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big programme of infrastructure investment planned over the next 5-10 years, and worth close to £1billion. “Through this innovative programme of modernisation we are developing into a single integrated health system.” Among several case studies delivered during the speaker sessions was an overview of the ground-breaking Stirling Care Village.
Designed with an emphasis on being dementia-friendly; the project is seen as a forerunner for the planned new approach to the delivery of integrated services, encompassing a range of
health and social care services including a care hub for older people and health services such as primary and urgent care, X-ray and diagnostics, minor injuries, and out-of-hours services. Speaking at the forum, Henry McKeown of JM Architects, the designers behind the project, said: “It’s about remodelling the estate and working together to deliver more-integrated care. “In Scotland there is evidence of these new models of care, but they are small in scale and not widespread, so this is likely where future investment will be concentrated. “You never get a second chance to make a good impression and it’s about getting it right first time.”
Commenting about his experience of this year’s forum, supplier delegate, Steven Hadden of Harrison Thompson said: “This is very well-organised event which attracts the right delegates, offering very-good business and networking opportunities.” Keith Redford of ARM added: “After
Early engagement is crucial W
ith the aim for the future to deliver integrated, joined-up, community-based services
across Scotland, speakers at the orum spoke of the need for early stakeholder engagement.
But, while it is often alluded to, the
reality, said the experts, was that it routinely fails to deliver. Rory McCoy, an associate at Hoskins
Architects, which designed the Eastwood Health and Care Centre for Hub West Scotland, said: “Stakeholder engagement is crucial, but it’s important that it’s not just people sitting around listening to us talk. “My advice is to break things down into chunks and have a structure in place that will take them through the process, including site visits and using tools such as Building Information Modelling (BIM) to take everyone through the building.
“This is all important so that when it is completed they can see the outcome of their involvement. It’s about the feedback loop in its entirety.” The Eastwood project, for example, was to house a large number of services, many of which, when consulted, wanted to be on the ground floor. With this proving impossible, the design team had to use stakeholder engagement sessions to educate the various parties and come to a final
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exhibiting at traditional events for many years, the forum was a refreshing way to speak to people.” And project delegate, McDonald, said: “Coming to an event like this and being able to meet face-to-face with suppliers is really useful. “It’s a great way to network compared to the traditional channels as people you meet here know things that are happening in the market that you don’t know about. “For us it’s about being able to build and then maintain a relationship and to find out what’s in the pipeline.”
decision that suited everyone. McCoy said: “With a project like this you get the brief from the client, then it goes to hub stage, then a contractor gets involved, and at each stage the users of the building are one step further removed. That’s why it’s so important to get those priorities down early.” Peter McCormick of JM Architects added: “Quality of consultation is vital. “Six weeks of consultation can easily turn into six months, but it can’t be done once you have started building, so it must be done effectively up front.” And, with sometimes dozens of stakeholders to liaise with, it is vital to have someone in charge of the
process, according to JM Architects’ Henry McKeown.
“Buildings say a lot about the care, compassion, commitment and comfort of the services delivered within them, and healthcare designers need to recognise that it’s not just basic service planning we need, but buildings that meet the emotional needs of staff and patients too,” he told delegates. “What happens in reality is that you go
into a room with a group of people who are not sitting in the same room as those they will end up sharing spaces with. “Someone really needs to manage the whole consultation process, and not the architect.”
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