E&F Block 3 Seminars

The discussion on healthcare environments in the last 20 years shifts between what is known as evidence-based design and salutogenic environments. These concepts have even been used interchangeably and both come from the broader health sciences field. The former derives from evidence-based medicine concepts and the latter from the theory of salutogenesis from medical sociology, both outside the built environment (BE) discipline and therefore unable to capture the intricacies of space and place. So, once those have been introduced to the built environment the concept has changed from the original theories and they sometimes end up being buzzwords.
Thus, we propose therapeutic architecture as a paradigm that stems from both health and the BE. Under that paradigm, we argue that both tangible/physiological/objective and intangible/perceptual/subjective should be accounted for. For the tangible, we investigate physiological conditions because of illness or disease and how the BE needs to accommodate those, for instance through infection control and thermal comfort. For the intangible, which is not clearly defined in the literature so far, we need to consider aspects of social, hedonic, or aesthetic value. The therapeutic paradigm we offer caters not only to pathological and salutogenic but also to the inspirational, beautiful and artistic potential of the built environment. Those could be opportunities provided by the built environment.
To explore how this concept translates in practice and can be implemented in policy, we will test our theory on three landmark case studies, defining the discussion of the era they were introduced chosen deliberately for their differences: Maggie's centers, the Evelina hospital and Chinese Covid-19 hospital placed on a matrix that explores different tangible and intangible qualities that these places offer or don't offer.

Based on real life experiences of medical storage not being planned for adequately and when staff move in they are disappointed.
Key learning points:
- Modular storage design vs Conventional storage design, HTM63 vs HTM71
- The common pitfalls in storage design and how to avoid them
- Compliance and how to provide adequate and correct storage to meet current standards and requirements
- Standardisation and Future proofing

The presentation will include slides showing examples of the difference between HTM63 and HTM71:-

HTM71 provides dense storage and better accessibility

Real life case studies and examples

Infection prevention features and points, upgrading clinical rooms to modern, efficient and pleasant places to work in:-

SUMMARY:-
Often new medical facilities open without adequate thought going into the design of storage requirements. We see time and time again, flaws in the design of specialist clinical spaces, and both traditional and new design methods not picking up the requirements and best practice of today's clinicians working on the front line.

With the NHS facing financial challenges while being required to consistently improve patient safety and care, it needs to take action at all levels to maintain its estates and facilities to a standard required by law and expected by regulatory bodies and the general public.

The NHS estate is vast complex and varied, conditions range from world-class, state of-of-the-art facilities to old Victorian hospitals that are no longer fit for purpose. The backlog of maintenance costs are increasing year on year almost equalling the operating costs of nearly £10bn.

Much of the estate requires significant and costly refurbishment or reconfiguration to remain safe and suitable for modern patient care.

Phil Bishop, Healthcare Property Director at Capita will explore how the NHS can overcome these challenges focusing on the following key learning points in his presentation:

• The opportunities for NHS Trusts not captured within the New Hospital Programme.
• The untapped potential for increased occupation of NHS sites from both health services and other uses such as housing, which can be unlocked to build healthier communities.
• Strategic asset optimisation and identifying innovative opportunities to increase the value of the assets the NHS own and manage and reimagining sites to help the NHS get the most from its estate - clinically, financially and socially.
• Using asset portfolios linked to how to work collaboratively across the public sector to match needs with opportunities and unlock solutions through a social infrastructure bond .
• How to maximum value, generated from the sale and development of NHS land, delivering new healthcare environments for excellent patient care and generating income to reinvest in clinical care or into the wider estate.