FUTURE HOSPITALS I have two calls to action for the
construction sector and suppliers: We need your best people on the case for this truly transformational programme – anything less than your A-teams will not be enough. Things will happen at pace. Act now to develop your ideas, build your factories, forge new partnerships, and find solutions.
n The scale of the New Hospital Programme will call on the skills and expertise of companies of all sizes, across a broad range of sectors. Suppliers can register their interest by completing the Supply Market Survey. (at
https://tinyurl.com/4fyh5vne). Alternatively, if you would like to know more about the supply chain or future market engagement activity, please email the Supplier Markets Team at
nhp.suppliers@
nhs.net
The Royal Sussex County Hospital, Brighton, one of the New Hospital Programme’s Cohort 1 schemes. The first of a three-phase building programme at the south coast hospital site is approaching completion.
n Reducing development and build time through efficiencies in design, and in quantity of components.
n Improving consistency by learning and refining as we repeat processes.
n Adopting more of a manufacturing mindset, which will bring better whole-life performance, better health and safety, less waste, and greater sustainability, with products being built to exacting environmental standards.
n Lowering risk by reducing uncertainty in the supply chain.
n Opportunities for companies to make long-term investments in the capabilities needed.
Applying manufacturing sector principles The manufacturing sector has used common components and processes, as well as mass-production of customised products, for a long time. We are now ready to apply these to healthcare infrastructure. We will create common standards and benefit from efficiencies of scale across every aspect of our schemes, from pre-construction processes and design, to construction and handover. This will be supported by a sophisticated procurement process, which will enable buying for more than one scheme or NHS Trust at a time, and Hospital 2.0 – the
‘‘
centralised knowledge management-led approach we have developed to span the full lifecycle of our hospitals. This builds on existing standards in healthcare, and will specify standards and requirements, including preferred approaches, engineering principles, and spatial designs. Research-based and expert-led, these will reduce pre-development costs and provide agreed and centralised ways of working.
Longer-term ambitions Our vision and ambition for this programme – improving the supply chain, increasing standardisation, and building fully digital, intelligent hospitals that improve the environment for patients and staff – is vast – at least double its current size.
Only by changing the way we build health infrastructure through new partnerships with the market and NHS Trusts can we plan to deliver by 2030. Our market engagement teams will launch a number of procurements over the coming months, and we are actively seeking market advice and support, so please speak with us, share your ideas, and find out how we can help you to get involved. This is a transformation programme, and it will require many talents, abilities, and skills – more than are currently available.
Our vision and ambition for this programme – improving the supply chain, increasing standardisation, and building fully digital, intelligent hospitals that improve the environment for patients and staff – is vast
Saurabh Bhandari
Saurabh Bhandari is Programme director for the New Hospital Programme, leading the Delivery Directorate and the development of Hospital 2.0, the programme’s approach to building NHP schemes. Hospital 2.0 will, the NHP team says, ‘drive an accelerated programme creating transformative environments that will benefit patients and the public’. The team says: “A critical part of this system will be the ability to create prototypes to enable us to learn quickly, collaborate, and validate new, more sustainable, and safer ways of building.”
Saurabh Bhandari has previously worked for the Infrastructure Projects Authority and in the private sector, specialising in driving delivery of complex infrastructure, transport assets, buildings, and spaces, in the transport, science, healthcare, education, and urban development sectors. He has worked on Northern PowerHouse Rail, hospitals, and healthcare infrastructure, in the UK, Australia, and Bahrain.
April 2023 Health Estate Journal 33
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