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Highland NHS Board27 June 2013
Item 3.1
CRITICAL CARE CONSOLIDATION AND THEATRES REFURBISHMENT – RAIGMORE –INITIAL AGREEMENT
Report by Eric Green, Head of Estates on behalf of Deborah Jones, Chief OperatingOfficer
The Board is asked to:
Approve the attached Initial Agreement for upgrading the Raigmore Theatres andcombining critical care services at Raigmore.
Agree that the Initial Agreement can now be submitted to the Scottish GovernmentCapital Investment Group for their approval.
1 Background and Summary
The Raigmore operating theatres are now 25 years old and have not been refurbished sincenew. Understandably the fabric is now worn and difficult to maintain. In addition manyguidance and regulation have changed over the 25 years and the facility is no longerconsistent with best practice.
Critical care facilities in Raigmore have grown over the last 25 years and are in 3 differentlocations within the tower block. None of these facilities meet current guidance. The fireupgrade work offers a unique opportunity to locate these services on one floor and drivequality and operational benefit from doing so.
This in turn facilitates other moves to further improve patient care within the tower block andimprove operation of the hospital.
2 Future of Raigmore Hospital
All NHS Highland facilities in Inverness are subject to the greater Inverness Masterplancurrently underway. This will align clinical strategy and estate strategy and challenge theevidence underpinning both. It is intended that this project will produce a project InitialAgreement for the Greater Inverness area highlighting the projects required to enablehealthcare to be delivered for the next 20 years.
Raigmore Hospital will obviously be the centre of these plans, as significant work is requiredto upgrade this now 25 year old facility. This proposal is fully consistent with the Masterplanexercise and is being offered in advance so that the basic hub of Raigmore hospital criticalservices can be brought up to modern standards while taking advantage of the tower blockrefurbishment opportunities. Failure to do this at this time will result in additional cost.
It is also recognised that this Initial Agreement does not address the capacity issueshighlighted in the previous day services Business case. However the Masterplan is taskedwith looking at how all assets are used in the greater Inverness area and already hasidentified space utilisation issues in some of our community facilities. Therefore it may bethat alternative solutions can be found to address the extra capacity required, so the scope ofthis Initial Agreement concentrates on the established long term need for acute theatrecapacity.
2
3 Contribution to Board Objectives
This project will contribute to achievement of”Better Health, Better Care, Better Value” atRaigmore by providing the facilities to better care for patients at the most acute phase of theircare. This project will also ensure the services at Raigmore are sustainable by providingmodern fit for purpose facilities. The improvements in layout will also facilitate better care.
4 Governance Implications
Staff Governance
Staff working in Raigmore have been fully consulted and involved in the design of the facilityby means of optioneering workshops and other formal consultations.
Patient and Public Involvement
Patient representatives were consulted and part of the decision making process around thisproject.
Clinical Governance
Raigmore Clinicians have been consulted on this proposal and have been involved at allstages of its development.
Financial Impact
The financial impact is detailed in the attached paper; however this is an Initial Agreementand further work will be done as part of OBC development to establish models of care for therevised facilities and what savings may result from that.
5 Risk Assessment
The project has its own Risk Register, the main risk are in not progressing with the project.
6 Planning for Fairness
An Equality and Impact Assessment meeting is being arranged as part of the OBCdevelopment.
7 Engagement and Communication
The project has an established governance structure with the Chief Operating Officer as theSenior Responsible Officer. The project group is chaired by the Chief Operating Officer andthe operational Unit Manager for Raigmore is also included in the group. The group includesrepresentatives of the Staff and Clinicians as well as a patient representative. The Head ofPublic Relations & Engagement is also included and a communications plan is in place toinform stakeholders including the general public and their representatives.
