CONSTRUCTION
aftercare – what must be spent, and when, when do parts need replacing, and can we change the asset's use? The major industry development is a ‘national digital twin’, a realistic digital representation of assets which will help to improve the performance, sustainability, and value for money of projects and programmes by providing data-driven insights. BAM is working with Leeds Teaching Hospitals NHS Trust now on a digital twin for its new Pathology Unit. The ultimate value of a digital twin is to combine machine learning with the Internet of Things; this means the asset data on costs and maintenance can be analysed to help make decisions that will lead to operational savings. Smart asset management systems anticipate when to heat and cool a building, resulting in reduced energy costs and optimised environments for patients and staff.
Circularity and end-of-life thinking These solutions will enable teams to look ahead to the end of an asset’s life at project inception – the end of an asset’s life is something that has rarely been considered in our sector. We are now looking at the whole life of the asset to be delivered, considering its disassembly, and its next possible use, and looking at what proportion and parts of the building can be re-used – its ‘circularity’. Having a contractor that can integrate a range of functions across a building’s whole life will optimise the value of the data and a Trust’s capacity to reduce whole-life costs.
Biophilic design
Biophilic design is another area being considered more closely in different ways, closely linked to landscaping plans and reducing carbon, to increase occupant connectivity to the natural environment by using direct nature, indirect nature, and space and place conditions. Also key is design that uses natural light and contemplates mental health and wellbeing.
All of these technological changes support a more holistic approach to
Karen Davenport
Karen Davenport has an MSc in Construction Project Management and an MBA in General Management. She has over 20 years’ experience of working for both the public and private sectors on some of the largest and most complex projects across the UK. Her experience ranges across PFI projects, Public Private Partnerships, construction frameworks, and design and build schemes. Her previous recent roles included being a Project director at Galliford Try, and Frameworks manager for Graham Construction. As Frameworks director for BAM, leading a team of
around a dozen people, she is responsible for developing frameworks, including in healthcare and education, and other public sector programmes. She leads all of BAM’s engagement on Frameworks, and develops and delivers its integrated services to clients.
She is convinced that the current industry changes are significant for the way health services are being procured, encompassing Net Zero carbon designs, the BIM Framework, the development of the Construction Innovation Hub’s Value Toolkit, and faster, more efficient designs, construction methods, and whole-life services.
Currently BAM is developing healthcare works with a value of around one third of a billion pounds through the ProCure22 Construction Framework, while throughout the COVID-19 pandemic, BAM played an important part in delivering the Nightingale procurements with NHSI and the Department of Health & Social Care.
Karen Davenport and her team are supporting the work of the Construction Innovation Hub for developing Modern Methods of Construction, and an approach to Platform Design for implementation of the Government’s Construction Playbook.
design and procurement. This expands the horizons of what you can expect and demand for your future healthcare estate. As technology enables this smarter creation of smarter buildings, which envisage better outcomes for patients and communities, we need smarter ways to engage with each other from the outset. You may have encountered virtual reality headsets which allow you to interact more with the traditional three- dimensional walk-throughs we produce. This is evolving too, and we expect it will eventually become common for a more immersive experience without the headsets, for groups of people, to walk around the models we produce, and witness what is envisaged and how it will be delivered, so that the values and
objectives of your buildings will come to life before a team arrives on site. This is but a short summary of construction industry modernisation, and how we are being more ambitious about the healthcare estate. All these tools and techniques are beginning to coalesce to help us work together on the healthcare estate of the future. One thing unlocks another. As we all continue on this journey, we will find there is even more we can do than we thought.
hej
Further reading: n The Construction Innovation Hub:
https://constructioninnovationhub.org.uk
n The Government’s Construction Playbook:
https://www.gov.uk/government/ publications/the-construction-playbook
June 2021 Health Estate Journal 53
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