S&C Block 3 Seminars

Technology and the estate are both vital to delivering the NHS Long-Term Plan, and combining the two with an innovative piece of PropTech will help to answer the changing requirements and usage of NHS buildings. Health and wellbeing services are seeking more flexible access to spaces that are closer to communities, and often have to spend time and resources on finding and securing sessional space across a range of Primary Care Buildings.

In our presentation, NHS Property Services (NHSPS) would like to present our latest innovative solution to help solve this problem. NHS Open Space, developed by NHSPS, brings technology to the NHS estate by offering a digital platform and onsite support for the flexible booking of sessional space. The service supports health and wellbeing providers looking for alternative and flexible ways to deliver services in their community by using pay-as-you-go NHS spaces nationwide. These rooms can be booked by the hour, session, or day and cover both clinical and non-clinical spaces ranging from examination rooms, to offices, to group activity rooms. This programme is a significant step forward in the optimisation of the NHS estate, making much more efficient use of the estate and minimising vacant or underused space. It opens Primary Care buildings up to a wider range of health and wellbeing services, bringing care closer to the heart of local communities so we can reduce pressure on larger hospitals and make life easier for patients.

In this presentation we would like to explore NHS Open Space's journey, from identifying the role of property data and technology in supporting everchanging requirements for NHS space, to building a nationwide solution to help transform the NHS estate that we hope to further expand throughout 2022.

The BaNES Swindon and Wiltshire (BSW) ICS has a strong track record of effective estate strategy development and implementation, which has underpinned a programme of improvements to our hospital, community health and primary care facilities over the past few years. Further, publicly-funded, capital schemes are under development. We have been on a journey from individual organisations developing plans to meet their estates needs to a more collective approach. However, as has been the case for many ICSs, we recognised that we had some way to go before we had a fully integrated system-wide approach to strategic estates planning, and we changed our approach accordingly.

Delivering high-quality patient care requires an integrated approach to infrastructure, incorporating buildings, equipment, plant and digital technology into a single, coherent, environmentally sustainable strategy. New ways of working create the need to go beyond just thinking about facilities to considering buildings, equipment and digital technology as a combined asset.

Our transition from a silo approach to healthcare service delivery to integrated system-wide approaches, reflected in our new Health and Care Model, drives a need for new ways of thinking and for infrastructure to be seen as a collective asset rather than an organisation's own property.

All forms of healthcare infrastructure need to be planned (and funded) on a system basis, e.g., the concept of the 'smart hospital' needs to be extended to all healthcare facilities within our system.

Environmental sustainability targets and our Net Zero Carbon (NZC) commitments need a joined-up system-wide approach if they are to be achieved. NZC targets necessitate thinking differently about healthcare buildings and taking an infrastructure-based approach.

This presentation will describe the progress we have made (supported by Currie & Brown), the challenges we have faced and the opportunities we have identified through taking an integrated approach to infrastructure planning.

An all female team present four perspectives of delivering a significant new healthcare project from concept to completion; Walsall Manor Emergency Department for Walsall Healthcare NHS Trust.

Delivered under the Procure 22 Framework, four speakers from different disciplines will describe the collaborative journey of the project and how the new ED will support Walsall Manor by improving patient experience, streamlining patient pathways and providing flexibility for the future, as well as covering lessons learned.

Debbie White
Senior Project Manager for Emergency Department and Acute Care New Build
Walsall Healthcare NHS Trust

Debbie will describe the background to the brief for a new ED, the requirements of the Trust, funding challenges and the aspirations for this new build to meet the growing demands on Walsall Manor Hospital.

Suzanne MacCormick
Director and Healthcare Planner
Spencer Harrison

Suzanne will demonstrate how a clinically-led approach, developed through workshops with multiple staff groups, ensured both a design wrapped around excellence in patient flow and a solution that improves the experience of patients and staff alike. She will illustrate how this clinically-driven design will help the Trust deliver operational efficiencies throughout its urgent and emergency care pathways.

Rebecca Phillips
Design Manager
Tilbury Douglas Construction

Becky will explain how the design and layout of the new Emergency Department has reflected the consultation process through the careful consideration of spatial design, key adjacencies and routes, design flexibility and a first-class healthcare environment. From a main contractor perspective she will discuss how Tilbury Douglas harnessed the Procure22 framework to overcome key challenges, including programme, budget and delivery on a fully operational hospital site.

Rachel Sutton
Mechanical Project Engineer
Tilbury Douglas Engineering

Rachel will divulge the innovations of the project and how the delivery team used technology and modern methods of construction to ensure high quality, value and reduce programme.

Elizabeth Slevin
Acute Care Transformational Lead Nurse
Walsall Healthcare NHS Trust

Liz will conclude with how the Trust are embarking on a programme of education to improve care and efficiency in the new building and beyond.