Eric GreenHead of Estates
20 June 2013
Inital Agreement Document
NHS Highland
Raigmore Hospital
Critical Care Consolidationand Theatres Refurbishment
(with necessary realignment ofServices)
Initial Agreement Document
Rev I
15th May 2013
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Services)
CONTENTS
Inital Agreement Document
1 SUMMARY OF PROPOSED INVESTMENT 3
2 EXECUTIVE SUMMARY 5
3 STRATEGIC CONTEXT 9
4 INVESTMENT OBJECTIVES, EXISTING ARRANGEMENTS / BUSINESS NEEDS 29
5 BUSINESS SCOPE AND KEY SERVICE REQUIREMENTS 41
6 BENEFITS / RISKS / CONSTRAINTS AND DEPENDENCIES 44
7 AGREED CRITICAL SUCCESS FACTORS 49
8 LONG LIST OF OPTIONS AND SWOT ANALYSIS 50
9 ECONOMIC CASE TO ARRIVE AT PREFERRED WAY FORWARD 55
10 AFFORDABILITY REVIEW 66
11 RECOMMENDED PREFERRED WAY FORWARD 68
A APPENDIX – SMART OBJECTIVES 71
B APPENDIX – SUMMARY OF CATEGORIES OF CHOICE ASSESSMENT 75
C APPENDIX – SWOT ANALYSIS OF LONG LIST; 79
D APPENDIX – PREFERRED TOWER BLOCK LAYOUT 88
E APPENDIX – POTENTIAL PHASING PLAN 90
F APPENDIX – POTENTIAL HIGH LEVEL SCOPE 92
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document3
1 Summary of Proposed Investment
This Initial Agreement Document (IA) summarises the planned investment to consolidate critical
care services, and the necessary re-alignment of some other services, within the Tower Block at
Raigmore Hospital, to facilitate this. Critically, the investment will also address the current
compliance issues and deficiencies associated with the Tower Block and the Theatres on the first
floor adjacent to the Tower Block. In addition to the immediate benefits arising from these
investments, there will be ancillary functional and operational benefits arising from the
improved adjacencies for the other acute services, arising from the realignment of services.
The proposed investment is aligned with and provides a substantial platform for any future
development at Raigmore, but critically excludes any changes to the current bed capacity and
theatre capacity provision which will be the subject of wider study.
The investment will address the immediate deficiencies of the accommodation, fittings and
services infrastructure associated with the current Critical Care accommodation and the
Theatres, so that facilities are commensurate with modern standards.
The investment proposals are aligned with the wider rationalisation and coordination plans of
NHS Highland services in the Greater Masterplan area. NHS Highland is currently implementing
a “Masterplan exercise for the Greater Inverness Area”. Both clinical and non clinical facilities
are being considered with options for optimal future Healthcare provision in the Highlands linked
to clinical need over the foreseeable future. Key findings are emerging in relation to the need
for the consolidation of critical care and theatres refurbishment, at Raigmore Hospital, as is
proposed within the Initial Agreement.
The particular deficiencies in services that exist across Critical Care and the Theatres aredefined in greater detail within subsequent sections of this Initial Agreement. However some ofthe key issues are highlighted below.
Critical Care The lack of integrated critical care facilities commensuratewith modern standards and in compliance with SHTM andother guidance
Inefficient working where nursing and medicaladministrations are duplicated in some cases, andconsequently there is poor staff flexibility between HDUand CCU
Poor critical care adjacency to “front” of hospital i.e.adjacency to “accident and emergency”
Principally due to allocation approach, lack of critical carebed availability (particularly HDU beds) resulting in tooearly discharge of patients or patients wrongly located ingeneral wards, in some cases
Respiratory ward operating as informal HDU
In some cases, patients within HDU’s and CCU’s receivingtoo high a level of care resulting from lack of integratedcritical care and poor adjacencies
Poor patient flow resulting from the existing adjacencies
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document4
Lack of isolation facilities in medical HDU
The outmoded design, and related design faults,associated with some of the existing accommodationwhich does not comply with current SHTM standards
A significant proportion of the existing accommodationand facilities are considered to be inadequate in terms ofinfection control
All of the above issues are related to the current lack ofintegrated critical care, the poor adjacencies and theinadequacies in the existing accommodation. This currently hasa significant impact on the quality of care given to critically illpatients at the hospital. Along with the care issues, it is alsoclear that the associated inefficient working practices also leadsto poorer staff moral and increased revenue spend.
Theatres Without action, NHS Highland anticipates an enforcementnotice from the Fire Authority in relation to the poorprovision for fire precautions.
There is a significant backlog in maintenance, and withplant and equipment at an age which in some cases isbeyond its design life, and therefore inefficient.Ventilation provision, in particular, fails to meet currentstandards in terms of the required number of airchanges.
