategy

The range of benefits to a healthcare provider and the wider health economy in having a formal estate strategy are: •

an assurance that the quality of clinical services provided will be supported by a safe, secure and appropriate environment

The process of identifying and appraising options as part of strategic service planning produces the framework within which detailed investment proposals can be developed.

-

•

a means of ensuring that capital investments reflect service strategies

•

a plan for change in which progress can be measured

•

a strategic context in which detailed business cases for all capital

•

investment can be developed and evaluated

•

a means by which the healthcare procurement body can identify capital investment projects which will require formal approval and relate to the Local Development Plan.

•

a clear strategy to: •

establish sustainable development and environmental improvements

•

ensure assets are effectively managed

•

ensure

risks

are

controlled

investment properly targeted •

22

to reduce risk

and

The essence of the healthcare estate is to provide

The process of identifying and appraising options

an appropriate environment from which to deliver

as part of strategic service planning produces the

a quality healthcare system to all of the population.

framework within which detailed investment

Management of the assets should form part of

proposals can be developed. In summary the

an integral process of strategic service planning.

following information should be presented:

Developing a realistic service plan will be

•

the estate that is to be retained;

determined by the interaction of service need,

•

the degree of modification (extension, change

asset availability and performance, the constraints

of use, reduction) envisaged to your existing

of available finance, and the availability of skilled

estate;

healthcare professionals.

•

the need for additional land and property and the functional units to be provided;

The resources of people, finance, assets and

•

information should be considered in an iterative way in a strategic service planning exercise.

the availability for disposal of unwanted existing land and property;

•

the potential for re-use of assets (equipment, plant) currently used in unwanted facilities;

The stock of land and property represents a valuable

•

the timing for delivery of retained, refurbished,

resource equally as important as the resources of

re-usable, extended or newly-created land,

finance and manpower. Experience shows that a

property and other assets and the availability

creative manipulation of the estate in the context

for disposal of unwanted assets;

of service planning can substantially reduce the

•

the resources to sustain the resultant estate.

revenue burden. But it can only be achieved if the nature of the estate and its future potential are properly understood.

23

Portuguese Institute of Oncology

UK

specialist

healthcare

planners

Strategic

Healthcare Planning International Ltd is currently preparing a proposal for presentation to The Portuguese Institute of Oncology to demonstrate the methodology and benefits that can be derived by aligning service aspirations with the estate from which it is to be delivered by the production of an estates strategy.

Throughout its history, the Institute has established itself as a multidisciplinary cancer center of reference for the provision of health services in the area of oncology, with extensive activity in the areas of research, education, prevention, diagnosis, treatment, rehabilitation and continuity care, ensuring every patient care to meet their needs, according to the rule: “the patient first.�

The Portuguese Institute of Oncology provides its services from 3 different locations, Lisbon, Oporto and Coimbra.

24

25

Service Alignment Operational Issues The first task for the estates professional to

Land and property appraisal is the key activity in

understand is the support the estate can give to

drawing up a baseline assessment of your land and

facilitating the service strategy. This will involve a

property. It is the first step in the creation of an

review of the buildings.

estate strategy. Information from land and property appraisal is also essential in drawing up annual

Land and property appraisal involves a thorough

minor capital and estate maintenance programmes.

examination of the land and property with the

Before starting the appraisal process ensure that you

ultimate aim of calculating what it will cost to

are clear about the objectives for carrying out the

maintain the estate at an acceptable standard

work. This is important because it will determine

and where opportunities for adaptation and

the level of detail at which you collect data.

rationalisation lie. The underlying aim of such an appraisal is to ensure that the estate, as a resource, is aligned with the service objectives, so that you can provide the right facilities in the right place at the right time.

26

Elective Care Centre

27

S T R AT E G I C

HEALTHCARE

P L A N N I N G TTC House Hadley Park, Telford Shropshire, TF1 6QJ T: +44 (0) 1952 677660 F: +44 (0) 1952 605716 info@shp-uk.com www.shp-uk.com