WEST SUFFOLK HOSPITALS

 

NHS TRUST

 

ESTATE STRATEGY DOCUMENT

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Mr S. Moore                                                                                         Document written by:-

Facilities Director                                                          Mr T. Robertson

West Suffolk Hospital                                                    Facilities Modernisation Manager

Hardwick Lane

Bury St Edmunds                                                                      Tel. 01284 713651

Suffolk                                                                                      Fax 01284 713875

Index

 

No	Section
	Introduction
1	Site Plan (s) and Current List of Properties
2	Diagram of Existing Estates Management Structure
3	Brief History of Trust
4	Trust Performance Data, Pie Charts and Graphs
5	Current Health and Safety Arrangements
6	Details of Maintenance Being Carried Out
7	Existing Emergency Procedures and Contingency Plans
8	Prioritised Risk Register
9	Environmental Impact Assessment
10	Asset Management and Space Costs
11	Current Estate Values and Copy of District Valuers Report
12	Current Service Profile
13	Summaries/Minutes of Meetings with other Departments
14	Estate Performance Targets
15	Summary of Priorities to be Addressed and Budget Costs
16	Proposed Programme of Capital Investment
17	Proposed Revenue Investment Programme
18	Anticipated Closures/Demolition Programme
19	Forecast of the Effect of Implementing This Strategy
20	Reporting

 

 

 

 

 

Introduction

 

 

The purpose of the Estates Strategy Document is to provide a summary of the estate as it exists at present with a brief history of the Trust and information on the current estates management structure.

 

It highlights the Trust performance relating to the physical condition of the estate, its functional suitability, space utilisation, energy performance and compliance with fire statutory and non-statutory standards in both tabulated and graph form and compares the Trusts performance with the National Performance Indicators.

 

The document provides details of existing maintenance being carried out and also focuses on existing Health and Safety arrangements and Emergency Procedures that are in place.

 

From an analysis of the existing performance a list of priorities to be addressed have been incorporated which are aimed to eliminate backlog maintenance over a period of time, it also addresses energy performance, space utilisation and functional suitability and ensures that the trust will be fully compliant with fire statutory and non-statutory standards.  Included in the list of priorities are Health and Safety at Work requirements that need to be addressed relating to the work carried out by the Estates Tradesperson and outside contractors in order to reduce the risk of accidents and any subsequent litigation.

 

The strategy document includes proposed projects that need to be undertaken to ensure that the service that the Trust provides meets the needs of the community it serves.

 

The concluding section of the document summarises the estimated cost of the procedures that need to be addressed together with a programme of capital and revenue investment.

 

A copy of the document is held by the Head of Estates and Facilities at the Regional office of the NHS Executive and on an annual basis the progress of the Action plans are submitted to the Regional Office to enable them to monitor the progress.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 1

 

Site Plans

 

&

 

 

Current List of Properties

 

 

Figure No. 1(a)

 

 

Property Schedule

 

West Suffolk Hospitals NHS Trust

 

 

1.      West Suffolk Hospital, Bury St Edmunds - comprising:

 

Ref.	Block/ Area	Floor Size of Block/Area (M²)
001	Main Building Area 1A	2660
002	Main Building Area 1B	3564
003	Main Building Area 1C	3820
004	Main Building Area 1D	1485
005	Main Building Area 1E	3564
006	Works Department	1551
007	Pharmacy	365
008	Geriatric Department	3875
009	Staff Residence	4594
011	Ophthalmology Department	205
012	Rowan House	865
013	Drummond Centre (Social Club)	625
014	Generator House	108
015	Main Kitchen	2531
016	Day Surgery Unit	900
017	Facilities Directorate	360
018	Main Building Roof Plant Areas	0
019	External Area	19 Hectares

 

2.      Walnuttree Hospital, Sudbury – comprising:

 

Ref.	Block/ Area	Floor Size of Block/Area (M²)
001	Boilerhouse/Mortuary	178
002	Day Hospital	520
003	Main Block	4081
004	Outpatients	508

                                   

3.      St Leonards Hospital, Sudbury – comprising:

 

Ref.	Block/ Area	Floor Size of Block/Area (M²)
001	Main Block	690

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 2

 

Diagram of Existing Estates

 

Department Structure

 

 

Estates Department

 

 

 

 

 

 

 

Section 3

 

Brief Overview of the Trust

 

 

 

 

Section 3 Brief Overview of the Trust

 

Area covered by the trust:

 

The Trust serves an area of approximately 600 square miles, which extends to Thetford in the north, Sudbury in the south, Newmarket to the west and Stowmarket to the east. This encompasses a population of approximately 275,000.

 

 

 

Outpatient Services

Outpatient services in the community provide convenient local access to consultant-led clinics. There are outpatient services at:

·         Newmarket Hospital

·         Thetford Cottage Hospital

·         Haverhill Health Centre

·         Mildenhall Clinic

·         Stowmarket Health Centre

Patients are also treated who live in the neighbouring counties of Essex, Cambridgeshire and Norfolk and who choose to be referred to the West Suffolk Hospitals. To acquire funding to treat these patients, the Trust contracts with Health Authorities and GPs Fundholders who are responsible for purchasing care for their patients.

 

 

 

 

Hospital Sites

 

The West Suffolk Hospitals NHS Trust provides acute health services in West Suffolk and manages hospitals on three sites:

 

	The West Suffolk Hospital in Bury St Edmunds was opened on it’s present site in 1974. At the time of opening the hospital had a full compliment of 549 beds, of which 53 were psychiatric. The hospital provides a full range of acute services with all associated inpatient and outpatient facilities.
	The Walnuttree Hospital in Sudbury, with 68 beds, is a key part of the Trust's Care of the Elderly Services with day hospital and outpatient services.
	St Leonard's Hospital provides outpatient and x-ray facilities in Sudbury.

 

The West Suffolk Hospital

Hardwick Lane, Bury St Edmunds, Suffolk IP33 2QZ
Tel: 01284 713000

 

The West Suffolk General Hospital was founded in 1832, moving to its new site in Hardwick Lane in 1974. It was the first of a new design of hospital to open known as the “Best Buy” hospitals. This was the first standard design to combine a compact and economical hospital to meet modern purposes, of which there are now three more in East Anglia (at Hinchinbrooke in Huntingdon, James Paget in Great Yarmouth and Queen Elizabeth II at King’s Lynn).

A major extension providing facilities for elderly patients opened in 1977 and a Day Surgery Unit opened in 1994. The hospital now boasts a total of 710 beds. Mental Health Services are managed by the Local Health Partnerships NHS Trust within a separate unit on the hospital site.

