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.
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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.
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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