ESTATE REDEVELOPMENT
Hopewood Park saw urgent care wards ‘paired with safe enclosed gardens for efficient staffing’. A service-user said on first seeing the facility: ‘The building looked very bright and modern from the outside, and I was pleasantly surprised at how lovely it is.’
Technology driving change The adherence to Treasury guidelines and strict delivery times have meant that the development of the Trust’s estate has had to trial and make use of time-saving construction methods. The use of offsite pre-assembled MEP modules in the three- storey Barton Centre (the administrative hub) accelerated the construction process, while single-storey wards were designed and built using timber frame. The team worked closely with the suppliers to define their design and specification requirements, as using timber frame in mental health facilities has been somewhat limited here in the UK. Throughout the programme the entire team strived to adopt new products and technology, including Design for Manufacture (DfMA) opportunities wherever possible. The objectives have always been to enhance productivity and efficiency. The wide-scale use of DfMA has had a positive impact on project outcomes, and provides a model for replication on other time-sensitive NHS infrastructure projects.
Ongoing commitments
The programme of works is far from over. We’re now working with the Trust on the delivery of the £60 million Morpeth Hospital as part of the Care Environment Development and Re-provision (CEDAR) project, which received planning permission from Northumberland County Council in January this year. The project will see the creation of a new integrated mental health and learning disability medium-secure centre of excellence. Once again, the entire team is well- positioned to apply the lessons learned throughout our 14 years of working with the Trust.
Importance of ‘getting it right’ ‘Getting it right first time’ is not only about ensuring value for money and adhering to Treasury rules on public spending, but also about having a positive impact on patients and their families. Aesthetically designed healthcare environments can
54 Health Estate Journal April 2020
support emotional wellbeing, and add comfort to service-users – instilling in them the confidence that they are in a truly world-class facility. NHS England does an incredible job with the resources it has at its disposal, and it is up to the supply chain – particularly the cost and project managers – to ensure timely delivery and value for money.
I know that first impressions count, and leaving a loved one to be treated and cared for at an outdated facility can add to the overall stress of an already difficult situation, not because you don’t trust the staff, but because the building does not inspire confidence.
Working on this programme with Cumbria, Northumberland, Tyne and Wear NHS Foundation Trust has been incredibly gratifying. To play our part in the creation of a truly world-class estate that will benefit so many in the coming years has been highly rewarding for our entire team. We will continue to channel this dedication into our work on our latest project (CEDAR), alongside our fellow estates, design, and delivery professionals.
Conclusion
In 2006 the Trust was providing services from within ageing Victorian buildings which, for many reasons, were not suitable for modern care. The Trust set an
Darren Laybourn
Darren Laybourn is a director and Global head of Healthcare for global construction consultancy, Turner & Townsend. He is a practising Chartered Quantity Surveyor with over 32 years’ experience delivering healthcare projects and programmes across acute, community, and mental health estates. He currently serves on the CBI North East Regional Board, the North East Local Enterprise Partnership Growth Board, and the North East Board of Action for Children, as well as being a particularly active member of RICS, among other real estate member groups. He says that he is ‘passionate about helping people, teams, and Trusts, in developing outstanding healthcare environments which make a real impact in improving patient outcomes’.
ambitious transformation plan and created a framework for excellence – one which provided a true partnership between many disciplines to achieve excellence in design, delivery, and ongoing operation of the new estate. What we have helped to create today is an environment fit for the future needs of patients and staff – an estate we are proud to say has played a significant part in helping the Trust gain many accolades across many areas of delivery and operation, including a CQC rating of ‘Outstanding’. To ensure excellence, we must continue to build long-term, enduring relationships which play a significant part in creating environments that are an exemplar at their time of creation, but can also be adapted for future use and stand the test of time. If you take just one thing away from reading this article, remember the value of cooperation and collaboration. Partnerships are not built on ‘meetings’ and process, they are built on creating an open, collaborative environment of listening, learning, and improving together as a team. Coming into this programme, we could see the Trust’s vision of what it needed to achieve, but, 14 years ago, we could never have known that the value of our collective success would prove to be so rewarding.
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