Set in a 19-hectare parkland site on the edge of Bury St Edmunds, the hospital has scope for expansion to meet the developing health care needs of the people of West Suffolk.

Note: NHS Trusts were introduced as part of the NHS Reforms in 1991, when providers of health services (e.g. hospitals or community services) could choose to become self-managing Trusts as part of the NHS. The West Suffolk Hospitals NHS Trust elected to go for Trust Status in the third year, becoming a Trust on 1^st April 1993.

 

Facilities

The hospital has a shops complex and a cafeteria is available to staff, patients and visitors. The canteen offers a variety of good value meals in a relaxed environment. The hospital library has a wide range of resources, books, journals and computers to facilitate literature search and helpful librarians.

There is a National Westminster bank in the hospital, which is available for all staff to use. There is also a cash machine available.

The hospital offers temporary accommodation on the West Suffolk Hospital site.

 

Walnuttree Hospital

Sudbury, Suffolk CO10 6BE
Tel: 01787 371404; Fax: 01787 372339

Walnuttree Hospital is a vital part of the care provided by the Department of Medicine for the Elderly. It has 68 beds, three wards for consultant geriatric beds, one ward for GP beds, and a Day Hospital. There are also a variety of outpatient clinics serving the general population.

The hospital’s main building was constructed in 1836. The day hospital was extended in 1972.

 

St Leonard's Hospital

Newton Road, Sudbury CO10 6RQ
Tel: 01787 371341, Fax: 01787 313977

St Leonard’s Hospital was built in 1876 as a voluntary hospital and provides the town with outpatient and X-Ray facilities. The Mental Health Unit of the Mid Anglia Community Health Trust and the local GPs’ night service (WESTDOCS) operate their services for the Sudbury area from the site.

Planning is at an advanced stage to replace both Walnuttree and St Leonard’s with a single community hospital.

 

A new hospital for Sudbury

The Trust has been working with Suffolk Health, Local Health Partnerships Trust, the Community Health Council and Sudbury Town Council on a project group to determine the requirements for health services in Sudbury.

The Walnuttree and St Leonard's Hospitals are in poor condition and need to be replaced. Having considered the health and social needs of the local population the project group has proposed an innovative model of care to meet those needs.

Involving a new build on land owned by the Trust, it brings all the services together on to a single health and social care campus, providing a 40 bed community hospital giving wide ranging benefits to the community.

The proposal, which was approved by the Trust Board and Boards of Suffolk Health and Local Health Partnerships NHS Trust has been submitted to the NHS Executive. It could be possible for the new facility to be opened by the summer of  2006.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 4

 

Trust Performance Data

 

Pie Charts & Graphs

 

 

Section 4

 

Trust Performance Data, Pie Charts and Graphs

 

A five facet survey was conducted at the West Suffolk Hospital in March 1997 and the data from that survey has been used as the benchmark for this document. Also included is an estimation of how the estate has changed under each of the five facets in the intervening period.

This data will be updated in the financial year 2003/04 when a new five facet survey will be commissioned.

 

General

 

This section includes a schedule of the current estate performance (ESTATECODE) relating to:-

 

Physical Condition:-

 

A	The element is as new and can be expected to perform adequately to its full normal life
B	The element is sound, operationally safe and exhibits only minor deterioration
C	The element is operational, but major repair or replacement will be needed soon, that is within three years for building and one year for an engineering element.
CX	As above, but situation cannot be improved without replacement
D	The element runs a serious risk of imminent breakdown
DX	As above, but situation cannot be improved without replacement

 

 

Functional Suitability:-

 

A	High degree of satisfaction
B	Acceptable/reasonable: no major change necessary
C	Below an acceptable standard
D	Unacceptable in its present condition
X	Indicates that the facility is so below standard (so is impossible to improve) that nothing but a total rebuild will suffice.

 

 

Space Utilisation:-

 

1	Empty
2	Under-used
3	Adequate
4	Overcrowded

 

 

Energy Performance:-

 

A	35-55 GJ/100 cu m
B	55-65 GJ/100 cu m
C	65-75 GJ/100 cu m
D	75-100 GJ/100 cu m

 

 

Compliance with Fire and Safety Standards:-

 

A	New building complying with all statutory requirements and Firecode guidance
B	Existing building complying with all statutory requirements and Firecode guidance
C	A building which falls short of A or B
D	Areas which are dangerously below either A or B

 

Overall pie charts have been produced for each of the above.

 

Also included are schedules of areas categorised C & D for:-

 

Physical Condition

Functional Suitability

Compliance with Fire and Safety Standards

 

 

Figure No. 4(a)

Schedule of Estates Performance

 

West Suffolk Hospitals NHS Trust

 

Ref

Block/Area

Floor Area (M²)

Physical Condition

Functional Suitability

Space Utilisation

Energy Performance

Fire and Safety Compliance

1997

2002

1997

2002

1997

2002

1997

2002

1997

2002

001

Main Building Area 1A

2660

C

C

B

B

3

3

C

B

C

B

002

Main Building Area 1B

3564

C

C

C

B

3

3

C

B

C

B

003

Main Building Area 1C

3820

C

C

C

B

3

3

C

B

C

B

004

Main Building Area 1D

1485

C

C

C

B

4

3

C

B

C

B

005

Main Building Area 1E

3564

C

C

B

B

3

3

C

B

C

B

006

Works Department

1551

C

B

B

B

2

3

C

B

C

B

007

Pharmacy

365

B

B

B

B

3

3

B

B

C

B

008

Geriatric Department

3875

C

C

C

C

2

3

C

B

C

C

009

Staff Residence

4594

C

C

B

B

3

3

B

B

C

B

011

Ophthalmology Department

205

B

C

B

C

3

4

B

B

C

B

012

Rowan House

865

B

B

B

B

3

3

B

B

C

B

013

Drummond Centre (Educ. Centre)

625

B

A

B

A

3

3

B

B

C

A

015

Main Kitchen

2531

B

B

B

B

3

3

B

B

C

B

016

Day Surgery Unit

900

A

B

B

B

3

3

B

B

C

B

017

Facilities Directorate

360

B

B

B

B

3

3

B

B

B

B

018

Main Building Roof Plant Areas

0

C

C

B

B

3

3

C

B

C

C

019

External Area

N/A

C

C

B

B

2

2

B

B

B

B

020

Site Wide Issues

N/A

C

C

C

C

4

4

C

B

C

C

Majority Office/Admin areas

N/A

C

B

C

B

B

Total

34316

 

