http://www.kirklees.nhs.uk/fileadmin/documents/publications/estates/KPCT-07-234%20KIRKLEES%20ESTATE% by NHS Kirklees

20th October 2007

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Table of Contents

Page

Executive Summary

Introduction

Understanding the Current Estate

Strategic Objectives

Implementing the Strategy

Financial Resources

The Way Forward

Appendices Appendix A Services provided or commissioned by Kirklees PCT Appendix B Premises Schedule Appendix C1 Locations of PCT Premises Appendix C2 Location and Condition of GP premises Appendix D Condition survey PCT Premises Appendix E Outline Estate Development Strategy Appendix F Capital Plan

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Message from Rob Napier - Chairman of Kirklees Primary Care Trust

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Executive Summary The Kirklees Primary Care Trust (PCT) Estate Development Strategy has been produced to assist and advise the PCT Board in making decisions about the Trust’s future. The Estate Development Strategy is defined as the PCT’s long term plan for developing and managing its Estate in an optimum way to meet the PCT’s service and business needs. The plan is intended to cover the next 5 years from 2008 to 2013. The key objectives for the Estate Development Strategy are:

to ensure that the Estate matches the PCT’s service and business objectives and, to enable the PCT’s Estate to operate efficiently with minimum expenditure on property overheads

The achievement of these objectives will be measured by working towards the attainment of key performance targets.

These performance targets could include:

the elimination of back log maintenance recommend works to be undertaken following the Condition Survey Reports incorporate back-log maintenance items into upgrading schemes produce investment schemes to eradicate back-log maintenance and enhance the working environment based upon the Condition Survey Reports.

•

Improve the physical condition of the Estate which by floor area percentage is currently 46% condition A, 16% condition B, 5% condition B/C, 29% condition C, 4% condition C/D and 0% condition D. Improve the Fire Safety Compliance of the Estate which by floor area percentage is currently 46% condition A, 24% condition B, 6% condition B/C, 24% condition C, 0% condition C/D and 0% condition D. Improve the Health and Safety Compliance of the Estate which by floor area percentage is currently 47% condition A, 11% condition B, 0% condition B/C, 42% condition C, 0% condition C/D and 0% condition D. Improve the DDA Compliance of the Estate which by floor area percentage is currently 40% condition A, 14% condition B, 8% condition B/C, 32% condition C, 0% condition C/D and 0% condition D. Improve the Energy Consumption of the Estate which by floor area percentage is currently 47% condition A, 11% condition B, 4% condition B/C, 9% condition C, 23% condition C/D and 6% condition D.

• • • •

By: o o o o

Improve overall energy efficiency of main sites Recommend works to heating systems, etc Incorporate energy improvement schemes into upgrading works Improve re-cycling and waste segregation to benefit the overall environment

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Improve the space utilisation of the Estate which by floor area percentage, is currently 47% fully utilised, 3% over-crowded, 0% empty and 50% under used -

By review of accommodation to ensure premises are used to best advantage Ensure any rationalisation proposals do not cause over-crowding

Improve functional suitability of the Estate from its current percentage floor areas of Category A 54% (as new/excellent), 18% Category B (safe and satisfactory/acceptable), 25% Category C (falling short/unacceptable) and 3% Category D (falling considerably short/dangerous)

Improve the Quality of the Estate, compared to its current percentage floor area categorisation of 50%, Category A (as new/excellent), 17%Category B (safe and satisfactory/acceptance), 29% Category C and 4% Category DC (falling considerably short/dangerous)

Continually monitor and review maintenance expenditure against National Benchmarking figures utilizing the ERIC returns.

This document provides a strategic context for developing detailed Capital Investment Plans and associated Business Cases. The PCT is aware of the need for investment, particularly in the field of primary care, to improve and enhance the environment for the delivery of services to the people of Kirklees through the principles of local care, local services and local delivery. The PCT will continue to seek innovative ways to reprovide and enhance the current premises and facilities from which it operates. The Estate Development Strategy document is the PCT’s statement in support of its Business Plan and strategic vision which demonstrates its positive commitment to the future provision of Estates & Facilities Services in Kirklees.

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Introduction

1.1

The PCT Estate Development Strategy The NHS Plan has set out the key objectives and the direction for NHS service delivery over a ten year period. To deliver a modern NHS, fit for the 2lst century, buildings and equipment are required that are in the right place, in the right condition, of the right type and which will be able to respond to future service needs. All NHS organizations are required to have produced an Estate Development Strategy. This strategy aims to understand the clinical and support service strategies, and the strengths and weaknesses of the existing estate in order to provide a framework within which future estate development can be planned. The NHS is a fast moving environment and therefore the strategy must leave scope for flexibility and opportunism. The strategy will therefore describe broad directions for change against which annual action plans can be developed. Kirklees Primary Care Trust’s Estate Development Strategy forms an integral part of the overall vision for the delivery of high quality healthcare within Kirklees. This vision is set out clearly in the PCT’s Business Plan, Local Delivery Plan and in other key documents such as Primary Care Investment Plan. This strategy is one of four major support service strategies – the others being Human Resources, Finance Information and Technology. These corporate services are fundamental to the success of the Primary Care Trust.

1.2

Background to the PCT Kirklees Primary Care Trust was established in October 2006 from the former North Kirklees Primary Care Trust, South Huddersfield Primary Care Trust and Huddersfield Central Primary Care Trust. The 2001 Census showed 388931 living in Kirklees. This represents 2.6% increase since the 1991 Census and 3.2% increase since the 1981 Census. The PCT has an annual budget of just over £543m and employs 1280 people(987.5WTE). The value of all fixed assets at the 3lst March 2007 totals £18.1m. The PCT is responsible for a number of premises within the Kirklees area, these premises are outlined in Appendix B. Maps showing the locations of PCT premises and GP premises are shown in Appendix C.

1.3

Partnership working The PCT is committed to working in partnership with a range of other organisations to ensure that creative approaches to funding are explored, available resources are targeted approximately and complimentary services are delivered.

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The PCT boundaries are co-terminus with those of Kirklees MDC. This maximises opportunities for partnership working. Other key partner organisations include: Calderdale & Huddersfield Foundation Trust Mid Yorkshire Hospitals NHS Trust South West Yorkshire Mental Health Trust 1.4

Approach to the Estate Development Strategy This Estate Development Strategy has been produced in accordance with the latest guidance from the Department of Health and NHS Estates. This document reflects the vision of the PCT and begins to identify ways of working towards achieving this vision. The Strategy has three component parts:

Understanding the current estate (Section 2) Vision for the future (Section 3) Implementing the vision (Sections 4,5 and 6)

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Understanding the Current Estate

2.1

The PCT Estate The PCT estate falls into three main categories: Â&#x192; Â&#x192;

primary care and community based premises owned or leased by the PCT premises owned or leased by independent primary care contractors

Kirklees Primary Care currently provides in patient services from one site, (Holme Valley Memorial Hospital). 2.2

Surveying the Estate To assist the PCT in understanding the current estate a series of surveys were undertaken in 2007. The PCT estate has been surveyed against a number of measures, or facets, including:

Physical condition The physical condition profile examines the building structure and fabric together with mechanical and electrical engineering installations. It shows what proportion of the building area is in one of five condition categories, and the backlog costs to upgrade these areas to acceptable standards (ie at least condition B).

II)

Functional suitability The functional suitability analysis describes how effectively a site, building or part of a building supports the delivery of a specified service. The criteria used in such assessments include space relationships, support services, amenity location, environmental conditions and overall effectiveness.

iii)

Environmental management This facet is a measure of a range of factors that have an affect on the environment, including energy performance, water consumption, waste management, transport management and procurement.

iv)

Space utilisation The space utilization analysis indicates over utilised or under utilised floor space.

Statutory Compliance The analysis identified the proportion of the building stock that complies with statutory standards including fire safety and DDA compliance and the costs of achieving full compliance.

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vi)

Quality The `six facet’ surveys detail quantifiable data such as backlog maintenance and costs to achieve statutory compliance and more subjective data such as functional suitability and space utilisation. GP premises were assessed against the “6 facets” and by comparing the actual size of each property with the standard space allowances contained within paragraph 51 of the now replaced “Statement of fees and expenses” (The Red Book)

2.3

Survey Results Results of these surveys are summarised in the following paragraphs. The detailed reports are available as Appendix D1, PCT premises and D2 GP contractor premises.

2.3.1 Primary Care and community premises a)

Basic data set Tables A sets out the information gathered during the surveys. All functional buildings are included – only those buildings that are currently unused have been excluded. The categorisation of each facet of appraisal uses the Estatecode definition of each category but in general terms A = as new/excellent condition / performance, B = Sound/ operationally safe/reasonable condition / performance, B ( C) = generally reasonable condition but with some items of attention required, C =Operational but poor condition / performance, replacement needed soon and D = very poor / unacceptable condition / performance/ serious risk of imminent breakdown.

