MODULAR BUILD
Modules being installed for phase 2 of works at the Royal Orthopaedic Hospital Birmingham last October.
Budgets and capital requirements It is well known that the NHS received an injection of capital funds from the Government during the pandemic, but looking ahead to 2021, once this funding is reduced it could prove problematic for NHS finance teams to forecast for the coming year. With capital budgets proving difficult to predict for 2021, it will be difficult for NHS Trusts to plan large-scale building projects in advance. However, some modular building providers offer the same facilities, either for hire or sale, so it is possible for Trusts to look to hire buildings instead, and finance project works using hire or managed service agreements. Once the facility is up and running, in theory, the cost of the building, groundworks, and equipment, could be amalgamated into a monthly hire rate for a specific period, eliminating the burden of finding the capital upfront, and allowing the Trust to benefit from use of the building earlier. Flexible rental agreements can be excellent options for NHS Trusts, and especially those who need to extend their healthcare estate, but do not have the capital budget required to pay for the work. In 2021, I anticipate that more NHS Trusts may look to make use of these flexible finance agreements to avoid the pressure of financing these much-needed new projects in advance.
Waiting list predictions
The NHS response to the pandemic, which has been necessary in recent months, has meant that, unfortunately, much so-called ‘non-urgent’ treatment has been paused or cancelled.
Waiting times for routine operations are rising, and the NHS is slowly approaching a critical point where it will need to restore the services required to ensure that people get the routine healthcare they need. Twenty years ago, the NHS pledged to reduce waiting times to a maximum of 18 weeks in order to keep up with changing demand. In response to this commitment, many Trusts turned to PFI and modular construction methods to achieve it, thanks to their quick turnaround
60 Health Estate Journal April 2021
times and limited disruption. The current situation sees the NHS battling to cope under similar pressure, as the service and its staff fight to combat the current pandemic and clear the backlog of operations.
I would urge NHS Trusts to explore all options when thinking ahead to the rest of 2021, and the mounting pressure to alleviate the capacity issues the service currently faces. Modular facilities can add long-term benefit to NHS Trusts, allowing them to deliver life-saving care in permanent, compliant, bespoke facilities that will enhance both staff and patient experience. Monthly rental options mean that these modular builds are available at a fixed rate which aligns to individual budget requirements. These modular facilities mitigate the risk of defects, setbacks, and problems, that traditionally hold projects back from being completed on time, and could be a real lifeline to our healthcare professionals, who are working hard to support the nation during this critical period.
Conclusions
COVID-19 has placed unparalleled strain on our NHS, which in turn has responded magnificently. There is now mounting pressure to plan and take the necessary steps to ensure that the NHS is future- proofed to begin tackling the backlog of operations, alongside providing vital care beyond the pandemic. We don’t want to be in a scenario where, in a post-COVID-19 world, the NHS is compromised in its ability to respond to the needs of patients. Trusts must be allocated the funds required to increase capacity, and this is where the modular market can step up and help to support our healthcare system.
Ultimately, modular facilities provide a cost-effective, quality-driven, and timely means of increasing capacity, and responding to the dynamic nature of healthcare demand. They offer a viable alternative to time-consuming traditional builds, which require months of preparation, which can be difficult to fund.
Modules can be reused and relocated to continue providing capacity for Trusts, and repurposed in response to changing priorities, even providing the ability to drive revenue through new service offerings.
We must support the NHS as we continue to battle through these turbulent times. Our role is to collaborate, raise awareness, and make available the options that could ultimately achieve the common desire that all healthcare workers and patients share – a faster recovery.
hej
Alan Wilson
Alan Wilson, managing director of ModuleCo Healthcare (MCH), has worked for the business since 2002, leading the company in its provision of modular healthcare facilities to the NHS. As part of both the NHS Shared Business Framework and the Crown Commercial Services Framework, the company has successfully delivered over 100 specialist modular facilities across the UK. MCH can handle the entire project – from order to handover, including design, offsite construction and installation, maintenance, and funding.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68