Data Summary

           

	Physical Condition		Functional Suitability		Space Utilisation		Energy Performance *		Fire & Safety Comp.
	1997	2002	1997	2002	1997	2002	1997	2002	1997	2002
A*(1)	3	5	0	5	0	0	0	0	0	5
B*(2)	24	61	63	78	8	5	1	0	40	78
C*(3)	73	34	37	17	76	84	99	100	60	17
D*(4)	0	0	0	0	16	11	0	0	0	0

 

 

 

 

 

Pie Charts

 

for the

 

Estate Performance

 

 

Figure No. 4(b)

 

Overall Pie Charts for the Estate

 

Physical Condition – Expressed as a percentage of the Total Area

 

Condition %	1997	2002
A	3	5
B	24	34
C	73	61
D	0	0
X	0	0

 

 

 

 

 

 

 

 

Functional Suitability – Expressed as a percentage of the Total Area

 

Suitability %	1997	2002
A	0	5
B	63	78
C	37	17
D	0	0

 

 

 

 

 

 

 

 

 

 

 

Space Utilisation – Expressed as a percentage of the Total Area

 

Utilisation %	1997	2002
A	0	0
B	8	5
C	76	84
D	16	11

 

 

 

 

 

 

 

 

Energy Performance – Expressed as a percentage of the Total Area

 

Energy Perf.%	1997	2002
1	0	0
2	1	0
3	99	100
4	0	0

 

 

 

 

 

 

 

 

 

 

Compliance with Fire & Safety Standards– Expressed as a percentage of the Total Area

 

H&S	1997	2002
A	0	5
B	40	78
C	60	17
D	0	0

 

 

 

 

 

 

 

Schedule of Areas

 

Currently Categorised

 

C & D

 

Figure No. 4(c)

 

Schedule of Areas Where the Physical Condition is Currently Categorised C and D

 

Ref.	Block/ Area	Expenditure Required to Bring to Category B - £K
001	Main Building Area 1A	£1,850K
002	Main Building Area 1B	£1,950K
003	Main Building Area 1C	£1,850K
004	Main Building Area 1D	£1,200K
005	Main Building Area 1E	£2,600K
006	Works Department	-
007	Pharmacy	-
008	Geriatric Department	£800K
009	Staff Residence	To be Sold
011*	Ophthalmology Department	£600K
012	Rowan House	To be Sold
013	Drummond Centre (Education Centre)	-
015	Main Kitchen	-
016	Day Surgery Unit	£350K
017	Facilities Directorate	-
018	Main Building Roof Plant Areas	£350K
019	External Area	£250K
020	Site Wide Issues	£750K

 

* New ophthalmology department to be built as part of the extension to the Day Surgery Unit. Due to open in the autumn of 2003. Existing Ophthalmology Dept to be redeveloped as Diabetes Clinic.

 

Cost Detail :-

            Main Building Area 1A:            F12 - £350K

                                                            Urology - £750K

                                                            PGME(a) - £750K

             Main Building Area 1B:            F7/8/10 - £1,200K

                                                            PGME(b) - £750K

            Main Building Area 1C:            F5/6 - £800K

                                                            Outpatients - £750K

                                                        Physiotherapy - £300K

            Main Building Area 1D:            F3/4,G2/3 - £1,200K

            Main Building Area 1E: X-Ray - £500K

                                                            Main Theatres - £1,750K

                                                        Pathology - £350K

        Geriatric                                   G6/7 - £800K

        Ophthalmology                         £600K

        DSU                                        £350K

 

 

 

 

 

 

 

Figure No. 4(d)

 

Schedule of Areas Where the Energy Performance is currently categorised C and D

 

Ref.	Block/ Area	Expenditure Required to Bring to Category B
001	Main Building Area 1A	-
002	Main Building Area 1B	-
003	Main Building Area 1C	-
004	Main Building Area 1D	-
005	Main Building Area 1E	-
006	Works Department	-
007	Pharmacy	-
008	Geriatric Department	-
009	Staff Residence	-
011	Ophthalmology Department	-
012	Rowan House	-
013	Drummond Centre (Social Club)	-
015	Main Kitchen	-
016	Day Surgery Unit	-
017	Facilities Directorate	-
018	Main Building Roof Plant Areas	-
020	External Area	-
001	Site Wide Issues	-

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Figure No. 4(e)

 

Schedule of Areas Where the Fire and Safety Compliance is Currently Categorised C and D

 

Ref.	Block/ Area	Expenditure Required to Bring to Category B
001	Main Building Area 1A	-
002	Main Building Area 1B	-
003	Main Building Area 1C	-
004	Main Building Area 1D	-
005	Main Building Area 1E	-
006	Works Department	-
008	Pharmacy	-
009	Geriatric Department	£400
010	Staff Residence	-
014	Ophthalmology Department	-
015	Rowan House	-
016	Drummond Centre (Social Club)	-
017	Main Kitchen	-
018	Day Surgery Unit	-
019	Facilities Directorate	-
020	Main Building Roof Plant Areas	£188,800
001	External Area	-
002	Site Wide Issues	£493,515

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 5

 

Current Health and Safety

 

Arrangements

 

 

 

Section 5  Current Health and Safety Arrangements

 

General

 

This section contains a schedule which includes the current situation with regard to Health and Safety arrangements being implemented at the Trust.

 

It is based on recognised good practice aimed to achieve safe systems of work and is assessed under four headings:-

 

Personnel

Training

Documentation

Equipment

 

Personnel Requirements

 

The nominated personnel responsible for supervising or implementing safe systems of work in the Trust.

 

 

Training Requirements

 

The pre- requisite training that personnel need to undergo prior to undertaking various elements of work.

 

 

Documentation Requirements

 

The documentation such as Management Safety Policy Modules,  Trades persons Manuals, Permit to Work Proformas etc. which are an essential part of the safety requirements.

 

 

Equipment

 

The equipment which needs to be available in order to facilitate safe systems of work.

 

 

The section also contains other relevant details relating to Estates Health and Safety arrangements.