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Table A – Summary of condition appraisal for PCT premises Name

Physical Condition

Environmental Management

Statutory Standards H&S Fire

DDA

HMVH Skelmanthorpe H C Whitehouse Centre Marsden HC Golcar Clinic Slaithwaite HC Keldregate Fartown HC Almondbury Clinic Thornton Lodge Clinic Moorfield Clinic Link Centre Health Promotion Mill Hill Clinic Liversedge HC Saville Town Clinic Shaw Cross Clinic Thornhill Clinic Beckside Court Broughton House Community Loan Store Cleckheaton HC Dewsbury HC Eddercliffe IC Centre Ravensthorpe HC Batley HC

C C B(C) C C/D B(C) B B C C B B(C) C B C/D C B B B B C A A A A A

C/D C C C C/D D B© B© C C C C C/D B C/D C/D B© B© B B D A A A A A

C C C C C C C C C C C C B B C C B B© B C C A A A A A

C B© C C C B C C C C C C B B C C B B B B© B© A A A A A

C B C B B B B© B C C B© B© C B C C B B B B B© A A A A A

Quality

C C B D D A B B D D D C B B C B B B B B C A A A A A

Functional Suitability

Space Utilisation

C B C/D B D B C B D D B B© B B C B B B A B C A A A A A

UNDER UNDER UNDER FULLY UNDER FULLY UNDER FULLY FULLY UNDER FULLY FULLY FULLY FULLY FULLY UNDER UNDER FULLY UNDER FULLY OVER FULLY UNDER FULLY FULLY FULLY

Definitions are available in the main documents

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2.2.3 Holme Valley Memorial Hospital a)

Basic data set The survey for Holme Valley Memorial Hospital relating to Physical condition has been broken down by department. The summary table is provided below.

Name

Physical Condition

Physiotherapy OT External works Health Promotion Hospital Street Day Surgery Offices Kitchen/dinning room Hawthorne Ward Dental Whole site engineering infrastructure Maple Ward Rowan Ward Sitting room

2.3

B B B B B B© B© B© B© B© C C C C

Finance Report

2.3.1 Backlog The Trust has identified the capital costs associated with rectification of inherent defects: Backlog maintenance

£ 000’s

Physical condition

1887

Fire and Health & Safety, DDA

268

TOTAL EXPENDITURE REQUIRED

2156

TOTAL EXPENDITURE REQUIRED

This figure represents the theoretical amount required to bring the estate up to condition B. In practice the figure will be considerably higher as the upgrades will be undertaken as part of a larger sequence of projects which would include improving upon the functional suitability of the buildings. The amount included to reflect defects at Holme Valley Memorial Hospital is £1127k for physical condition and £62k for Fire, H&S and DDA

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2.3.2 Revenue Expenditure The figures within the following table are based on budget estimates for 2007/08.

Capital charges Rates Maintenance Utilities TOTAL EXPENDITURE

£000’s 789 330 123 789 2021

2.4.1 Independent primary care contractor premises Contractor premises In this first version of the PCT Estate Development Strategy only GP premises have been included. Future versions may also incorporate information on other independent primary care contractor premises (ie dentists, pharmacists and opticians). Within Kirklees there are currently 74 practices. In total they occupy 91 premises comprising 24145 sq meters of space and serving a total registered population of 408899 people. GPs occupy premises which fall into three categories:

owned by the PCT and leased to the GP (eg Health Centres) owned by the GP owned by a third party and leased to the GP

All premises were assessed by comparing the actual size of each property with the standard space allowances (Red Book Allowances) The results can be categorised as follows: Category 1 is a building which meets the recommendations of the “Red Book” and has been built since 2000. Category 2 is a building which meets the recommendations of the “Red Book” but was built prior to 2000. Category 3 is a building which falls more than 2.5% away from “Red Book” guidance, but contains all of the facilities required. Category 4 is a building which falls more than 2.5% away from “Red Book” guidance and is missing recommended facilities. (Examples of this are partners not having their own consulting/examination room, no treatment room or no accessible WC).

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Categories 3 and 4 are further subdivided into sub-classification A and B where A denotes that the property could be brought up to “Red Book” standard whilst B denotes that it is not physically possible to achieve the standards recommended by the “Red Book” guidance. Analysis of Kirklees GP estates reveals that: • • • • • •

20 premises representing 8811 sq m of accommodation or 36.4% of the GP estate is in category 1, . 2 premises representing 793 sq m of accommodation or 3% of the GP estate is in category 2, . 21 premises representing 4556 sq m of accommodation or 18.9% of the GP estate is in category 3A, . 35 premises representing 7256 sq m of accommodation or 30% of the GP estate is in category 3B, . 2 premises representing 256 sq m of accommodation or 1% of the GP estate is in category 4A, . 11 premises representing 2475 sq m of accommodation or 10.25% of the GP estate is in category 4B, .

Only 26% of patients see their GP in premises at category 2 and above as a result 74% of patients are seen in premises that do not meet the recommended space requirements. However over 93% of premises are either new (post 1974) or have been substantially modernised. The total GP surgery area currently available is 24145 sqm. This is 13168 sqm short of the 37313 sqm required to meet the standards set out in the Red Book.

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Strategic Objectives

Vision for the future This section of the Estate Development Strategy sets out the National and Local service strategies which govern the future provision of healthcare and impact upon the PCT Estate.

3.1

The NHS Plan

3.1.1 Background

3.1.2 Local Action

3.1.3 NHS Plan Targets: Estate Performance Indicators

All premises (excluding GP owned properties) Kirklees PCT Premises Item Backlog total Physical Condition Cats C and D Fire Cats C and D Health and safety Cats C and D DDA compliance Cats C and D Energy consumption Cats C and D Space Utilisation overcrowded Functional Suitability Cats C and D Quality Cat C and D

Current situation £2156k 33% 24% 42% 32% 38% 3% 27% 33%

Target for 2013 0% 0% 10% 5% 20% 0% 0% 0%

GP Estate The PCT has a responsibility to ensure that local GP practices achieve the required improvement targets, and are committed to supporting schemes which modernise primary care premises. The following estate targets are proposed for the GP estate:

Item Meets “Red Book” standard New or substantially improved

3.2

Current 24% 93 %

Target 100% 100%

Integrated Network of Care Provision The PCT has a vision of care provision throughout Kirklees. Key components of that network are:

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3.3

access to a large range of shared, community facilities – enabling health promotion activities to take place as locally as possible in all neighbourhoods.

ii)

a network of appropriately located, functionally suitable GP premises – ensuring that all areas of the community are equally served

iii)

local groupings of GP premises – ensuring that specialist primary care expertise can be shared to benefit a `neighbourhood’.

iv)

a small number of appropriately located, functionally suitable health centres/large community clinics – providing appropriate settings for specialist community clinics and Community Hospital/District General Hospital Outreach Services.

Clinical and Non Clinical Service Strategies The PCT’s Estate Development Strategy is shaped by two key service strategies • •

Primary care development Community Nursing

These strategies together with the detailed condition surveys of existing buildings set the high level strategic plan for the provision of capital assets within Kirklees. The inter relation of these three strategies was plotted at a joint planning meeting held at Cleckheaton Health Centre in June 2007. Representatives from commissioning, provider services estates, finance and Estates along with two Non Executive Directors of the PCT reviewed the needs of primary care and community nursing by locality or natural community. The conclusions of this meeting are contained in the outline strategy document at Appendix E. The principles adopted in arriving at the strategy were: 3.4

In the right place In the right condition of the right type and able to respond to future service needs

Refining the Strategy The purpose of this Estates Strategy is to set the high level vision for the future estates provision. The PCT is confident that at the end of the 5 year implementation of the strategy that the PCT will have appropriate resources in all key areas of the PCT from which to deliver primary and community services. The actual functional content and detailed planning of these developments will be informed by more detailed service strategies covering: • • •

Childrens services Long term conditions Intermediate Care

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• • • •

Secondary care out reach services Public Health Primary Prevention Podiatry

The authors of these strategies will benefit fro the overall vision of the PCT future estate provided within this Estates Strategy.

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Implementing the Strategy

4.1

Estate Development Principles

4.1.1 Kirklees PCT is committed to developing its estate to achieve appropriate facilities, which support the delivery of high quality clinical services. Wherever possible the PCT will work collaboratively with local partner organisations to maximise efficiency and flexibility and deliver outcomes which represent value for money. 4.1.2 The PCT will ensure that estate development programmes are fair and balanced â&#x20AC;&#x201C; both in terms of clinical speciality and local area need within the area. 4.1.3 The PCTâ&#x20AC;&#x2122;s Estate Development Strategy describes broad directions for change against which annual development plans will be prepared. The Strategy will leave scope for flexibility and opportunism. 4.2

Development Priorities Appendix F lists the 23 capital projects that emerge from the outline strategy document. These were prioritised using the following scoring mechanism Prioritisation criteria

Criteria

Range

Low

Medium

High

Space Physical condition Fire Health and safety DDA Functional suitability Planned loss of facility Strategic impact

0 - 10 0 - 10 0 - 10 0-5 0-5 0 - 10

Acceptable or underused Green Green Green Green Green

0 - 20 0 - 20

No plans No impact

Less than 50% overcrowded Amber Amber Amber Amber Amber Long term plans Desirable

More than 100% overcrowded Red Red Red Red Red Plans within 4 years Essential

Developments that scored high achieve a high priority rating. 4.3

Improving Compliance with Statutory Standards The PCT is committed to ensuring that the estate is maintained and, where necessary upgraded in order to meet all relevant statutory standards. Compliance with statutory standards will be treated as a priority and sources of funding will be identified to enable improvements to be made and standards to be maintained. For those premises where major refurbishment is not envisaged in the short to medium germ, a programme of work will be implemented to fully address all noncomplaint areas.

