REPAIR AND REMEDIATION
With the switch to the digital system, the Trust has achieved a 50% efficiency saving in two full-time equivalents in the administrative function (shown in the slide above, left), with a number of other key ‘outcomes and benefits’ (above right).
the imagery, and target roof leaks, which – as we know – are going to become more of an issue.” Here Richard Burgin handed over to Hive Projects’
Chris Waine, who began: “Part of our role as Project and Programme manager has entailed running regular ‘lessons learned’ sessions, and capturing some of the success stories. For example, to date we’ve remediated over 22% of the estate, over 4000 planks, while retaining about 98% occupancy in the hospital. We’ve had zero health and safety incidents – which we’re proud of, particularly given the programme’s nature. Richard has already touched on the ‘in house’ survey capability. Aside from the financial benefits, we’ve created pathways for internal members of staff to develop and progress. “Notable too,” Chris Waine said, “has been familiarity
in a hospital environment. So if – when walking around the estate – operational people see familiar faces, they’re much less anxious, as opposed to encountering external people coming in with PPE and hats. It’s a stressful environment as it is, so there’s real benefit in that, and we’ve measured the impact through the staff survey.” He added: “We have a very mature team, of which Hive and Curtins are part, as are Shelby Group. “
Financial aspects There was also – Chris Waine noted – a multidisciplinary design team working on the programme. He said: “In financial terms, the programme cost is about £20 m annually, of which 50% is down on the ward decant programme, where Robertson Construction is our main contractor. As Oliver explained, what we’ve done through the lifecycle of the programme is rationalise the base scope of service, reducing the capital cost per ward from £5 m to £2 m, but probably more importantly, it’s shortened the programme by about a third per ward.” He continued: “We’ve also brought the overall completion date forward by two years, which is clearly important in this environment, and with a project roadmap and business case framework, we’ve structured and streamlined some of our processes. It’s very efficient as a delivery model. We in fact have to submit a short-form business case annually to secure the circa £20 m in funding, and in some instances we do this mid-year – so if there’s slippage across the NHS, we can potentially tap into additional funding.” The project team had in fact done this successfully, with a ‘100% success rate’ on the business case process. Chris Waine went on to explain that, ‘as with any good public sector project’, we have a workstream around social value, ‘embedding that in everything we do, and particularly around procurement’. He said: “We have a social value charter as part of the appointment of Robertson as our main contractor, and it’s also embedded in procurement of local supply chains.” He elaborated: “So, we’re using local firms for some of the targeted remedial works, and investing in the local community.
52 Health Estate Journal February 2025
“Richard has already talked at length about the digital
twin,” Chris Waine added, “and we had NHS England on site last week, and have been talking to them about how it can be used more broadly across the NHS. Airedale is one of seven RAAC Trusts to go through the New Hospital Programme, so the digital twin is being evolved and developed, and will be part of the NHP journey as we go forward.” The Hive Project speaker next noted – on the subject of research and innovation: “The digital twin came about as part of that agenda on the programme, and we’re working with people like Loughborough University and the Manufacturing Technology Centre in Coventry to look at other opportunities to innovate around the programme.” Chris Waine said the latest was around the use of sensor technology. He explained: “We’re talking to MTC about how we can use sensors in the live environment to measure certain factors that affect the RAAC. It’s a technology that’s actually quite mature in the aviation sector.”
The team’s proposition His last slide, he explained, was about the AGHS ‘RAAC Proposition.’ He elaborated: “Airedale General Hospital Solutions is actually a Trust subsidiary, and as part of the discussions with NHS England and other partners, we’ve offered help and support with RAAC to others. For example, we have a very mature surveying and inspection capability, and people have been reaching out for help and support to train members of staff in NHS or other public sector environments. We also have Standard Operating Procedures, validated by the Institution of Structural Engineers, so can help organisations embed them, and get the necessary assurance in place to discharge that. We have the digital twin already, and some organisations are interested in using it and complementing it with the SOPs.” Chris Waine continued: “We obviously have a multidisciplinary team that can be lifted, shifted, and deployed, anywhere there’s a RAAC issue. All this has been through a procurement process, and involves not just the consultancy side, but the contracting entities too. The final point,” he said as the presentation ended, “is around the business case and cash flow forecasting. Clearly many in the NHS are familiar with the business case process, but what’s unique about the Airedale General team is that we have a lot of both learned experience and cost data. When people are putting business cases together, we can thus help with and support that process. If anyone is interested in that help and support, please speak to Richard or I after the event.” With this, Chris Waine’s part of the presentation, and an interesting session on RAAC, the safety and structural problems it poses in public buildings such as hospitals, and some of the most effective methods of dealing with it developed to date, closed, and John Allwork thanked the speakers, and invited questions from the audience.
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