 

 

Figure No. 5(a)

 

Schedule of Current Estates Performance Relating to Health and Safety Requirements

 

Health and Safety Arrangements Categories:

 

1.         Good

2.         Adequate

3.         Requires Improvement

4.         Inadequate and needs addressing Urgently

N/A    Not Applicable

 

 

Element	Personnel Requirements	Training Requirements	Documentation Requirements	Equipment Requirements
High Voltage Systems & Apparatus	1	1	2	1
Low Voltage Systems & Apparatus	2	2	2	2
Working in Confined Spaces	1	2	1	1
Hot Work Activities	1	1	1	1
Firecode Compliance	1	1	1	1
Working with Scaffolding, Ladders, Step Ladders & Towers	1	1	1	1
Ventilation Systems	2	3	3	3
COSHH	2	3	3	2
Medical Gas Pipeline Systems (MGPS)	1	1	1	1
Pressure Systems	2	2	2	2
Asbestos	2	2	1	2
The Prevention & Control of Legionellae	2	3	3	3
Manual Handling	1	1	1	1
Small Contracts (CDM Exempt)	n/a	n/a	3	3
Sterilizers	1	1	1	1
Permitry Systems	2	2	2	2
Lifts	2	2	2	2
Grounds and Gardens	2	2	2	2

 

 

 

 

 

 

 

 

 

Section 6

 

Details of Maintenance

 

being carried out

 

 

 

Section 6

 

Details of Maintenance Being Carried Out

 

The maintenance task at West Suffolk Hospital is undertaken with a mixture of direct labour personnel and specialist outside contractors.

 

An Engineering WIMS PPM scheme is currently being utilised with a view to updating to a more robust, user friendly variant in the very near future.

 

At present the PPM work represents between 40 and 50% of the work being carried out by the direct labour.

 

3 and 5 year plans are in the process of being drawn up to cover foreseeable long term maintenance commitments:-

           

1.      Ward refurbishment

2.      Painting, both Internal and External

3.      Furniture replacement – including fixed items such as nurse desks

4.      Courtyard refurbishment

5.      Equipment & Plant planned replacement

6.      Medical Equipment

7.      BMS upgrade

8.      Roof repairs

9.      Window replacement

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 7

 

Existing Emergency Procedures

 

and

 

Contingency Plans

 

 

 

Section 7 Existing Emergency Procedures and Contingency Plans

 

General

 

As a part of contingency planning all Trust Estates Departments are required to have in place an Emergency Procedures Manual for Hospitals and where relevant groups of Community/Priority Care properties.

 

The Emergency Procedures Manual for the West Suffolk Hospital is held in the facilities directorate and lists the procedures to be followed in the event of an emergency, together with a comprehensive list of  suppliers and outside agencies to call for assistance.

 

The manual is in accordance with HTM 2070 and includes emergency procedures for the following elements (where relevant)

 

Air Conditioning Failures

Air Pollution/Extreme Weather

Boiler Failures

Building Management System Failures

Clinical Waste

Domestic Hot Water Services Failures

Drainage Failures

Electricity Supply Failures

Explosions

Fires

Fire Alarm Failures

Flooding

Gas Service Failures

Heating Services Failures

Infestation

Kitchen Failures

Laboratory Failures

Lifts Failures

Medical Engineering Equipment Failures

Operating Theatre Failures

Piped Medical Gas Failures

Refrigeration Failures

Sewage Plant Failures

Structural Failures

Subsidence

Telephone/Paging/Nurse Call Failures

Transport Incidents

Water Contamination

Water Services Failures

Water Treatment Failures

 

The purpose of the manual is to assist in enabling services to be restored to normal as quickly as possible following an incident/emergency.

 

 

 

 

 

 

 

 

 

Section 8

 

Prioritised Risk Register

 

 

 

 Section 8 Prioritised Risk Register

Figure No. 8(a)

 

Schedule of Risks to be Addressed

 

Item	Details of Risk	Budget (£)
1	Asbestos	£50,000.00
2	BMS Upgrade	£95,000.00
3	Fire Alarm Replacement	£1,000,000
4	Nurse Station Replacement	£70,000.00
5	Front and Rear Entrance - Gutter and Road Repairs	£45,000.00
6	Window Replacement	£250,000.00
7	Medical Equipment Replacement	£1,750,000.00
8	Theatre Light Replacement (X3)	£75,000.00
Note: The priorities are still to be agreed.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 9

 

Environmental Impact Assessment

 

 

Section 9  Environmental Impact Assessment

 

General

 

The site Environmental Impact Assessment is to be found under separate cover within the Facilities Directorate

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 10

 

Asset Management

 

and

 

Space Costs

Figure 10(a)

 

Schedule of Income from Leases

 

Property	Income

 

Comments

 

 

 

 

 

 

 

 

 

 

Section 11

 

Current Estate Values

 

and

 

Copy of District Valuers Report

 

 

 

Figure No.11(a)

 

Section 11

 

Schedule of Current Estate Values

 

Property	Date of valuation	Current Value £m
West Suffolk Hospitals NHS Trust
Land	1.4.2000	£6,400,000
Building Services and External Works	1.4.2000	£28,423,540

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 12

 

Current Service Profile

 

 

 

Section 12  Current Service Profile

 

 

The Trust provides a full range of acute services at the West Suffolk Hospital in Bury St Edmunds. The hospital has 710 beds with all associated inpatient and outpatient facilities.

 

The Trust also provides inpatient and outpatient elderly services in 68 beds at Walnutree Hospital in Sudbury together with additional outpatient services provided at the nearby St Leonard’s hospital.

 

The Trust provides additional outpatient services at Thetford Cottage Hospital, Newmarket Hospital and Haverhill Health Centre in accommodation owned and maintained by the Mid Anglia Community Health Trust.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 13

 

Summaries/Minutes

 

of

 

Meetings with Other Departments

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 13 Summaries/Minutes of Meetings with Other Departments

 

 

The following liason meetings take place on a regular basis

 

1.      Weekly participation in the facilities management meeting at which all facilities managers communicate their weekly plans.

2.      Monthly attendance at the Facilities Board meeting.

3.      Participation in regular Trust Modernisation meetings

4.      Input to the Trust Management Team meeting as and when required

5.      Full and active involvement in the Trust Capital programme planning meetings.

6.      Trust Health & Safety Committee

7.      Organisational Risk Committee

8.      Executive Directors weekly Meeting

9.      Trust Council

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 14

 

Estate Performance Targets

 

 

 

Section 14 Estate Performance Targets

 

General

 

Estate Strategic Performance Indicators

 

Overview

 

We all recognise that the National Health Service is a very complex organisation with a high political profile.  The estate and capital investment are essential to the provision of health and health services, and to delivering a modern NHS, fit for the 21^st Century.  To this end, our overall strategy is to secure buildings and equipment that are in the right place, in the right condition, of the right type and which will be able to respond to the complex and uncertain future needs of the Service. 