4.4

Quality of the Estate

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The PCT will ensure that the properties that do not feature in major development programmes do not drop below the minimum quality standards. The PCT will continue to invest in the general upkeep and redecoration of these areas to ensure that standards are maintained. For those premises that fall below acceptable quality standards and which do not feature in any major redevelopment programme the PCT will develop a programme for minor improvement and refurbishment.

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Financial Resources

5.1

Financial Allocations

5.1.1 At the time of writing this strategy the PCT has not received notification of its revenue and capital resources for 2008/09 onwards. However, it can be assumed that the PCT will be in receipt of real terms revenue growth of around 3% for each of the next 3 years. The increase to the NHS as a whole over the next three years is 4% each year but it is expected that some of that increase will be required for central initiatives. A 3% increase will provide an additional £15m for investment in local health services. Additionally the PCT has significant non-recurrent revenue resources at its disposal. 5.1.2 The increase in capital resources allocated to the NHS in 2008/09 is some 10%. At the time of writing the level of the PCT’s Operational Capital has not been determined. Our allocation for 2007/08 was £790k and a similar sum can be assumed for the future.

5.2.2. Strategic Capital Schemes valued in excess of £1m (e.g. major backlog maintenance, reprovision or major refurburbishment of premises) will not be financed from the PCT’s operational capital resource because: i)

to do so would reduce the ongoing maintenance programme thus increasing `risks’ on day-to-day estates operational issues.

ii)

most major schemes have to be subject to NHS capital procurement processes involving the preparation/approval of Strategic Outline Case/Business Case. for this type of scheme there may be opportunity to bid against the Strategic Capital’ allocation held by the Strategic Health Authority (SHA). However there are significant commitments against these funds in the short/medium term. Therefore the funding route is limited.

5.2.3 Public/Private Partnerships (PPP’s) The majority of schemes targeted at developing GP surgeries will be developed by Third Party Developers(3PDs) on behalf of GPs. Funding will be provided by the developer. Subject to affordability and value for money GPs will be reimbursed their additional costs related to rent and business rates on these developments. Other developments within the capital plan may be attractive to the 3PD or PFI market. The suitability of individual schemes for private funding will be assessed at the time. Funding for such schemes will be sourced from the PCTs revenue budget.

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The financial strategy of the PCT will use the following principles:

5.3

use of operational capital for ongoing maintenance and minor improvements maximum use of specific allocations and strategic capital by working with the Strategic Health Authority to promote local needs and priorities which are not suitable for the Public/Private Partnership process prepare business cases for major improvements/reprovision and seek to maximise private sector opportunities Resource Assumptions for implementation of the Estates Strategy

5.3.1 The PCT will, as part of its business planning process for 2008/09 and beyond, consider its deployment of new and existing revenue resources. This Estates Strategy prioritises our estates development requirements but each development must compete with the PCT’s other priorities for improving health and access to health services across Kirklees. 5.3.2 The PCT’s existing medium term financial plan includes a recurrent £425k investment in new GP premises. 5.3.3 Appendix F of this Strategy provides initial ‘rule of thumb’ estimates of the additional revenue costs of the PCT’s top 23 estates priorities. The total sum is £2.8m, that is £2.4m more than the sum already identified. 5.3.4 It is proposed that the estates development priorities are considered over a 5 year period. Accordingly, this Estates Strategy proposes that the PCT makes available additional revenue funds over the next 5 year period as follows 2008/09 £425k (as already planned) 2009/10 £450k 2010/11 £525k 2011/12 £700k 2012/13 £700k The phasing of this investment recognises the lead in time where the additional revenue costs are not incurred until a new or refurbished building opens. 5.3.5 The PCT Board will determine the affordability of this investment over this time period as it also considers other complementary and competing demands on resources. 5.3.6 The PCT will utilise its Operational Capital allocation of circa £800k per year on investment in IT infrastructure and, as stated in 5.2 above, for ongoing maintenance, refurbishments and furniture and equipment where the expenditure satisfies the NHS definition of capital expenditure. The Board will determine the allocation of capital resources. 5.3.7 Appendix F of this Strategy provides initial ‘rule of thumb’ estimates of the additional capital costs of the PCT’s top 23 estates priorities. The total sum is £1.7m but that includes £750k for a ward development at Holme Valley Memorial Hospital for which the PCT has been allocated specific funding (see 5.4 below). Additionally, the PCT expects to receive a capital receipt from the sale of Elmwood Health Centre to the Dr Jennison Practice. 5.3.8 Based on this assessment the PCTs requirement for operational capital for estates development should be affordable from available resources. S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07 4.12.06

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5.4

Community Hospitals

5.4.1 In conjunction with Calderdale PCT and Calderdale and Huddersfield Foundation Trust, Kirklees PCT has successfully bid for £14m of capital resource to develop community hospital provision across the Calderdale and Kirklees health economies. The Strategic Outline Case submitted to the SHA in October 2007 details the following developments that will support the delivery of health services in Kirklees: Holme Valley Memorial Hospital £2.5m build (including £750k ward upgrade) £0.5m equipment Princess Royal Hospital (owned by CHFT) £2.0m build £0.3m equipment) Huddersfield Royal Infirmary Community Hospital) (owned by CHFT) £1.3m build £0.2m equipment It is planned that these developments take place over the next 2 years.

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Appendix A: Services Commissioned and Provided by PC PCT Appendix A Services Commissioned and Provided by Kirklees PCT A

General Practitioner Services – Co-ordinated by PCT 28 General Practices located throughout Kirklees

Primary and Community Care i)

Services provided by PCT District Nursing Health Visiting Child and Family Therapy Podiatry Occupational Therapy Physiotherapy Substance Misuse Child Development School Nursing Family Planning Community Equipment Loans Community Children’s Nursing Community Dental

ii)

Services Commissioned by PCT Elderly Medicine – provided by Mid Yorkshire Trust and Calderdale and Huddersfield Foundation Trust Elderly Mental Health – South West Yorkshire Mental Health Trust Learning Disability – provided by XX Palliative Care – provided by Kirkwood Hospice

Secondary Care Services A range of services are commissioned in secondary care settings

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Appendix B1: Premises Schedule Category 1 Buildings â&#x20AC;&#x201C; Primary Care and Community Based Premises Owned or Leased by the PCT Buildings located within Kirklees

Freehold yes

Ownership NHS Lease leased no no

Skelmanthorpe H C Whitehouse Centre Marsden HC Golcar Clinic Slaithwaite HC Keldregate

yes no yes yes yes yes

no yes no no no no

no no no no no no

Health centre Surgery Health Centre Health clinic Health Centre surgery

Fartown HC Almondbury Clinic Thornton Lodge Clinic Moorfield Clinic

yes no yes

no yes no

no no no

Health Centre clinic clinic

yes

Link Centre

yes

Health Promotion

yes

Mill Hill Clinic

yes

Liversedge HC Saville Town Clinic Shaw Cross Clinic

yes yes yes

no no no

Specialist clinics Health promotion Health promotion Clinic and staff base Health Centre Clinic Clinic and SARC

Thornhill Clinic Beckside Court Broughton House

no no no

yes yes yes

no no no

Staff base PCT Admin GP surgery

Community Loan Store Cleckheaton HC

yes

Community Loan Store Health Centre

Dewsbury HC

yes

Health Centre

Eddercliffe IC Centre

yes

Ravensthorpe HC

yes

Intermediate care centre Health Centre

Premises Holme Valley Memorial Hospital

Main use

Comments

Community hospital with 20 beds

Includes Elmwood a GP surgery. Site leased by developer from PCT GP practice Asylum seekers GP practice

Other

Sub lease to WYP

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PCT GP practice Operated by PMS GP Two GP practices

Centre for GPwSI

Two GP practices Part used as Sexual Assault Resource Centre

PCT PMS practice

Two GP practices. PFI contract Three GP practices. PFI contract PFI contract Three GP practices. PFI contract Draft

Batley HC

yes

Health Centre

St Lukes House

yes

PCT HQ

one GP practices. PFI contract

Planned Acquisitions and Disposals Disposals

Freehold yes

Ownership NHS Lease leased no no

The Gables

Legal charge

Home for people with learning disabilities

Ringway Beck Road Huddersfield

yes

Marsden Health Centre

yes

Joint community equipment statre Health Centre

St Lukes House

yes

PCT HQ

Beckside Court

yes

Thornton Lodge

yes

PCT Admin building Health Clinic

Savile Town Clinic

yes

Health Clinic

Elmwood

yes

GP surgery

Skelmanthorpe

yes

Includes GP surgery

Premises Shepley Health Centre

Other no

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Comments

Health centre replaced by 3PD surgery

Sale agreed subject to planning approval Property held by St Annes Housing Association with the PCT holding 100%legal charge

To be replaced by 3PD in Marsden To be replaced as main hospital site to close To be replaced by new PCT HQ To be replaced by Crosland Moor development To be replaced by Savile Town 3PD Sale of freehold to existing leasehold developer Consider sale and lease back to 3PD developer

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Acquisitions

Freehold no

Ownership NHS Lease leased yes no

Other no

New PCT HQ

yes

PCT HQ

Town Centre Development

possible

likely

General practice. Provider services. Secondary outreach

Premises New community store

Main use

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Joint equipment store

Comments To replace existing unsuitable building To replace Beckside Court and St Lukes House. Need to consider future role and suitability of Princess Royal Hospital

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Appendix C: Locations of Key Premises Appendix C1: Kirklees PCT

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Appendix C:

Locations and condition of Key Premises

Appendix C2: Kirklees GP Surgery Locations

KIRKLEES PRIMARY CARE TRUST GENERAL PRACTICE PREMISES CONDITION PROP REF

SURGERY

PRACTICE MANAGER

TYPE

PROPERTY

Post Code

Pract Pop

No GPs

Dr, B Ahmad

Anne Wade

Main

Albion Street, Heckmondwike

WF16 9LQ

2773

WF12 9DU

6105

OWNER TYPE

Phys Cond

H & S

Funct Suit

Space Util

Devel pot

Gia(m2)

AREA ALLOWED

170

320

Leased

227

443

170

443

DDA

Fire

Dr.Asmal & partners

Janet Smith

Main

New Brewery Lane, Thornhill Lees, Dewsbury

Dr.Asmal & partners

Janet Smith

Branch

37, Warren St, Savile Town, Dewsbury

WF12 9LX

113

Dr. Balasunderam & partners

Main

Ravensthorpe Health Centre, Netherfield Road, Ravensthorpe

WF13 3JY

5537

PCT

472

443

Main

Cleckheaton Health centre, Green side Cleckheaton

BD19 5AP

6577

PCT

280

606

Main

Broughton House Surgery, New Way Batley

WF17 5QT

3945

PCT

292

320

Main

Cleckheaton Health Centre, Greenside Cleckheaton

BD19 5AP

6021

PCT

460

606

WF13 1HN

6544

PCT

423

443

3708

241

320

217

109

108

Dr. Fox & Stringer

Dr. Cogna&partners

Dr. Scrivens & partners

Lynne Bolton

Carol Eastwood

Louise Manders

Pam Fortune

110

Dr. Hicks &partners

Anne Bibey

Main

Dewsbury Health Centre, Wellington Road Dewsbury

Dr. Houghton&partner

Gillian Moody

Main

Kirkgate Surgery, Kirkgate Birstall

Liversedge Health Dr Centre, Valley Road 106 Khalique/Ghafoor/Khan Julie Clarke Main Liversedge S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07

WF15 6DF

2344

1 PCT Draft 4.12.06

101

Dr. Woodhall &partners

Kathy Jowett

Main

St. Johns House, Cross Street Cleckheaton

BD19 3RQ

8119

380

678

Dr. Lynch &partners

Dianne Fox

Main

Grove House Surgery, Soothill Batley

WF17 5SS

6970

297

606

Branch

Chickenley Medical Centre, Walnut Lane Chickenly

WF12 8NB

1923

179

217

WF12 7BD

2404

170

217

508

606

320

Dr. Lynch &partners

Dianne Fox

Dr. Mehrotra

Sylvia Brown

Main

Windsor Medical Centre, 2 William Street, Leeds Road Dewsbury

Dr. Fowers & Ptns

Katherine White

Main

Blackburn Rd Medical Centre

WF17 9PL

6503

102

Dr. Fowers & Ptns

Katherine White

Branch

Health Centre, Town Street Birkenshaw

BD11 2HX

3800

Leased

WF12 9DW

3841

169

320

Dr. Patel

Sue Andrews

Main

140, Slaithwaite Rd, Thornhill Lease Dewsbury

Dr. Patel

Sue Andrews

Branch

90, Saville Rd, Savile Town Dewsbury

WF12 9LP

1584

100

217

Main

Mount Pleasant Medical Centre, 69 Purwell Lane, Batley

WF17 7PF

8758

443

678

Branch

Earlsheaton Medical Centre, 252 Wakefield Road, Earlsheaton Dewsbury

WF12 8AH

217

Main

Cherry Tree Surgery, Upper Commercial Street Batley.

WF17 5DH

145

217

Branch

York House, 284a Oxford Road Gommersal

BD19 4PY

217

107

Dr Rajpura&partners

Dr. Sood

Lynne Batley

Margaret Brook

S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07

2385

Draft 4.12.06

114

Dr. Unikrishnan

Joanne Swords

Main

Ravensthorpe Health Centre, Netherfield Road, Ravensthorpe

Dr. Youd & partners

John Pickford

Main

Brookroyd House, Cook Lane Heckmondwike

WF16 9LG

9733

281

796

Dr. Barker &partners

Elizabeth Mullins

Main

Wellington House, Henrietta Street Batley,

WF17 5DN

5708

410

443

Dr. Barker &partners

Elizabeth Mullins

Branch

4, Bond St. Market Place Birstal.

WF17 9EL

3573

117

320

Main

Saville Town Medical Centre, Scarborough Street Savile Town Dewsbury

WF12 9BA

3178

Leased

190

320

WF12 0DH

5825

361

443

2645

PCT

243

320

Dr. Bhat

Dr. Bullimore &partners

Irene Mickelthwaite

Main

The Paddock Surgery, Chapel Lane Thornhill Dewsbury

Dr. J Lee&partners

Margaret Clarke

Main

Undercliffe Surgery, 273 Healy Lane Batley

WF17 8DQ

8774

424

678

Main

Batley Health Centre, 130 Upper Commercial Street Batley

WF17 5ED

4429

PCT

267

320

Branch

york House, 284a Oxford Road Gommersal

BD19 4PY

593

217

WF13 1HN

4522

PCT

380

443

104

Drs Lidhar&Lidhar

Famida Bhat

WF13 3JY

Anne Mitchel

111

Dr Medley &partners

Clare Townend

Main

Dewsbury Health Centre Wellington Road, Dewsbury

Dr. Bedford &partners

Pauline Auty

Main

Health Centre Doctor Lane Mirfield

WF14 8DU

17531

750

1143

103

Dr. Prasad

Vacant

Main

4, Greenside Cleckheaton

BD19 5AN

2339

164

217

S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07

Draft 4.12.06

105

DrThimegowda/ Salam

Dr. Sarathy

Louise Manders

Vacant

Main

The Surgery Albion Street Dewsbury

WF13 2AJ

3500

176

320

Branch

Mountain Rd Medical Centre 111 Mountain Road Thornhill Dewsbury

WF12 0BS

2444

127

217

Main

Liversedge Health Centre Valley Road Liversedge

WF15 6DF

1646

PCT

114

217

WF13 3JY

2599

PCT

244

217

115

Dr. M Ahmad

Vacant

Main

Ravensthorpe Health centre Netherfield Road Ravensthorpe

100

Dr. Ghafoor/Khan/ Khalique

Robina Naz

Main

West Park Surgery 20 West Park St Dewsbury

WF13 4LA

5097

236

443

Main

Dewsbury Health Centre Wellington Road, Dewsbury

WF13 1HN

963

PFI

296

217

Main

The Grange Group Practice,Spaines Rd, Fartown,

HD2 2QA

11246

864

796

Branch

268 Keldregate, Deighton

HD2 1LE

2000

PCT

67.1

217

Main

The Health Centre,Victoria St Marsden.

HD7 6DF

4455

PCT

294

443

Main

Meltham Group Practice.1 The Cobbles, Meltham

HD9 5QQ

6036

502.2

443

HD7 5JY

6361

142.9

606

HD1 3UP

8101

356.2

678

112

Chilvers/Macrae

Dr. Anderson & partners

Dr. Deacon & partners

Dr. R Mitchell & partners

Gillian Ellis

Sue Perkins

Adrienne Harman

Liz Kaye

Dr. M Wright &partners

Josephine Anderson

Main

Croft House Surgery,Manchester Rd, Slaithwaite

Dr.Aggarwal & partners

Shada Chowdry

Main

Meltham Rd Surgery,9 Meltham Rd, Lockwood

S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07

Draft 4.12.06

Dr Shamsee &partners

Dr. Orme & partners

Jonathan Himsworth

Margaret Wade

HD9 3TR

6850

GP?

Main

The Health Centre,Fieldhead, Shepley

HD8 8DR

6209

Main

Elmwood Health Centre,Huddersfield Rd, Holmfirth

HD9 3TR

13120

HD7 5AB

910

606

Other

873.6

606

GP?

