FUTURE HOSPITALS
Creating the confidence for long-term investments
The New Hospital Programme is ‘as challenging as it is ambitious’, says the team co-ordinating it. In the second in a series of articles in HEJ from key NHP personnel, Programme director, Saurabh Bhandari, describes how the way major healthcare infrastructure is delivered must change to meet demand.
Our multi-billion-pound portfolio of investments will not only transform healthcare infrastructure, but also how that infrastructure is delivered. We intend to create an enduring legacy of skills, relationships, and productivity, in the industry, while maximising the socio- economic benefits for the communities our hospitals serve. The facilities being created (40 schemes by 2030, with further schemes being invited to bid for potential future funding) will be ‘smarter’, easier to operate, and create a platform for the NHS to deliver the best care effectively and efficiently. It is also our intention to build enduring capability – a sustainable supply chain and culture that will support renewal of the NHS estate beyond the end of this decade. We are delivering specialist hospitals, full- service district general and women’s and children’s hospitals, and community and mental healthcare facilities in four cohorts.
Good progress being made Of the eight Cohort 1 schemes, two are already complete (the Northern Cancer Care Centre in Cumbria opened in 2021, and the Royal Liverpool in autumn 2022), and others are well advanced, such as the first phase of Brighton’s ‘3Ts’ scheme, which is due to open this year. In addition, Moorfields’ Oriel Eye Hospital has been approved recently, and enabling work is starting at many of our 10 Cohort 2 sites. The New Hospital Programme is committing more than £2 bn to these early projects, and while Tier 1 suppliers are in place for most, significant opportunities remain for Tier 2 and Tier 3 suppliers to get involved.
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How the new Leicester Royal Infirmary – part of University Hospitals of Leicester NHS Trust, and one of the New Hospital Programme’s Cohort 3 schemes – might look.
Our next cohort will scale investment
many times over, as we start to deliver, creating opportunities for transformation in every single aspect of healthcare delivery – from planning to manufacturing, and also from operational changes. The way we deliver hospitals will change. Most are built as standalones, missing opportunities to benefit from scale – and our goal will be to make more of the opportunities for optimisation, modularisation, and planning. This one-off nature of projects also misses opportunities to build long-term, commercially successful, relationships and partnerships, which can lead to feelings of uncertainty in delivery, and a reluctance to invest for the long term. In turn, this creates unstable pipelines, and restricts the market’s ability to work to its true capacity.
Of the eight Cohort 1 schemes, two are already complete (the Northern Cancer Care Centre in Cumbria opened in 2021, and the Royal Liverpool in autumn 2022), and others are well advanced, such as the first phase of Brighton’s ‘3Ts’ scheme
32 Health Estate Journal April 2023
Addressing some systemic challenges It is clear that is we follow a business-as- usual approach the market will not be able to cope with the scale of investment we are bringing in. The good news is that we recognise the many systemic challenges, and we are making some revolutionary, as well as evolutionary, changes. Our delivery strategy is based on the
Government’s Transforming Infrastructure Performance Roadmap to 2030 (see
https://tinyurl.com/26tbmrpp). We are a long-term, centralised programme providing the innovation, decision making, and knowledge management needed across the whole programme. This will create the confidence needed for long- term investments, and build a supply chain able to work at the required pace and volume.
Innovation on all fronts To deliver our transformational facilities at pace we need to productionise and innovate on all fronts – from clinical strategy and design, to procurement and operational excellence. The key outcomes we are looking for include:
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