 

Why?

 

Revenue expenditure on the infrastructure of land, buildings and equipment is 20% of the NHS’s running costs.  The NHS estate is the largest and one of the most complex property portfolios in Europe.  It contains a range of buildings, from the most modern hospitals and primary care facilities, located and designed specifically to meet the demands of modern and future health care, to hospitals that can trace their roots back hundreds of years and which require considerable investment or radical reshaping or relocation to make them appropriate for the modern day.  Health is a major part of the social infrastructure, and decisions on health must be taken in the context of a wide range of the Government’s work, including social services, housing, the environment, transport and regional development.  In 1991, Crown immunity was lifted, adding an additional imperative to the need to ensure that the estate met Health & Safety, and Fire Regulations.

 

What?

 

Current use value of NHS assets is around £24bn although it would cost significantly more to replace these assets with good, modern facilities.  Considerable resources will be required to procure, operate and dispose of our infrastructure to develop a modern and dependable NHS. In support of this, capital funding made available to the NHS is rising to historic levels to enable the delivery of a very large building programme over the forthcoming years.

 

How?

 

These PIs allow informed judgement on the efficiency and condition of the estate.  All are based on indicators that are expressed as ratios of a trust’s building and land areas.  A simple traffic light exercise classifies performance management information into three categories: green – no or very limited problems, amber – some problems, red – serious concerns. 

 

The use of radar capacity charts using Performance Indicators demonstrates the potential for a trust to improve its asset management against similar organisations and the national average for its cluster.  They also assist trusts, Health Authorities, and Regional Offices to compare high level performance and will provide a basis for identifying potential areas for improvement as well as role models.

 

The generic trust used in the following example has been grouped with others using the Department of Health’s, basic level clustering, ie: Acute, Teaching, Multi-Service, Community, PCT, Ambulance etc., so that comparisons are of like organisations.

 

 

Table of Trust Performance

 

 

The Trust is generally using floor space efficiently, because its income, activity levels and asset values are all good.

 

However, the PIs suggest an estate which may be near the end of its designed life and possibly in need of rationalisation to achieve a more modern and functionally suitable estate.  There are also strong indications that the quality of this estate is generally below acceptable standards.

 

It is not possible to deduce strong messages from some of these PIs, and therefore it will be necessary to use local knowledge and interpretation to fully understand the data.

 

 

Space Efficiency

 

Aim: To relate the estate and its annual occupancy cost to the output of the Trust.

 

Income £10/m2

Activity/100m2

Asset Value £10/m2

Occupancy Cost £/m2

 

 

 

 

 

 

 

 

 

 

 

 

This PI indicates that the Trust is generally using floor space efficiently, because its income, activity levels and asset values are all good, relative to the gross internal floor area, when compared with similar NHS Trusts.

 

There is however a concern that the Trust is not investing sufficient in occupancy costs, which, if not reviewed, may lead to increasing financial pressures in future years (for example from backlog maintenance expenditure requirements or lack of capital for reinvestment from capital charges).

 

 

Asset Productivity

 

Aim: To demonstrate the actual cost of owning/renting assets.

 

Asset Value £10/m2

Capital Charges £/m2

Total Backlog £/m2

Rent & Rates £/10m2

 

 

 

 

 

 

 

 

 

 

 

 

This PI suggests that the Trust needs to improve its performance with respect to capital charges and backlog.  It should aim to increase spending on capital charges, possibly by rationalisation, to achieve a more modern and functionally suitable estate.  Similarly, their backlog PI, which is relatively high, suggests an estate which may be near the end of its designed life with an increasing number of backlog failure and replacement pressures. 

While rent and rates figures are relatively low, this could also be a reflection of an older estate, which may be less appropriate for the provision of modern healthcare.

 

Despite the PI comments noted above, there is also a suggestion in these PIs that the value of the Trust’s assets is high when compared with the rest of the cluster group.

 

 

Asset Deployment

 

Aim: To compare the makeup of the asset base.

 

Land £/m2

Building £10/m2

Equipment £/m2

Capital Charges £/m2

 

 

 

 

 

 

 

 

 

 

These PIs suggest that the Trust utilises an ‘average’ quantity of land for its needs, but the value of its buildings and equipment are generally higher than the cluster group.  The reason for this is not immediately clear and requires local knowledge and interpretation.

 

The capital charges PI suggests that the Trust needs to improve its performance.  They should aim to increase spending on capital charges possibly by rationalising their estate to achieve a more modern and functionally suitable estate.

 

 

Estate Quality

 

Aim: To give a balanced view of the overall condition of the estate relative to value and age.

 

Asset Value £10/m2

Depreciation £/m2

Physical Backlog  £/m2

Health & Safety + Fire Backlog £/10m2

 

 

 

 

 

 

 

 

 

All four of the Estate Quality PIs fall short of comparable standards in the cluster group, suggesting that the quality of this estate is below acceptable standards.  There should be particular concern about the Trust’s depreciation and physical backlog situation.

 

 

Cost of Occupancy

 

Aim: To identify the profile of occupancy costs (revenue).

 

Rent & Rates £/10m2

Energy & Utility Costs £/10m2

Maintenance Costs £/10m2

Capital Charges £/m2

 

 

 

 

 

 

 

 

 

 

 

 

The PIs for maintenance, energy and utilities suggest that the Trust is performing well.  However, if the Trust’s spending on maintenance drops at all, the backlog maintenance expenditure requirement is highly likely to rise in future years. 

 

The capital charges PI suggests that the Trust needs to improve its performance.  They should aim to increase spending on capital charges possibly by rationalisation to achieve a more modern and functionally suitable estate.  Similarly, while their rent and rates figures are relatively low, this could also be a reflection of an older estate, which may be less appropriate for the provision of modern healthcare.