Significant improvements are needed with regard to theprovision of infection control.
The space provision does not meet modern healthcarestandards and SHTM’s for Theatre accommodation.There is a particular issue with the severe lack of storagefor the increasing amount of theatre equipment.
In summary the existing operating theatre facilities fail to meetmodern standards, in terms of fire precautions, infection control,functional requirements, space provision, and compliance withcurrent clinical guidance.
The title of the project is as follows: “Critical Care Consolidation and Theatres
Refurbishment (with necessary realignment of services) at Raigmore Hospital”.
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document5
2 Executive Summary
This Initial Agreement (IA) should be regarded as an appraisal to establish the “preferred way
forward” in respect of addressing the existing deficiencies of Raigmore’s “Tower Block”, and
adjacent Theatre facilities, including the current dispersed nature of critical care services, and
the significant compliance issues throughout. Furthermore, the scope also includes some
limited ward reconfiguration which will be necessary to facilitate these improvements. The IA
also reflects on the separate major initiative currently being undertaken by NHS Highland
comprising a substantial Masterplanning Exercise for the Greater Inverness Area where options
for optimum future Healthcare provision in the Highlands are being considered. The
development of this IA has been undertaken in close alignment with the Inverness Masterplan
so that the significant investment proposed, will not only address the immediate deficiencies
described, but also build a platform for the anticipated subsequent initiatives to allow a future
optimal healthcare model to emerge.
This IA reviews the current Tower Block “Fire Precautions Upgrade” project to highlight the
unique opportunity that has arisen, namely to undertake the much needed improvements, at a
time when existing wards will be vacated, in any case. The IA investigates NHS Highland’s
vision, aims and its principal constraints in the context of key national and local drivers including
the Local Development Plan.
Following recommendations in a report by a Working Group of the Scottish Medical and
Scientific Advisory Committee (SMASAC) NHS Highland undertook a study to review High
Dependency Unit (HDU) facilities to make recommendations on the development of a Critical
Care strategy within NHS Highland. The comprehensive study identified various deficiencies
including the care issues associated with the highly dispersed nature of critical care and high
dependency units in the Tower Block and lack of integrated critical care facilities, poor
adjacencies and various other inadequacies in the existing accommodation. The NHS Highland
study identified that these deficiencies currently have a significant impact on the quality of care
of critically ill patients at the hospital. It is also clear that the associated inefficient working
practices have led to reduced quality of patient care and staff morale.
A review has also been undertaken of the current provision and quality of Theatre facilities at
Raigmore. Fundamentally, there are various Theatre deficiencies associated with fire
precautions, infection control standards, ventilation standards and backlog maintenance. In
particular, without action, NHS Highland is facing an inevitable fire enforcement notice which
could lead ultimately to closure. The current accommodation also falls below modern healthcare
standards and SHTM’s for Theatre accommodation, including space requirements, and there is a
particular issue associated with the severe lack of storage for the increasing amount of theatre
equipment.
Section 8 summarises a long list options (a total of18 principal, and sub-options) considered to
address the identified SMART objectives and benefits, which were considered in consultation
with a wide range of stakeholders, including patient representatives. These were shortlisted
into the following options, associated with improved critical care delivery and related tower
block reconfiguration, as summarised below.
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document6
1 Do Minimum (Retain Current Configuration)
2Consolidate Critical Care Unit with CCU at Ground floor and Medical HDU and ITU / SHDU co-located at first floor and Endoscopy retained in Tower Block (level 6)
2AConsolidate critical care with CCU & MHDU co-located at ground floor with ITU & SHDU co-located at first floor, and the addition of PACU and vascular lab, with Endoscopy moved out
2BSimilar to Option 2A but with MHDU/CCU situated at Ground floor at “A” block to facilitateintensive care adjacency, and no provision of PACU
3New Combined Assessment Unit on ground floor and consolidate critical care with CCU &MHDU also co-located on ground floor with ITU & SHDU co-located at 1st floor
3ANew Combined Assessment Unit on ground floor and consolidate critical care CCU/MHDU andITU/SHDU) completely on 1st floor
3BNew Combined Assessment Unit on ground floor and consolidate critical care (CCU/MHDU andITU/SHDU) in “A” block on ground and 1st floors, with the provision of PACU and vascular lab.