304.7

869

3816

PCT

613.7

320

Dr. Jennison&partners

Dr. McArthey & partners

Liz Williams

Main

Slaithwaite Health Centre,New St, Slaithwaite

Dr. O'Leary &partners

Janet Hallam

Main

The Health Centre,12, Sand St

HD1 3AL

7759

Other

887.2

606

Dr. Pacynko&partners

Trisia Walker

Main

Meltham Village Surgery,Parkin Lane

HD9 4BJ

2644

120.5

320

Dr. Parker & partners

Eileen Broadbent

Main

The Surgery, Marsh Gardens, Honley

HD9 6AG

8260

359.6

678

Dr J Priestman & partners

Janet Atkinson

Main

Health Centre, Shelley Lane, Kirkburton

HD8 0SJ

7363

Other

956.6

606

Main

Dearne Valley Health Centre,Wakefield Rd Scissett

HD8 9LJ

3669

189.3

320

Main

Skelmanthorpe Health Centre,Commercial Rd, Skelmanthorpe

HD8 9DA

8913

PCT

712.5

678

Branch

313, Wakefield Rd,Denby Dale

HD8 8RX

163.7

217

Main

Waterloo Health Centre,Wakefield Rd, Waterloo

HD5 9XP

8840

Main

Westbourne Surgery,11a St James Rd, Marsh

HD1 4QR

3838

Dr. Seeley &partners

Dr. Welch & partners

Dr Nazareth&partners

Dr Bairstow&partner

Roger Parkin

Main

Oaklands Health Centre,Huddersfield Rd, Holmfirth

Fran Draper

Maria Grayson

Brigid Collinge

Sue Ramsden

S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07

Draft 4.12.06

678

148.2

320

Dr Balendran&partner

Dr. Bhuyan

Maureen Darling

Main

42, Westbourne Rd, Marsh

HD1 4LE

2112

Main

Fartown Health Centre,Spaines Rd, Fartown

HD2 2QA

1942

PCT

89.2

217

Dr Dutt

Graham Jepson

Main

Fartown Health Centre,Spaines Rd, Fartown

HD2 2QA

1741

PCT

81.45

217

Dr. Glencross

Margaret Shaw

Main

140 Fitzwilliam St

HD1 5PU

2539

116.3

217

Drs Handa&Handa

Vacant

Main

34, Fartown Green Rd, Fartown

HD2 1AE

3490

87.5

320

44a

Drs Hariharan &Hariharan

Jenifer Margerison

Main

Clifton House Surgery,1Church St, Golcar

HD7 4AQ

2780

119.2

443

Drs Hariharan &Hariharan

Susan Hever

Branch

144, Moor Hill Rd,Salendine Nook

HD3 3XA

2000

69.7

217

Dr. Jabczynski &partners

Carole Askham

Main

Almondbury Surgery,Longcroft, Almondbury

HD5 8XN

5670

103.1

443

Dr. Jenkinson &partners

Judith Wilkinson

Main

364a Wakefield Rd, Dalton

HD5 8DY

6027

152.5

606

Dr. M. Singh

Manohar Singh

Main

37, Norwood Rd, Birkby

HD2 2YD

2538

152.9

217

Dr. Swift & partners

Susan France

Main

1Speedwell St, Paddock

HD1 4TS

5699

231.2

606

Dr. Swift & partners

Branch

101, Thornhill Rd, Longwood

HD3 4UL

2457

208.5

217

HD5 8BE

5256

462.48

443

Drs, Watts and Selby

Margaret Turner

Main

Junction Surgery,Birkhouse Lane, Moldgreen

Drs. Wybrew&Wybrew

Debbie Brook

Main

15 Wentworth St

HD1 5PX

5256

146.3

443

Main

Lepton Surgery,Highgate Lane, Lepton

HD8 0HH

7543

175.2

606

Dr. Barnwell & partners

Yvonne Armstrong

S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07

Draft 4.12.06

Dr. Barnwell & partners

Dr Boulton & partners

Drs. Butt & Ahmed

Dr. Hamid&partners

Gill Jones

Graham Jepson

Fiona Lee

Branch

2 Heaton Moor Rd, Kirkheaton

HD5 0ET

Main

The Surgery,327, Meltham Rd, Netherton

HD4 7EX

2128

Branch

21, New St, Milnsbridge

HD3 4LB

Main

Bradford Rd Medical Centre,93, Bradford Rd

Branch

97.15

217

183.4

217

4009

533.4

320

HD1 6DZ

2942

175.52

443

8-10 Brook St,Thornton Lodge

HD1 3JW

1800

160.9

217

Main

1 Church Lane, Newsome

HD4 6JE

6554

272.7

606

931

OTHER

140.25

217

Dr. Miller &partners

Diana waite

Main

Whitehouse Centre,23a, New North Parade

Dr Das & partners

Diana Macfarlane

Main

71a Woodhouse Hill, Fartown

HD2 1DH

2754

85.7

320

HD7 4QQ

7805

288

606

Dr. Faulkner & partners

Susan Robinson

Main

Fieldhead Surgery, Fieldhead,Leymoor Rd, Golcar

Dr. Gowa

Isobel Halstead

Main

124, Trinity St

HD1 4DT

1965

128.1

217

Dr. Rehman

Anne Holdsworth

Main

60 Thornton Lodge Rd, Thornton Lodge

HD1 3SB

2037

155.1

217

Dr. Mason & partners

Janet Black

Main

Lindley Group practice,62a Acre St, Lindley

HD3 3DY

8771

207.3

678

Dr. Reddy

Shoba Reddy

Main

19, Greenhead Rd

HD1 4EN

2313

91.6

217

Branch

584, Wakefield Rd, Greenside, Huddersfield

HD5 8PY

inc above

63.7

217

Main

Lockwood Surgery,3,Meltham Rd, Lockwood

HD1 3XH

4610

202.3

443

Dr. Reddy

Dr. Sharman &partners

Colin Drake

S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07

Draft 4.12.06

Dr. Shembri &partner

Dr. Taylor & partners

Jo. Markiewicz

Pat Guy

Main

Lindley Village Surgery,Thomas St, Lindley

HD3 3JD

4279

167.6

320

Main

Crossland Moor Practice,St Lukes Hospital,Blackmoorfoot Rd, Huddersfield

HD4 5RQ

4531

GP?

141.6

443

S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07

Draft 4.12.06

Appendix D Condition Survey of PCT premises

Kirklees PCT

Report on the findings from the Estate Appraisal Exercise

Version 3 May 2007

S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07

Draft 4.12.06

Kirklees PCT Estate Appraisal

Contents 1

Introduction ....................................................................................................................................................................... 1 1.1 Estate Appraisal Exercise ................................................................................................................................................ 1

Estate Appraisal Overview ............................................................................................................................................... 3 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8

Physical Condition ........................................................................................................................................................... 3 Fire Safety Compliance ................................................................................................................................................... 5 Health and Safety Compliance ........................................................................................................................................ 6 DDA Compliance ............................................................................................................................................................. 8 Energy Consumption / Conservation ............................................................................................................................. 10 Space Utilisation ............................................................................................................................................................ 11 Functional Suitability ...................................................................................................................................................... 13 Quality ........................................................................................................................................................................... 15

Backlog Maintenance ..................................................................................................................................................... 16

Summary .......................................................................................................................................................................... 18

Appendix A - Overview of each Property included within the Appraisal

Strategem Management and Technical Consultants Kirklees PCT Estate Appraisal Report

Contents

Kirklees PCT Estate Appraisal •

Introduction

Estate Appraisal Exercise Kirklees PCT appointed consultancy practice STRATEGEM Management and Technical Consultants to undertake a detailed property appraisal of the land, building fabric and engineering services of a range of primary care facilities within Kirklees PCT. The following is a list of those premises that were appraised: •

Holme Valley Memorial Hospital.

•

Skelmanthorpe Health Centre.

•

Whitehouse Centre.

•

Marsden Health Centre.

•

Golcar Clinic.

•

Slaithwaite Health Centre.

•

Keldregate Surgery.

•

Fartown Health Centre.

•

Almondbury Clinic.

•

Thornton Lodge Clinic.

•

Moorfield Clinic.

•

Link Centre.

•

Health Promotion Resource Centre.

•

Psychological Services.

•

Mill Hill Clinic.

•

Liversedge Health Centre.

•

Saville Town Clinic.

Page 1 of 14

Kirklees PCT Estate Appraisal •

Shaw Cross Clinic.

•

Thornhill Clinic.

•

Beckside Court.

•

Broughton House.

•

Community Loan Store.

A desktop assessment was carried out on the following five other Kirklees PCT properties: •

Cleckheaton.

•

Dewsbury.

•

Eddercliffe.

•

Ravensthorpe.

•

Batley.

This report provides an overview / summary of the appraisal predominantly in the form of tables, charts and graphs. An overview summary of each property can be found within Appendix A of this report and there is also a detailed database of the survey information available to accompany this report. The categorisation of each facet of appraisal uses the Estatecode categorisation of A – D. Reference should be made to that publication for a detailed definition of each category but in general terms A = as new/excellent condition / performance, B = Sound/ operationally safe/reasonable condition / performance, B ( C) = generally reasonable condition but with some items of attention required, C =Operational but poor condition / performance, replacement needed soon and D = very poor / unacceptable condition / performance/ serious risk of imminent breakdown.

Page 2 of 14

Kirklees PCT Estate Appraisal â&#x20AC;˘

Estate Appraisal Overview

Physical Condition The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories of condition: Physical Condition (excluding hospital)

Physical Condition (including hospital) D 0% C/D 4%

C 13%

C 29%

C/D 5%

D 0%

B ( C) 6%

A 46%

B ( C) 5%

B 20%

A 56%

B 16%

Note: The categorisation of physical condition from A to D represents the order of condition, with A representing the best condition and D the worst. B is considered to be an adequate condition.