 

 

Annex 1

 

Definition of Terms

 

Income                                              Total income for the Trust

Activity                                              Finished Consultant Episodes

Capital Charges                                  Capital Charges for the Trust

Rent & Rates                                     Rent & Rates for the Trust

Maintenance Costs                            Engineering, Building and Ground Works costs

Energy & Utility Costs                       Energy & Utility costs (including water & sewage)

Occupancy Costs                               Capital Charges + Rent & Rates + Maintenance Costs + Energy & Utility Costs

Physical Backlog                                Cost to achieve Physical Condition to an acceptable standard

Health & Safety + Fire Backlog          Cost to achieve H&S and Fire Condition to an acceptable standard

Total Backlog                                     Physical Backlog + H&S and Fire Backlog

Land Value                                        Land asset value

Building Value                                    Building asset value

Equipment Value                                Equipment asset value

Asset Value                                       Total Land, Building and Equipment asset value

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

West Suffolk Hospitals NHS Trust – 2001/2002

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 15

 

Summary of Priorities to be Addressed

 

and

 

Budget Costs

 

Section 15  Summary fo Priorities to be addressed and Budget Costs

Figure No. 15(a)

 

Priority	Proposed Project	Budget Cost	Status
1	Second floor to works Dept.	£2,000,000	Feasibility
2	Ultra Clean Thetare No 9	£1,000,000	Commenced
3	Graduate Centre Office		Commenced
4	Car Park Extension 300 Spaces	£600,000	Awaiting Planning
5	Dieticians Office (A/C)	£80,000	Tender
6	Fire Precautions	£100,000	Design
7	Portacabin CGC/Occ. Health	£175,000	Source/Design
8	Day Surgery extension	£3,000,000	Design
9	Temporary Theatre at DSU	£400,000	Design
11	Clinical Equipment Store		Design
12	Temporary Ward	£600,000	Design
13	Urology to G8	£500,000	Brief
14	Fracture Clinic		Design
15	Delayed Transfers of Care (G8)	£400,000	Commenced
16	Waste Area - Re-configuration	£20,000	Design
17	Outpatients WC		Design
18	Extend F14/CTR		Feasibility
19	Urology to G8	£500,000	Brief
20	OPD Extend/Occ Health	£350,000	Brief
21	EBME Workshop		Feasibility
22	Flooding - Lagoon		Feasibility

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section 16

 

Proposed Programme

 

of

 

Capital Investment

 

and

 

Site Development Plan

 

 

 

Section 16 Proposed Programme of Capital Investment and Site Development Plan

 

Figure No. 16(a)

 

Capital Projects to be Carried Out (2001 - 2005)

 

Scheme	Funding	Value
Dialysis (Trust Contribution)	Bid	£450,000
Cambridge Graduate Centre	Region and Other	£2,600,000
Maternity	Bid	£720,000
New Sudbury Hospital	P.F.I.	£10,000,000
Decontamination	Bid	£1,690,000
Expansion of Day Surgery Unit	DTC	£3,000,000
Dermatology	Block Capital	£500,000
Nuclear Medicine	Block Capital	£600,000
Governance	Block Capital	£250,000
Diabetes Centre	Block Capital	£100,000
Radiography	Block Capital	£1,000,000
Combined Waiting Area
Governance Offices	Block Capital	£50,000
Oncology Unit (Trust Contribution)	Appeal (Macmillan)	£1,100,000
Design DTC	DTC	£431,000
Ward G8 Re-furbishment	DTC	£590,000
Ultra Clean Theatre No 9	DTC	£1,000,000
Outpatients	DTC	£500,000
Temporary Theatre (DSU)	DTC	£300,000
Temporary Ward	DTC	£600,000
MRI Scanner	Block Capital/NOF	£200,000
X-Ray room3	Block Capital	£400,000
OT/Physiotherapy Re-furbishment	Block Capital	£150,000
DTC equipment	DTC	£210,000
Urology	StHA	£700,000
Car Park Extensions	Block Capital	£800,000
Electro Biomedical Equipment (EBME) to WSH
On site accommodation
Office accommodation
Multi Storey Car Park		£5,000,000
Endoscopy
Sterile Services Department (SSD) to WSH
Emergency Assessment Unit
Mortuary and Body Store

 

 

 

 

 

 

 

 

Site Development Plan

 

The Trust has formulated a five-year development plan detailing both the funded, short term (2 years) and longer term (5 years) issues that have been identified.  The Plan is unfortunately the subject of constant change in order to ensure it fulfils the demands of the NHS today with its many different priorities and ever-changing environment.

 

Part 1 - Short Term (within 2 years) - In Progress:

 

As previously stated the plan is compiled in two parts. The first part is the short term plan and currently comprises the following:-

 

1. Car Parking

 

The current car parking within the site totals circa 1000 spaces. Generally this is adequate apart from occasions of peak activity.  There are therefore a number of relevant schemes currently under design at various stages.

 

1. Adjacent to wards G4/5/6&7, on the western side of the site, a 100 space scheme has been designed which includes for road widening along the site boundary.  The road widening aspect of the scheme is part of the Trust’s longer term desire to provide two way traffic flow around the whole site thus easing congestion and enhancing the patient/visitor experience when visiting the hospital. The scheme design, in it’s current format, unfortunately broaches the boundary fence line and impacts on four cedar of Lebanon trees.  The design is therefore now in the process of being re-worked in order to minimise tree loss and indeed identify if they can be retained.

 

2. Three further schemes are in the early stages of design looking to maximise land usage and retain specimen trees wherever possible. 

These schemes are :-

i)                          Extension of the existing car park E to the north and west. This is an area of plantation with few specimen trees and would undoubtedly have the least environmental impact. A survey of the area would be conducted to identify any specimen trees and whether or not they could be incorporated within the car park design. It is currently understood that this scheme could be progressed fairly rapidly subject to the above survey being completed. An additional 250 spaces is easily achievable in this area.

ii)                        Behind the recently completed Wedgewood building, adjoining car park C extending north toward the main hospital. This could provide up to circa 50 spaces, depending on the layout and space available. A survey of this area would also be conducted, as above, to identify any specimen trees and whether or not they could be kept within the car park design. Again, rapid progress is anticipated taking into account the proposed imminent extension to the day surgery unit

iii)                       The third scheme currently under consideration is an extension of the temporary car park opposite car park C both in a northerly and westerly direction. It is recognised that the area to the west is an arboretum area with a mixture of trees and an extremely extensive and detailed tree survey would be required. An order has already been placed for this survey. Squaring the footprint of this car park would provide an additional 60 spaces.

 

Each of these schemes will maintain traffic flow around the site, having reasonable to good access to the main trunk road. Good access to facilities at the rear of the trust would also be achieved. There would inevitably be some impact on trees currently located within the proposed footprints, but it is hoped any such impact would be minimised.

 

The trust must supply adequate parking for patients, visitors and staff. Car park management changes on the site have generally addressed the patient/visitor problems in that car parking for this group of people is now more readily available at the front of the hospital. There is however still a dire shortage of adequate parking for staff and professional visitors and it is hoped that these schemes together will address such issues for the foreseeable future.