An extensive non-financial option appraisal exercise was conducted. Overall, the appraisalprocess identified that the preferred non-financial option was option 2A with 622 points,followed by option 2B with 568 points. The least favoured options, by some margin, are Option1 (Do Minimum)) and Option 2.
An economic appraisal was then undertaken to establish capital costs, recurring revenue, non-recurring revenue costs and net present costs for each option. An Option 0 (Do Nothing) hasbeen costed for baseline purposes however this option is not viable because the variouscompliance issues would not be addressed. In particular this option would result in a fireprecautions enforcement notice being issued, ultimately resulting in closure.
In addition to the critical care analysis appraisal, capital cost / revenue estimates have beenestablished based on addressing the various Theatre compliance issues. At an early stage in theprocess, it was agreed that this theatre work was common to all the options, and therefore thecombined costs, including the Theatre costs, have been used in the overall economic review.
The analysis of the net present values (NPV) indicates that Option 1 (Do minimum) has thelowest life time costs with Option 2A being the next favoured option. An analysis wasundertaken on an economic annual costs basis in line with HM Treasury guidance. The Value forMoney (VfM) analysis compared the cost per benefit point of the options as illustrated below.
Whilst Option 1 (Do Minimum) is the lowest Net Present Cost (NPC), it is the second leastfavoured option and does not fully achieve the Investment Objectives, as reflected in thescoring.
No QualitativeBenefitsScore1
QualityRank
Net PresentCost (NPC)(£k)
NPCRank
Cost perBenefitpoint (£k)
VfMEconomicRanking
1 358 6 18,013.8 1 50.3 6
2 349 7 22,687.1 7 65.0 7
2A 622 1 20,976.5 2 33.7 1
2B 568 2 21,941.4 5 38.6 2
3 511 4 21,530.3 4 42.1 3
3A 501 5 21,344.7 3 42.7 5
3B 532 3 22,641.4 6 42.6 4
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
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Option 2A, has been established as the highest qualitative scoring option as well as having thesecond lowest Net present Cost. Fundamentally Option 2A meets the Investment Objectives,the Critical Success Factors and achieves the lowest cost per benefit point of all the remainingoptions. This option delivers best value in terms of non-financial benefits and the actualappraisal costs. Sensitivity analysis has been undertaken to ensure the results are robust.
It is highlighted that whilst Option 2A does not include a "Combined Medical & Surgical CommonAdmissions Unit”, this option does not preclude such a development at a future date, in thescenario where further consultation established that better patient outcomes could be achieved.
The associated estimates in terms of capital costs and revenues estimates, for Option 2A, aresummarised as follows.
Costs Option 2A
Capital Costs 19,496.2k
Recurrent Revenue Impact 681.3k
Non-Recurrent Revenue Impact 15.2k
Option 2A is considered as the “preferred way forward” and it is anticipated that the OutlineBusiness Case will develop options around this preferred way forward. In recognition of thehigh complexity of this proposed reconfiguration project, detailed healthcare planning of theTower Block will be required and this will establish sub-options of Option 2A which will bereviewed and compared, at Outline Business Case stage.
As noted previously, the proposals contained within this Initial Agreement are entirelycompatible with the Greater Inverness Masterplan study review, and furthermore form aplatform for the latter’s outcomes. The Greater Masterplan review will to lead to developmentof a “Programme Initial Agreement” whereby it will build on the work proposed under this IA,and review all additional factors, relating to the optimal model for delivery of “fit for purpose”healthcare facilities, suitable for the next 25 years.
It is highlighted that due to the nature of the proposed investment, the capital outlay is likely tobe over a period of approximately 5 years, as the wards are undertaken on a phased basis andin alignment with the “fire precautions” project. The anticipated capital funding over the 5 yearperiod would therefore be as follows.
Year Cost inc VAT
April 2013 – 2014 974,812April 2014 – 2015 3,899,249April 2015 – 2016 5,848,874April 2016 – 2017 5,848,874April 2017 – 2018 2,924,437Total 19,496,246
The indicative programme for project development, based on a “HFS Frameworks 2” approach,is provided in the following table.