The following table outlines which properties fall within which category for physical condition: Category B Keldregate Surgery Fartown Health Centre Moorfield Clinic Mill Hill Clinic Shaw Cross Clinic Thornhill Clinic Beckside Court Broughton House

Category B (C) Whitehouse Centre Slaithwaite Health Centre Link Centre

Category C Holme Valley Memorial Hospital Skelmanthorpe Marsden Health Centre Almondbury Clinic Thornton Lodge Clinic Health Promotion Resource Centre Psychological Services Saville Town Clinic Community Loan Store

Category C/D Golcar Clinic Liversedge Health Centre Category A Cleckheaton Dewsbury Eddercliffe Ravensthorpe Batley

Page 3 of 14

Kirklees PCT Estate Appraisal The following pie chart provides a more detailed breakdown of the physical condition of Holme Valley Memorial Hospital in relation to each department: Physica Condition (hospital only) D 0% C/D 0%

A 0%

B 10%

C 45%

B ( C) 45%

The following table outlines which buildings etc on the hospital site fall within which category for physical condition: Category B

Category B (C)

External Works

Day Surgery / Offices Kitchen / Dining etc Hawthorne Ward Dental Building

Physio / OT Health Promotions Hospital Street

Category C Whole Site Engineering Infrastructure

Maple Ward Rowan (Maple) Ward Sitting Room

Page 4 of 14

Kirklees PCT Estate Appraisal Fire Safety Compliance The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for compliance with fire regulation standards: Fire (including hospital)

Fire (excluding hospital)

C/D D 0% 0% C 24%

B ( C) 7%

B ( C) 6%

A 46%

C 7%

C/D 0%

D 0%

B 29% A 57%

B 24%

The following table outlines which properties fall within which category for fire safety compliance: Category A Cleckheaton Dewsbury Eddercliffe Ravensthorpe

Category B Skelmanthorpe

Category B (C) Keldregate Surgery

Category C Holme Valley Memorial Hospital

Marsden Health Centre Golcar Clinic Slaithwaite Health Centre

Moorfield Clinic Link Centre

Batley

Fartown Health Centre

Whitehouse Centre Almondbury Clinic. Thornton Lodge Clinic Health Promotion Resource Centre Psychological Services Liversedge Health Centre Saville Town Clinic

Mill Hill Clinic

Shaw Cross Clinic Thornhill Clinic Beckside Court Broughton House

Community Loan Store

Page 5 of 14

Kirklees PCT Estate Appraisal Health and Safety Compliance The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for compliance with health and safety regulation standards: Health & Safety (including hospital)

C/D 0%

Health & Safety (excluding hospital)

D 0%

C/D 0%

D 0%

C 30% C 42%

A 47%

B ( C) 0% B ( C) 0%

B 13%

B 11%

A 57%

The following table outlines which properties fall within which category for health and safety compliance: Category A

Category B

Cleckheaton

Health Promotion Resource Centre

Dewsbury Eddercliffe Ravensthorpe Batley

Mill Hill Clinic Shaw Cross Clinic Beckside Court

Category B (C) Thornhill Clinic

Category C

Holme Valley Memorial Hospital Skelmanthorpe Whitehouse Centre Marsden Health Centre Golcar Clinic Slaithwaite Health Centre Keldregate Surgery Fartown Health Centre Almondbury Clinic. Thornton Lodge Clinic Moorfield Clinic Link Centre Psychological Services Liversedge Health Centre Page 6 of 14

Kirklees PCT Estate Appraisal Saville Town Clinic Broughton House Community Loan Store

Page 7 of 14

Kirklees PCT Estate Appraisal DDA Compliance The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for compliance with Disability Discrimination Act (DDA) regulations: DDA (including hospital)

C/D 0%

DDA (excluding hospital)

D 0%

C 16%

C 32%

C/D 0%

D 0%

B ( C) 10%

A 46%

B ( C) 8%

B 17%

B 14%

A 57%

The following table outlines which properties fall within which category for DDA compliance: Category A Cleckheaton Dewsbury Eddercliffe Ravensthorpe Batley

Category B

Slaithwaite Health Centre Health Promotion Resource Centre Mill Hill Clinic Shaw Cross Clinic Thornhill Clinic Beckside Court

Category B (C) Skelmanthorpe

Broughton House Community Loan Store

Category C Holme Valley Memorial Hospital

Whitehouse Centre Marsden Health Centre Golcar Clinic Keldregate Surgery Fartown Health Centre Almondbury Clinic. Thornton Lodge Clinic Moorfield Clinic Link Centre Psychological Services Liversedge Health Centre Page 8 of 14

Kirklees PCT Estate Appraisal Saville Town Clinic

Page 9 of 14

Kirklees PCT Estate Appraisal Energy Consumption / Conservation The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for energy consumption / conservation performance: Energy Consumption / Conservation (excluding hospital)

Energy Consumption / Conservation (including hospital)

D 6% C/D 23%

C/D 6% A 47%

D 8%

C 11%

B ( C) 5% C 9%

B ( C) 4%

A 57% B 13%

B 11%

Note: The categorisation of energy consumption / conservation from A to D represents the order of performance, with A representing the best performance and D the worst. B is considered to be an adequate performance.

The following table outlines which properties fall within which category for energy consumption / conservation performance: Category A Cleckheaton Dewsbury Eddercliffe Ravensthorpe Batley Category B Mill Hill Clinic

Beckside Court Broughton House

Category B (C)

Category C

Keldregate Surgery Fartown Health Centre Shaw Cross Clinic Thornhill Clinic

Skelmanthorpe Whitehouse Centre Marsden Health Centre Almondbury Clinic. Thornton Lodge Clinic Moorfield Clinic Link Centre Psychological Services

Category C/D Holme Valley Memorial Hospital Golcar Clinic Health Promotion Resource Centre

Liversedge Health Centre Saville Town Clinic Category D Slaithwaite Health Centre Community Loan Store

Page 10 of 14

Kirklees PCT Estate Appraisal Space Utilisation The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for space utilisation: Space Utilisation (including hospital)

Overcrowded 3%

Space Utilisation (excluding hospital)

Overcrowded 4%

Empty 0%

Empty 0% Under-utilised 38%

Under-utilised 50%

Fully utilised 47%

Fully utilised 58%

The following table outlines which properties fall within which category for space utilisation: Under-Utilised

Fully Utilised

Holme Valley Memorial Hospital Skelmanthorpe Whitehouse Centre Golcar Clinic

Marsden Health Centre Slaithwaite Health Centre Fartown Health Centre Almondbury Clinic. Moorfield Clinic Link Centre Health Promotion Resource Centre Psychological Services Mill Hill Clinic Liversedge Health Centre Thornhill Clinic Broughton House

Keldregate Surgery Thornton Lodge Clinic

Saville Town Clinic Shaw Cross Clinic Beckside Court Dewsbury

Fully Utilised (contâ&#x20AC;&#x2122;d) Cleckheaton Eddercliffe Ravensthorpe Batley Overcrowded Community Loan Store

Page 11 of 14

Kirklees PCT Estate Appraisal

Page 12 of 14

Kirklees PCT Estate Appraisal Functional Suitability The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for functional suitability: Functional Suitability (excluding hospital)

Functional Suitability (including hospital)

C/D D 1% 2%

B ( C) 2%

C 24%

C 8%

C/D 1%

D 3%

B 23%

A 54%

B ( C) 1%

A 63%

B 18%

Note: The categorisation of functional suitability from A to D represents the order of performance, with A representing the best performance and D the worst. B is considered to be an adequate performance.

The following table outlines which properties fall within which category for functional suitability: Category A Beckside Court Cleckheaton Dewsbury

Category B Skelmanthorpe Marsden Health Centre Slaithwaite Health Centre

Eddercliffe

Fartown Health Centre

Ravensthorpe

Moorfield Clinic

Batley

Health Promotion Resource Centre Psychological Services Mill Hill Clinic Saville Town Clinic

Category B ( C)

Link Centre

Category C/D Whitehouse Centre

Category C

Category D

Holme Valley Memorial Hospital Keldregate Surgery

Golcar Clinic Almondbury Clinic.

Liversedge Health Centre Community Loan Store

Thornton Lodge Clinic

Page 13 of 14

Kirklees PCT Estate Appraisal Shaw Cross Clinic Thornhill Clinic Broughton House

Page 14 of 14

Kirklees PCT Estate Appraisal Quality The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for quality: Quality (excluding hospital)

Quality (including hospital)

C/D 0%

D 4%

C 13%

C/D 0%

D 5%

B ( C) 0%

C 29% A 50%

B 21%

B ( C) 0%

A 61%

B 17%

Note: The categorisation of quality from A to D represents the order of performance, with A representing the best performance and D the worst. B is considered to be an adequate performance.

The following table outlines which properties fall within which category for quality: Category A Slaithwaite Health Centre Cleckheaton Dewsbury

Category B Whitehouse Centre

Keldregate Surgery Fartown Health Centre

Eddercliffe

Health Promotion Resource Centre

Ravensthorpe Batley

Mill Hill Clinic

Saville Town Clinic Shaw Cross Clinic Thornhill Clinic Beckside Court Broughton House

Category B ( C)

Category D

Psychological Services

Marsden Health Centre Golcar Clinic Almondbury Clinic.

Category C

Holme Valley Memorial Hospital Skelmanthorpe Link Centre Liversedge Health Centre

Thornton Lodge Clinic Moorfield Clinic

Community Loan Store

Page 15 of 14

Kirklees PCT Estate Appraisal •

Backlog Maintenance The following table outlines the total backlog maintenance expenditure requirement for all properties included within this appraisal: Physical Condition Holme Valley 1,127 Memorial Hospital All other 760 properties 1,887 TOTAL Note: All figures are reported in £’000’s)

Fire, H&S and DDA Compliance 62

TOTAL

1,189

207

967

269

2,156

The total backlog maintenance expenditure requirement to bring all Kirklees PCT properties included in the appraisal back to a reasonable condition (i.e. to Estatecode category B) is therefore £2.156m. A standard backlog maintenance risk assessment was then carried out on each item of work to identify the risk adjusted level of expenditure required. The risk adjusted backlog maintenance expenditure requirement is thus reduced to £1.35m. This suggests that a significant amount of backlog maintenance consists of either low to moderate risk items.