 

2. Diagnostic Treatment Centre

 

A recent press release announced the successful conclusion to a £5.6 million bid by the Trust to carry out significant alterations to it’s service delivery both in terms of quality and capacity. The bid was submitted to the DoH during mid July, with approval being given during late August.  The bid therefore covered a group of schemes which collectively are known as the Diagnostic and Treatment Centre. Once completed this facility will be used not only by West Suffolk Hospitals NHS Trust, but also by neighbouring trusts in the delivery of their services. The main objective of the Diagnostic and Treatment Centre is to reduce patient waiting times and lists. This will be achieved by:-

 

a.   Carrying out an additional 2,000 cataract procedures every year.

These operations will be day surgery type activity with patients being admitted, operated on and discharged normally within 4 hours.  The existing Day Surgery Unit will be extended at the rear, in a southerly direction, with the addition of a two storey block. This block will consist of two additional operating theatres at ground level and full ophthalmic outpatient clinic at first floor level. Variations in ground level within the proposed footprint enable the design to be planned such that future extension of the first floor outpatient area could be accommodated if required.  The design will also incorporate some circa 50 additional parking spaces as per 1.b.ii) above. This new facility is planned to open in August 2003.

 

b.      Carrying out an additional 800 hip and knee replacements every year. This will be achieved by the construction of a further ultraclean operating theatre. The hospital currently operates 8 operating theatres within the main hospital, 2 of which are already Ultraclean units. The addition of a third Ultraclean theatre must be within the existing theatre complex and as such will be located adjacent to theatre 8 in the remaining courtyard space. The construction will be similar to theatre 8, which was completed and handed over early 2002. This design results in the theatre being constructed on stilts at first floor level. The void created underneath the theatre will be utilised for storage if funding allows such a development. If funding is not immediately available this area may be developed at some future date. The current target date for completion and handover is August 2003.

 

c.       A new orthopaedic outpatients department will be required in order to facilitate some of the above. The Trust has not yet identified a suitable location for this facility, but it will almost certainly be within the main hospital building and could well be the development of a previously vacated area or internal courtyard.

 

d.      Minimising the number of blocked beds by the introduction of an additional 40 beds within the recently vacated ward G8.  These beds to be utilised to free up trust surgical and medical beds thus negating the need to send delayed transfer of care patients to Walnutree hospital in Sudbury.  This project will commence during September 2002, with proposed completion and operational handover by the end of November 2002.

 

e.       Providing additional inpatient accommodation in the currently vacant winter pressures ward, F10. This ward will be re-furbished and provide an additional 23 beds to the trust stock.  This work will start during the autumn of 2002, with a target completion late March 2003. A temporary ward will also be required to cater for further additional operating procedures being planned within the Trust. This activity will be generated by backfilling main theatre availability once ophthalmic surgical procedures move from the main theatres to the day surgery unit. This is being achieved in the immediate short term through the use of a mobile elective surgery unit being positioned at the DSU two days per week. In the medium term the mobile unit will be replaced with a semi permanent equivalent, and finally, the long term solution will be the opening of the DSU extension as detailed at 2.a.ii). In order to service this ward with such things as portering, meals, linen, cleaning etc. it must be positioned adjacent to the hospitals main circulation corridors. The size of the ward is such that this can only be achieved by locating the ward at the existing JCDH entrance. This will also facilitate relatively easy connection into the hospital’s hot water, electricity and medical gas supply systems.  Again due to land levels, the ward will be raised at one end allowing for future storage or offices below. It is anticipated that this ward will be open and operational by Dec 2002.

 

 

3.      Oncology Services

 

The current cancer service is over subscribed and spilling out of its current accommodation within ward G1. Through a partnership with MacMillan cancer care the trust is currently drawing up designs for an in/outpatient department that will be developed adjacent to G1, extending out in a westerly direction, whilst maintaining patient flow from the existing unit, which will be retained.  A re-design of the existing car park arrangements in the area will be required incorporating a new dedicated patient drop off and pick up road as most of the treatments carried out within the building will be of a day case nature.  Tree loss will be minor with exterior planting included for patient enjoyment and screening whilst undergoing treatment.  Construction may be complete by the autumn of 2003.

 

4.      Diabetes

 

On completion of the DSU extension and the move of ophthalmology into the new unit, the existing ophthalmology unit will be re-developed into a new diabetes screening and treatment clinic.

 

5.   Renal Dialysis

 

A Renal Dialysis unit is to be provided in conjunction with Addenbrookes hospital where patients currently receive treatment.  This development will allow local dialysis within part of the vacated ward G8 area.  Access would be via a drop off area with ramped entrance on the Hospital side of the building.

 

6.      Urology

 

A new purpose built urology outpatients department is to be designed and built within the remaining area of the recently vacated ward G8. This proposal together with the delayed transfer of care and renal dialysis will utilise G8 in it’s entirety.

 

7.      Estates Works Department

 

An extension to the Estates workshop is required due to increased workload around the site.  This workshop extension will initially be single storey, with the option to add a second storey at a later date. The initial development will see an extension to the existing workshop facilities at ground floor level, with a second phase, probably within 2 years providing first floor office accommodation to both Trust facilities managers and contractors working on site. This will obviate the need for contractors site huts littered around the site as at present. Charging the contractors rent for such facilities will also provide the Trust with a small additional much needed income.

 

 

8.      Storage

 

Bulk equipment storage on the site is currently a major problem. Every ward and department within the hospital possesses equipment, which is either used very rarely or is stand by replacement for use in case of emergency or breakdown. Many wards and departments are cluttered with such equipment, which can be a health and safety risk apart from making the hospital look extremely untidy. A storage building is therefore proposed, large enough to house all such equipment in a state that it can be readily be withdrawn and used. This new store must be in close proximity to the main hospital building with access for electrically driven road tugs allowing easy movement of heavy and bulky items.  The location being proposed for this building currently houses a number of corrugated steel sheds, and a redundant generator building complete with external fully bunded bulk oil tank. The construction of such a store would therefore not only fill a much needed gap in hospital facilities, but would also tidy up an area which is currently somewhat neglected.

 

9.      Creche

 

This is an externally funded initiative, which has previously been refused planning permission. When considered in terms of the overall design strategy it is accepted that the current proposed location of this facility is less than ideal. Visitors would be required to travel right around the site in order to gain access to the unit, adding to the already identified traffic congestion problems. The location and design of the unit will therefore be reviewed prior to a planning application being made.

