New Hospitals Programme - Building for better care Lived Experience Group April 2021 10-12:00
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New Hospitals Programme Building for better care Lived Experience Group April 2021 10-12:00
Welcome and Housekeeping
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Agenda
Part 1: Exploring the latest design 10 - 11:15
o Welcome and housekeeping Sara Saunders
o Introduction Michele Amoah Powponne
o 3D Presentation Richard Ager
10 mins Break
Part 2: Programme Update 11:25 – 12:00
Sara Saunders
o ACU Update
o You said -We’re doing
Part 1: Design Progress using 3D imaging In our September session we explored peoples preferences for the future experience of: • Arriving • Visiting • Eating • Sleeping In this session we will use 3D imaging to walk through the building and check how it compares to the feedback from September After we have seen all the 3D walk throughs we will pause for a conversation on how people feel the design is progressing
Arriving
Visiting
Eating
Sleeping
Discussion
10 MINS BREAK
Part 2: Programme Update
ACU
• 2021 sees a packed year for the programme with progress on the Abraham Cowley Unit (ACU)
continuing at pace.
• We had been planning to rebuild the ACU in two phases due to a lack of suitable bed provision
options in Surrey which prevented us from being able to find temporary locations for all our
inpatients to stay in.
• However, at the end of last year we completed a clinically led Quality Impact Assessment
which showed that, due to changes in market provision and suitable options, there would now
be sufficient bed capacity of a high enough standard for our inpatients to stay in while the
works take place.
• The impact of this is significant:
• by building the ACU in a single construction phase we will be able to close dormitories approximately 12-14
months ahead of our previous plans and fully vacate the site in March 2022.
• We will also be able to build the hospital approximately six months quicker, with our new hospital scheduled to
reopen in May 2024.What does this mean for our timelines?
2020 2021 2022 2023 2024
May
May
Aug
Nov
Dec
Mar
Mar
Sep
Feb
Feb
Jun
Jun
Apr
Apr
Oct
Jan
Jan
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Jul
Services 2-phaseSingle-phase
build period
April 2022 – May 2024
Procurement Nov 2021 – Sept 2024
Design period completes move
2020 – Sept 2021 Oct 2021
Mar 22 2.5 years
2 years
Dorms close
June 2023 Hospital
Full Business Case ACU site
approval fully vacated and re-opens
Nov 2021 dorms close May 2024
March 2022Part 2: Programme Update Sustainability was our topic in January. This is an update following the first report on the projected performance of the building: Energy Efficient Design – passive and active energy efficient measures reviewed and adopted. These will provide a 13% improvement more than the standard. Low Carbon Technologies – removal of onsite CO2 producing equipment such as boilers and utilising an all-electric heating solution that prevents CO2 and other pollutants being generated locally. Renewable Energy Technologies – air source heat pump technology and photovoltaics to be effectively utilised in the building. These will provide 61% carbon saving for the development. Water Efficiency – assessing the current market for water efficient fittings and pursuing the most appropriate solutions.
Part 2: Programme Update
East
• Plans for our new hospital in east Surrey are on track with our long-term aim to co-locate on East Surrey
Hospital’s site, part of Surrey and Sussex Healthcare NHS Trust (SASH).
• We have now completed, in architectural terms what is called, the ‘concept design’ and our detailed ACU
design work has been able to feed directly into this
• However, the sites do have some key differences; the plot size in the east means we will be able to build all
wards as a single storey and there is also sufficient space for future expansion.
• Underpinning the construction of a new hospital on this site is the commitment to maximize the benefits of
collaboration, integration, and co-location of a new mental health hospital alongside an acute hospital. Despite
the challenges from the pandemic there has been significant progress in delivering the short-term actions
agreed at a joint workshop between both trusts which we held October.
• Mental health training and support is now being provided to support staff both in the Emergency Department and
on the wards at east Surrey Hospital
• We have also put in place an early warning system which helps mental health staff assess the physical health
needs of patients on their wards. This is the same tool that is used on SASH’s wards and in their Emergency
Department which means that staff are communicating in a consistent way when they are reviewing and
discussing a patient’s physical health.You Said…… We are doing
Engagement
Temporary
moves Design
Your
feedback
Operations BehavioursDesign 1. Outdoor spaces – therapeutic gardens & exercise opportunities – our landscape architects have developed a detailed proposal – we will schedule this for a future session 2. Future proofing considered – we have maximised the capacity within the ACU site but there is more room for expansion on our East site. 3. Reducing noise and echo – the specification for the flooring is acoustic standard and the interior design is looking at how to include sound absorbing materials such as wood in the day areas 4. Separate lounges – each ward has three lounges. In wards with mixed genders this will enable separate gendered lounges 5. Kitchen on wards – each ward will have a kitchen/servery and dining area – the same as the approach at Farnham Road Hospital 6. Easy to read signage – we would like to introduce wayfinding and signage within the interior design strategy. We look forward to getting into the detail of this later in the year 7. Include plants inside – we have fed this into the interior design strategy
Behaviours 1. Proactive staff – we commit to being visible, responsive and accessible as a programme team as well as having proactive engagement and communications 2. Clear leadership – we have a new programme director joining our team – Emma Bilson. Heather Caudle – Chief Nursing Officer has taken on the lead for experience within the programme 3. Collaborative working – We have being working closely with our design champions and hospital design forum which covers the various Trust functions (clinical, operations, digital, etc.) to get to where the designs are today
Operations 1. Consistency across wards – we have 9 wards across two hospitals with the same layout and design. The dementia ward in the east is deliberately of a different design with specialist features to meet the needs of that group 2. Important to balance security and care - our reviews of the risks around garden fences both internal and external have shown that we need to maintain the same height that we currently have at the ACU 3. Change of culture and how we work Covid has forced the Trust to think differently about how we work. We need to review what changes we want to keep in the future. We are committed to holding an open conversation about what benefits we are all hoping to get out of the new hospitals when we can meet face to face. 4. On screen information – the clinical teams have been working collaboratively with the digital team to identify opportunities where information could be digitally displayed
Temporary moves
1. There are 5 identified ‘moves projects’ to vacate the ACU building:
I. WAA Inpatient
II. OA Inpatient
III. S136 at FRH
IV. New Community Hub
V. Re-homing remaining teams
2. Engagement process is underway with managers and their teams to
confirm where they will move to
3. All services will need to be in their new homes by March 2022Engagement 1. Easily accessible information – we are working on a virtual portal to conduct the statutory public consultation during the planning application process for the ACU 2. Collaborative working – the new experience pillar, chaired by Heather Caudle will include members of the Council of Governors 3. We are improving and enhancing our methods of engagement with the people impacted (e.g., creation of New Hospitals Programme Forum and we have created a new email address newhospitals@sabp.nhs.uk 4. Naming of the new hospitals – we are not at this stage yet, but would welcome examples of where people have seen this process done well
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