Page 16 of 14

Kirklees PCT Estate Appraisal The following chart outlines for each property, excluding the hospital, the level of expenditure requirement (overall and risk adjusted) in comparison with each other:

Backlog Maintenance (excluding Hospital)

Overall Backlog Risk Adjusted Backlog

200.00 150.00 100.00

Community Loan Store

Broughton House

Beckside Court

Thornhill Clinic

Shaw Cross Clinic

Saville Town Clinic

Liversedge Health Centre

Mill Hill Clinic

Psychological Services

Health Promotion Resource Centre

Link Centre

Moorfield Clinic

Thornton Lodge Clinic

Almondbury Clinic.

Fartown Health Centre

Keldregate Surgery

Slaithwaite Health Centre

Golcar Clinic

Marsden Health Centre

0.00

Whitehouse Centre

50.00 Skelmanthorpe

Cost (£'000's)

250.00

Those properties with an expenditure requirement above £50,000 include: •

Holme Valley Memorial Hospital.

•

Skelmanthorpe.

•

Marsden Health Centre.

•

Golcar Clinic.

•

Psychological Services.

•

Liversedge Health Centre.

•

Community Loan Store.

Page 17 of 14

Kirklees PCT Estate Appraisal •

Summary Once the full extent of the overall condition is know of a range of properties, such as included in this exercise, it is useful to understand which properties require attention first. A simple prioritisation of those properties with the worst condition and which are also functionally performing poorly is a good starting point for review. The following properties are those with a physical condition of C or below and a functional suitability assessment of C or below: •

Holme Valley Memorial Hospital.

•

Almondbury Clinic.

•

Thornton Lodge Clinic.

•

Community Loan Store.

•

Golcar Clinic.

•

Liversedge Health Centre.

Whilst issues with all the other properties included in this appraisal should not be ignored, it is interesting to understand that the properties listed above amount to 85% of the overall backlog maintenance expenditure requirement. Also, due to the problems that these properties have with functional suitability, it is likely that any expenditure allocated to them will be higher than the reported backlog cost as alterations / further investment is probable to improve such functional suitability problems. Specific issues related to these, or any other property included in this appraisal, are summarised in Appendix A or can also be found in the Kirklees PCT Database which accompanies this report.

Page 18 of 14

Kirklees PCT Estate Appraisal

Appendix A

Overview of each Property included within the Appraisal

Page 19 of 14

Kirklees PCT Estate Appraisal Holme Valley Memorial Hospital •

Whilst the building structure remains sound the major problems with the buildings on this site are the need to replace most of the softwood windows and the likely need to completely re-engineer the mechanical and electrical engineering services which are generally reaching the end of their useful life.

•

Each of the departments with the hospital are generally functionally adequate for their requirements except the two parts of Maple Ward which is completely outdated and functionally unsuitable.

•

The Hawthorne Ward is a newer addition to the site with its own independent engineering services serving it but the previous occupants have moved out and it is currently lying empty.

•

An obvious solution would be to move the Maple Ward into the Hawthorne Ward on either a temporary or permanent basis.

Skelmanthorpe Health Centre •

Generally, the building requires upgrading including new damp proof course, new floor finishes, re-decorating and re-wiring of electrical system including lighting.

•

A banister is required along the external footpath with a sharp drop to one side.

•

Replacement of single glazed windows would improve energy performance.

•

Functionally it is adequate considering its aged design and there are vacant rooms throughout the building.

Whitehouse Centre •

The building is in a reasonable condition except for some minor improvements.

•

A significant amount of external cracking to walls was evident which needs a further structural investigation.

•

Replacement of single glazed windows would improve energy performance.

•

The building is a converted old house which is unlikely to be functionally suitable and the facility appears to be empty for long periods of the day.

Page 20 of 14

Kirklees PCT Estate Appraisal Marsden Health Centre •

Generally the building requires upgrading including new floor finishes, redecoration, new boiler plant and re-wiring of the electrical system including lighting.

•

There are concerns over the storage of flammable items in the plant room and flaking panels to the rear room which need to be tested for asbestos.

•

Replacement of single glazed windows would improve energy performance.

•

Functionally the building is adequate for its requirements and is fully utilised (possible overcrowded in some instances).

Golcar Clinic •

The building is in a poor condition and a full refurbishment may be required rather than rectification of individual backlog maintenance issues.

•

The main issues are the need to replace the roof covering, windows, external door, floor and ceiling finishes, the boiler plant and upgrade the electrical system.

•

The building is poor in terms of DDA accessibility.

•

It is an old building that is functionally inadequate and there are a number of vacant rooms throughout the facility.

Slaithwaite Health Centre •

Generally the building is in reasonable condition except a few minor improvements are required, plus the boiler plant is old and will need replacing in the near future.

•

Replacement of single glazed windows would improve energy performance.

•

The building is functionally suitable.

Keldregate Surgery •

Generally the building is in a good condition with only a few minor improvements required.

•

The entrance ramp is too steep and could be a trip hazard.

•

The building is a converted dwelling therefore not ideal for modern primary care services but seems to be adequate for its requirements.

Fartwon Health Centre Page 21 of 14

Kirklees PCT Estate Appraisal •

The building is generally in a good condition.

•

There is an excessive amount of air conditioning units attached to the building which will be expensive to run and will affect the energy performance of the building.

•

The building is reasonably modern and purpose built therefore is functionally adequate and well used.

Almondbury Clinic •

There are several small items of repair required to this building which could be rectified as part of a redecoration programme. The major item of concern was the probable need to re-wire the facility, including the lighting system.

•

The fire alarm may also need to be upgraded due to age and evacuation procedures need to be re-assessed – the fire exit door is security controlled.

•

The building is poor in terms of DDA accessibility with the need for an entrance ramp, dedicated parking space and an accessible WC.

•

The building is a converted shop and is functionally poor.

Thornton Lodge Clinic •

Generally the building needs new flooring and redecorating, along with an upgrade to the electrical system including the lighting.

•

The fire alarm system needs upgrading.

•

The building could be improved in terms of DDA accessibility.

•

Replacement of single glazed windows would improve energy performance.

•

The building is a converted house and is therefore functionally poor and appears to be under-utilised.

Moorfield Clinic •

Generally the building is in good condition except for a few minor items of repair.

•

Replacement of single glazed windows would improve energy performance.

•

Functionally and spatial the building provides good accommodation.

Page 22 of 14

Kirklees PCT Estate Appraisal Link Centre •

The building requires a full redecoration along with other repairs / improvements, including the replacement of the rotten windows.

•

The building design is generally adequate for its intended use.

Health Promotion Resource Centre •

The department is part of the Princess Royal CHC site and is therefore generally affected by the need to upgrade the engineering services to the whole site.

•

The department is in need of redecoration.

•

The facility is adequate for its purpose.

Psychological Services •

There are structural concerns regarding the stability of the roof and the attic space – recommend a full structural survey is carried out which could result in need for new roof.

•

The upper floor needs upgrading to floor finishes and decoration.

•

There are several items of DDA accessibility improvements required.

•

Whilst located in an old building the facility is functionally adequate for its purpose.

Mill Hill Clinic •

Reasonably modern building in good condition

•

Purpose built facility that works well functionally.

Page 23 of 14

Kirklees PCT Estate Appraisal Liversedge •

The building is in poor condition and a full refurbishment may be better than attempting to rectify individual backlog maintenance items.

•

Items in need of upgrading include new flat roof, new floor and ceiling finishes, general redecoration, heating and hot and cold water system and resurfacing of worn road surface.

•

The fire alarm system needs upgrading.

•

The building is prone to vandalism.

•

Improvements needed to DDA accessibility.

•

Functionally the building is an old layout and could be improved but it is generally adequate for requirements.

Saville Town Clinic •

Externally the building needs new windows (with protection from vandalism) and general repairs mainly caused by vandalism.

•

Internally, the building needs new floor finishes and consideration of re-decoration even though this is generally in sound condition.

•

A new boiler plant is also required along with an upgrade to the electrical system and fire alarm system.

•

Need to ensure that asbestos panels in the plant room are appropriately managed.

•

There are periods when the facility is under-used but functionally the building seems to be adequate for its purpose.

Shaw Cross Clinic •

Generally the building is in good condition apart from a few items of repair.

•

The building use is currently being shared with the Police but the clinic aspect is small and under-used.

Thornhill Clinic •

Generally the building is in good condition apart from a few items of repair.

•

Adequate storage of clinical waste bins needs to be provided.

•

Designed as a pharmacy space but functionally ideal for district nurse base, except remote from other primary care services

Page 24 of 14

Kirklees PCT Estate Appraisal Beckside Court •

Generally in very good condition.

•

Converted old building into a modern office suite which is therefore functionally very good.

Broughton House •

Generally in good condition.

•

Purpose built facility that is functionally good.

Community Loan Store •

Recommend a full review of the asbestos roof as it leaks yet its frail structure and hazardous material will be difficult to repair without full replacement – yet the lease on the property is about to expire in the next few years.

•

Internally the office accommodation is poor and consideration should be made to completely replace rather than rectify individual items of backlog maintenance.

•

The warehouse area was generally adequate condition for its requirements except for the need of a good clean to remove dust etc.

•

The location of the laundry room in the plant room was a concern, particularly with the electrical distribution board within this area.

•

Purpose built as a warehouse facility but the operational aspects of the facility are inadequately provided for and therefore encroach into storage areas and poor office space makes it functionally poor too

•

The office area is overcrowded.