 

 

10.  Office accommodation

 

There is an immediate need for additional office accommodation. Overcrowded offices are a common feature throughout the Trust as accommodation within the main core of the hospital generally tends to be utilised for clinical purposes. In addition to this already unacceptable overcrowding situation, space and support facilities will need to be provided for the staff required to carry out the extra activities already identified. It is therefore proposed to install a 2 storey portable type of building in one of internal courtyards. The courtyard being considered for this purpose already houses a single storey portable building. The intention is that the unit would contain offices together with an open plan area, and would accommodate 12 to 14 people on each level. In the longer term, this unit could be used as a decant facility to enable maintenance work to be carried out.

 

11.  Occupational Therapy (OT)

 

The Joyce Cochram Day Hospital (JCDH) which is managed and operated by the OT department, albeit in a different part of the hospital, has been temporarily relocated in G8.The OT department, in it’s present location adjacent to Physiotherapy is to be redesigned incorporating the JCDH. This will provide a fully integrated unit greatly easing it’s management and operation.

 

12.  Miscellaneous

 

Some large items of new equipment are shortly to be installed at the hospital:-

a.       A new “state of the art” X-Ray machine is to be installed in X-Ray room 3.

b.      A new MRI scanner is to be installed, replacing the unit currently located at the hospital, which was managed and operated under contract.

 

Significant investment is being made for theatre instrumentation. This will not only cover the extra activity in the Day Surgery, Main Theatres and outpatients, but will enable a longer turn around time between the hospital and Sterile Services Department (SSD). New washer disinfectors are being procured which will greatly improve the de-contamination processes. A new tracking system is to be utilised which will track instruments full circle – SSD to SSD.

 

 

 

Part 1 - Short Term (within 2 years) - Planned:

 

13.  Pre-operative assessment centre

 

This is required in order to the fast track pre-operative assessment and administration of patients prior to surgical procedures being carried out. Such a facility would greatly accelerate the current pre-operative processes thus leading to a greater throughput of patients, with a resultant reduction in waiting lists and times. No clear brief has yet been drawn up in respect of location or operation of such a facility, but it would ideally be located in the close proximity of the central theatre suite.

 

 

 

14.  Dermatology Unit

 

Detail to be confirmed

 

Part 2 – Long term (within 5 years)

 

The second part of the development plan identifies the longer-term requirements of the hospital and proposed new builds and alterations, that have not yet been funded or finalised.

 

1. Multi Storey Car Park

 

Serious consideration is being given to the possibility of installing a second deck on the main car park at the front of the hospital, Car Park A. Whilst providing much needed additional parking, as already identified, this would also greatly improve disabled access to the main hospital entrance. To maximise the potential of this scheme it would be necessary to secure the two way traffic flow throughout the site as detailed at 1.a. above

 

2.      Sterile Services Department (SSD) and Electro Biomedical Equipment (EBME)

 

These services are both currently located off site at Hospital Rd. The land on which they are situated is owned by the Local Health Partnership and is in the process of being developed. A suitable site within the West Suffolk Hospital boundary must be identified for these services at some time in the future. It is possible that consideration be given to co-locating both departments in one 2 storey building in a non-sensitive area of the site.

 

3.   Mortuary and Body Store

 

The location and capacity of the existing mortuary and body store is less than ideal. The location is such that it provides very little patient dignity when deceased patients are collected, by funeral directors. Unfortunately the current capacity is wholly inadequate during the winter months, resulting in the need to hire a portable body store from late October to March. This unit affords even less patient dignity. The long term aim therefore, is to have a mortuary and body store large enough to cater for year round demand, located away from the main hospital building such that transfer of deceased patients will not be witnessed by patients, visitors or staff. Completion of such a facility would have the added benefits of freeing up core space in the main hospital for development, whilst at the same time reducing revenue costs by obviating the need to hire a portable unit every winter. The exact location and operation of such a facility has not yet been finalised or funded.

 

4.   On site accommodation

 

It is envisaged as part of the long-term plan to provide additional on-site residential accommodation. It is intended that any new on-site accommodation will be in the vicinity of the existing units at the northern boundary. It is recognised by the hospital that the area of land on the western boundary is a particularly sensitive area in respect of the local environment. It is the intention of the Trust to develop an overall plan for this area such that it becomes an amenity for all users of the hospital and may well include for the provision of on site accommodation and the crèche.

 

5.                  Endoscopy

 

A substantial extension to the accommodation occupied by the endoscopy department is urgently required. A flat roof adjacent to the existing unit may well be utilised for this purpose. This will enable increased activity, update facilities and greatly improve the decontamination facilities and processes.

 

6.      Office accommodation

 

The short-term need for additional office accommodation has already been identified, see Part 1.8. An administration block, built as a second storey extension to the existing estates workshops and main stores complex is envisaged, thus providing this much needed office space, without impinging on any of the clinical areas within the main hospital building.

 

7.      Emergency Assessment Unit

 

An Emergency Assessment Unit may be developed in the vacated PGME/Suffolk college area when decanted into the new Drummond Building.  This will link with A & E, fracture clinic and X-Ray.  It will release an area within existing ward F2 for other use, perhaps increasing bed stock.  An assessment of the full requirements is under way.

 

8.      Combined Waiting Area

 

A combined waiting area may be developed for X-Ray, Pathology and Pharmacy thus reducing personnel and providing a one-stop reception area.  Again releasing valuable space within existing departments for future expansion.  It is proposed this facility could go in the courtyard that would join up all three services.  A single storey glazed atrium/conservatory type structure would be best suited.  This would negate the need for costly forced air ventilation to some of the surrounding rooms.

 

9.      Nuclear Medicine

 

Detail Required as to requirement

 

 

Part 3 – Rolling Programme: -

 

A rolling programme is required to constantly develop, maintain and improve our facilities.

 

·        Windows

·        Roof Repairs

·        Sub Main electrical distribution upgrade

·        Nurse Station replacement

·        Internal/External Painting

·        Building Management System upgrading

·        Clinical Equipment and Non-Clinical Equipment

·        Ward Refurbishment x 2 per year

·        Health & Safety programme

·        Fire Safety upgrading

 

 

Part 4 – Facilities Initiatives

 

·        Patient Power, this will provide TV and telephone to every bed head by end of 2003.  Current refurbishment areas are wired and ready for installation.  All costs will be born by the trust chosen supplier “Wandsworth”, who in turn recoup expenditure through rentals and call costs.

·        Brighter Living – committee set up to improve the overall site appearance for staff and patients alike.  Funded £20k per year and spent on items such as plants, pictures, art work, upgrading staff rooms, water coolers etc.