ELECTRICAL RESILIENCE
Boosting capacity and helping to keep the lights on
Reliable, modern electrical infrastructure is key to the optimal running of modern hospitals, but with technological advancements demanding more resources, and reliance on ageing utility systems and IT networks, many NHS Estates and Facilities teams face an increasing challenge to balance existing effectiveness using limited budgets, and the need to effectively plan for future upgrades. Chris Rose, Business manager with Quartzelec, the electrical engineering service-provider, explains how it is helping a number of Trusts plan and cost-effectively implement ‘future-ready’ infrastructure solutions.
Hospitals across the UK are increasingly reliant on sophisticated electrical systems and diagnostic equipment in the daily treatment of patients, but such equipment is itself reliant on a secure and stable power network to deliver 24/7 operation. Whether it be in the the A&E Department, an operating theatre, wards, or service areas including – for example – the kitchens, ensuring a stable and reliable electrical supply is key to maintaining uninterrupted healthcare and support services. While overall energy consumption
across the NHS England estate fell by 1.65% in 2023 over the previous year,1 a calculated 11.2 billion kWh of power was still consumed. Energy costs have also significantly increased in recent years, putting additional strain on the balance sheet. The total cost of running the NHS England estate last year was calculated at £12.4 bn, an increase of 12% since 2021/22,
and the expectation is that this will only continue to rise, with increasing energy use, and the need for repairs to the fabric of the buildings, both significant factors.
‘Old and dilapidated’ The NHS estate contains many old and increasingly dilapidated buildings. In 2022/23 it was reported that 42% of the estate had been built before 1985, with 14% pre-dating the NHS itself. Although the age of some of these buildings is not necessarily a problem, many NHS Estates & Facilities teams are being put under pressure by other factors. Among the key ones are reductions in staffing levels, a growing maintenance backlog, and historical under-investment in infrastructure. Implementing upgrades to High Voltage (HV) and Low Voltage (LV) switchgear systems and local sub-stations, along with the associated data, communication, monitoring, and
A CT suite at Doncaster Royal Infirmary. Quartzelec said: “More technically advanced system changes bring with them their own HV and LV network challenges that need to be safely and practically resolved.”
alarm systems – which in some cases have exceeded their safe operational life expectancy – requires specialist knowledge, which is why, with over 100 years of heritage, Quartzelec is increasingly being contracted to deliver cost-effective solutions.
n Scheduled HV and LV work Planned infrastructure upgrade works can deliver huge benefits, and the work carried out at the Royal Alexandra Hospital in Paisley, part of NHS Greater Glasgow and Clyde, is one such example. It was identified that both the HV and LV network systems at the hospital could no longer be safely or economically maintained, and in fact actually increased the risk of power outages affecting potential critical procedures. The on-site facilities team recognised
that the HV infrastructure was antiquated, with operational restrictions within its switching capacity. This meant systems had to be fully isolated to then allow faulty sections to be switched – which frequently caused critical supply loss, as not all loads were covered by LV back-up. The LV infrastructure in various critical areas, including the Maternity and industrial sub- station, also had multiple points of failure. A detailed feasibility study for this
extremely challenging and critical programme of works was undertaken and costed at over £1.5 m. The NHS stakeholder and Estate management teams, working collaboratively with external stakeholders and specialists, facilitated the full HV and LV equipment specifications to be inclusively considered. This included factoring in timescales, enabling, and site works, plus managed interruption of electrical supplies. The tendering and planning phase
took around 14 weeks to deliver, with the detailed enabling and delivery work completed in a further 56-week timeframe. The HV equipment aspect of the programme was developed to minimise downtime and maintain primary power
September 2024 Health Estate Journal 61
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