Page 25 of 14

Kirklees PCT Estate Appraisal Appendix E: Outline Estate Development Strategy KIRKLEES PRIMARY CARE TRUST

Premises Strategy

Community

Facility

Crosland Moor/ Thornton Lodge

Taylor and Martin Butt and Ahmed Rehman Thornton Lodge Hall

Ref Cond Proposal CAND 8 4B Develop new multi service centre in 16 3B Crosland Moor, Thornton Lodge 7 3B area. Include 3 4B facilities for Community Nursing.

Netherton

Boulton

Newsome

Hamid

Lockwood

Aggarwall

Sharman

Comments

Need to understand impact of Childrens centers on need for community nursing space. Also need to overlay with commissioning plans for Podiatry and CASH Strategically Newsome acceptable. Need health visitors to consider currently based replacement in here longer term Strategically Newsome acceptable. Need district nurses to consider based here replacement in longer term Strategically Crosland Moor acceptable. Need district nurses to consider based here but replacement in could longer term potentially move to the new build proposed for the Crosland Moor/Thornton Lodge area Strategically Crosland Moor acceptable. Need health visitors to consider based here but replacement in could longer term potentially move to the Page 26 of 14

Kirklees PCT Estate Appraisal new build proposed for the Crosland Moor/Thornton Lodge area University

O’leary

Almondbury

Almondbury Clinic

Jabczinski

Waterloo

Dr Adam

Moldgreen

The Dram Centre

Watts and Selby Mill Hill

Jenkinson Reddy

15 56

3B 3B

Barnwell Barnwell

5 10

4b 2

Dalton, Rawthorpe, Bradley

Kirkheaton Lepton

New premise Strategically acceptable. Relocate community nurses into Mill Hill or into the planned Children’s Centre. Almondbury health visiting team and two staff from the children’s centre are based here Significantly undersized. Needs replacing New premise Strategically acceptable. Re-provide within new Rawthorpe development Strategically acceptable Strategically acceptable Both practices undersized. Replace with new premises to the north of Wakefield road to serve Dalton, Rawthorpe Premises undersized. Needs replacement. Practice also manage Lepton. Suggest Lepton be maintained as a branch surgery of Kirkheaton

Need for replacement facilities for Podiatry. Possibly within redeveloped practice premises

Page 27 of 14

Kirklees PCT Estate Appraisal Golcar

Slaithwaite

Marsden

Milnsbridge Holmfirth

Honley Kirkburton Skelmanthorpe

COLNE VALLEY Golcar Clinic 42 4a Need to develop service strategy Faulkner ptns 43 3A with a view to Hariharan 44a 3A providing a single building to replace clinic and two practices. Liaise with KMC re siting of LIC Slaithwaite HC 32 3B Strategy will depend on Mcarthy 31 3B outcome of tendering exercise Wright ptns 35 Strategy will depend on outcome of tendering exercise Marsden HC 34 4B Plans advanced to replace existing Deacon ptns 33 4B building in new 3PD development Boulton 65 1 HOLME VALLEY HVMH 27 4A Strategy to be developed as part of Community Hospital project Jennison ptns 28 2 Negotiations ongoing to dispose of KPC freehold to Practice or developer. Clayden ptns 29 1 Strategically acceptable. No requirement to improve or replace Pacynko 51 1 Mitchell 52 3A Parker 30 3B DEARNE VALLEY Priestman ptns 37 1 Skelmanthorpe 38 1 Need to HC understand future

Within health centre

Within Health Centre

Page 28 of 14

Kirklees PCT Estate Appraisal Welch ptns

Scissett Denby Dale Sheply

Seely ptns Welch Orme

Fartown

Fartown HC Dutt

Deighton

March/Lindly

GreenHead

Hudd Town Centre

40 41 36 1 ASHBROW 18 3A 22 3A

Bhuyan

Handa Anderson ptns

17 19

3A 3A

Butt and Ahmad

Singh Keldregate Das

53 11 20

3B 3B 3B

Hariharan Spencer Mason Bairstow Balindren Wybrew Glencross Gowa Reddy Resource Centre Princess Royal Moorfield WhiteHouse

44 54 55 58 59 62 60 61 66 57

67 14 26

3A 4B 4B

3B 3B 3B 3B 3B 3B 4B

configuration of provider services within Dearne Valley. Consider disposing of HC to 3PD

Within HC

Single handed practice in unsuitable premises Single handed practice in unsuitable premises Strategically acceptable. No requirement to improve or replace Urgent need to replace due to condition and DDA and space. Consider impact on other practices in area Consider as part of “Deighton” Primary Care Centre Consider including in “Acre Mill” development Consider including within a “Town Centre” development Consider including within a “town centre” development Page 29 of 14

Kirklees PCT Estate Appraisal Joint Equip Store

Dewsbury

Dewsbury Centre Eightlands Medley ptns Victoria Medical Mehrotra

DEWSBURY 68 1 110 1 111 1 112 1 85

Khan, Gafoor

100 4B

Thimme Gowda/Salam

Lynch

Shaw Cross Clinic

Mirfield

Bedford

Ravensthorpe

Ravensthorpe Centre North Road Unikrishnan Ahmad

113 1 114 1 115 1

Thimmegowda

Bullimoor

Earlheaton/Chickenly Rajpura

Thornhill

Need to consider future model of service. Existing building not suitable for long term. Lease expires 2012. Strategically acceptable. No requirement to improve or replace

Within HC Within HC Within HC

Accommodation included with DHC Accommodation included with DHC Accommodation included with DHC Strategically acceptable. No requirement to improve or replace Practice currently seeking site for development Joint use with WYP as SARC. Minimal health use Practice currently seeking new premises Strategically acceptable. No requirement to improve or replace

Within HC Within HC Within HC

Strategically acceptable. No requirement to improve or replace Strategically acceptable. No

Acceptable as a branch surgery

Recently extended Page 30 of 14

Kirklees PCT Estate Appraisal requirement to improve or replace Thornhill Lees

Savile Town

Heckmondwike

Cleckheaton

Liversedge

Batley

New Brewerly Lane

Asmal

Patel

Savile Town Clinic Asmal

Patel Bhat Ahmad Youd

82 95 97 98

3B 3A 4B 3B

Cleckheaton HC Greenway Fox and Stringer Khan, Woodall Prasad Liversedge HC Sarathy Khan, Khallique Eddercliffe Batley HC Lidhar

SPEN 73 1 108 1 109 1 101 103 72 105 106

Strategically acceptable. No requirement to improve or replace Strategically acceptable. No requirement to improve or replace Strategically acceptable however long term replacement required

Practice at advanced stage of design for new premises that would cater for.

Strategically acceptable. No requirement to improve or replace

Within HC Within HC

3B 4B 4A 4A 4A

74 1 BATLEY 71 1 94 1

Strategically acceptable. No requirement to improve or replace

Within HC

Page 31 of 14

Kirklees PCT Estate Appraisal

Birstal

Gommersal Birkenshaw

92 93 91

3B 3A 3A

Barker Sood Broughton House Rajpura Lynch Lee ptns

107 3B 3B 87 4B

Barker Fowers ptnrs

96 89

4B 3B

Houghton

Lidhar Sood Fowers ptnrs

104 4B 4B 102 1

Strategically acceptable. No requirement to improve or replace Strategically acceptable. No requirement to improve or replace

Page 32 of 14

Kirklees PCT Estate Appraisal Appendix F:

Capital Plan

Priorit y

Prior ity scor e

Scheme

Upgrade Hawthorn e Ward HMVH Crosland Moor

3 4

54 53

PCT HQ Huddersfi eld Town Centre

Savile Town Acre Mill

Golcar

Communit y Store

Dalton Rawthorp e Bradford Road Newsam

Dr Jenkinson Dr Reddy Dr Butt and Ahmed Dr Hamid

Heckmon dwike

Marsden

Dr Youd Dr Lee Dr Ahmad Dr Deacon

Skelmant horpe Deighton

Functional Content

Potential GP stakehol ders

Liversedg e Soothill

Other

Area sqm

Intermediate Care in patients Dr Taylor and Martin Dr Butt and Ahmed Dr Rehman Dr Balindren Dr Wybrew Dr Glencross Dr Gowa Dr Reddy Dr Asmal Dr Hariharan Dr Spenser Dr Mason Dr Bairstow Dr Faulkner Dr Hariharan

Dr Welch Dr Daz Dr Anderson Dr Sarathy Dr Lynch

Capital £000’s

Additional revenue £000’s

750

Thornton lodge District Nurses Health Visitors

1100

PCT HQ Need to establish full PCT and CHFT functional content

4300 1311 +PCT+ CHFT

500

0 230+PCT+CHFT

District nurse CASH Need to establish full PCT functional content Community nurses and podiatry Need to establish long term strategy Community nurses

700

130

1535 + PCT

250+PCT

166

1400

220

1033

200

443

Community nurses District nurse treatment room District Nurse Treatments Community Nurses Community nurses

706

130

1538

276

855

150 200

637

123

200 936

190

Page 33 of 14

Kirklees PCT Estate Appraisal 18

19 20

25 23

Batley Kirkheato n Mirfield Elmwood

West Park Dewsbury Wellingto n House HMVH

Dr Barnwell Dr Bedford Dr Jennison

1001

201

Dr Ghafoor

? Community Nurses Podiatry n/a

1443

250

443

Dr Barker

n/a

860

140

-900

To be assessed as part of community hospital project. Note: additional revenue costs estimated as follows. Current costs = area x ÂŁ110 sqm, new costs = proposed area x ÂŁ220 sqm.

Page 34 of 14