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document8
IA CIG Meeting Date 2nd July 2013
OBC Stage / Approvals January 2014
Design and Target Price
Full Business Case development
September 2014
Full Business Case Approvals December 2014
Construction Start January 2015
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Inital Agreement Document9
3 Strategic Context
3.1 Organisational Overview
3.1.1 Organisation Profile
NHS Highland is one of the fourteen regions of NHS Scotland. It employs over 9,000 people,
making it one of the largest employers in the region. Geographically, it is the largest Health
Board, covering an area of 32,500 km² from Kintyre in the south-west to Caithness in the
north-east, serving a population of over 300,000 people, and sees a proportion of its patients
from the influx of tourists to the Highlands, which at certain times of the year, can double or
even triple the local population.
NHS Highland provides strategic leadership and direction for NHS services and is accountable to
the public and to the Scottish Government for all elements of the NHS system in the Highland
and Argyll & Bute Council areas. As of 1st April 2012, with the integration of health and social
care in the Highland region, NHS Highland is the lead agency for the delivery of Adult services
across health and social care (The Highland Council are the lead agency for children's services).
NHS Highland works with partners to improve the health of local people and the services they
receive and to ensure that national clinical and service standards are delivered across the NHS
system. NHS Highland is working to improve services with the involvement and support of the
public, partners in other NHS Boards, Highland Council, and other independent and voluntary
agencies.
3.1.2 NHS Highland Management
NHS Highland is managed by a Board of Directors which is accountable to the Scottish
Government through the Cabinet Secretary for Health and Wellbeing. The Board is accountable
for the performance of all NHS Highland services. The Board’s operational decision making
structure is shown below.
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3.1.3 Operational Units
The planning, coordinating and delivery of services across NHS Highland is managed through
two Partnerships:
Highland Health and Social Care Service - Covering the same area as the
Highland Council, the Partnership is made up of three operational units: North &
West Highland; South and Mid Highland; Raigmore Hospital. The Partnership is
responsible for providing a wide range of acute care, emergency care, primary
care and community based health and social care services
Argyll and Bute Community Health Partnership - Manages acute, primary,
community health and mental health services across the region. Much of the
acute and more specialist services are provided from neighbouring NHS Greater
Glasgow & Clyde. These services are purchased by the CHP through formal
contracts
NHS Highland delivers services to patients and local communities through three operational
units (which comprise the Highland Health and Social care Partnership) and one Community
Health Partnership, which is not part of the Health and Social Care Partnership. These
operational units are supported by a range of Corporate Services including facilities, pharmacy,
personnel, and finance. A summary of these units is provided below:
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North and West Highland which constitutes a remote and rural area made up of the following
areas and districts:
North Area
1. Caithness (including Rural General Hospital – Caithness General in Wick)
2. Sutherland
West Area
3. Skye, Lochalsh and Wester Ross
4. Lochaber (including Rural General Hospital – Belford in Fort William)
South and Mid Highland constitutes the inner Moray Firth area, and is made up of the
following areas and districts:
Mid Area
5. East Ross
6. Mid Ross
South Area
7. Inverness West (including New Craigs)
8. Inverness East
9. Nairn & Ardersier, Badenoch & Strathspey
Raigmore Hospital
Raigmore is the single District General Hospital (including specialist services) in the Highlands
Argyll & Bute CHP
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Raigmore Hospital in Inverness is the district general hospital (including specialist services) for
patients in the North + West, South + Mid Community Health Partnership areas serving patients
from its own and adjacent Community Health Partnership areas as well as those from adjacent
Health Board areas.
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3.1.4 Vision and Strategic Aims
NHS Highland has delivered significant achievements in recent years, treating more patients,
and providing better, faster access to diagnostic and treatment services as well as achieving
financial balance. The Board continues to seek improvement in the quality of patient care
however and, in line with other NHS Boards, has a published Local Health Plan. This plan sets
out a simple vision for the people of the Highlands:
“Quality care to every person every day”
NHS Highland, in common with all Scottish health boards, has an advantage in being
responsible for the total health needs of the population and, for integrated care. This means it
is responsible for the better health of communities through population wide and individually
focused initiatives to maximise health and prevent illness; for better care of patients through
quick access to modern services, in clean and infection free facilities, by well trained and
courteous staff; and for better value for the use of the public money spent by ensuring there is
no waste and inefficiency, money is spent only on what is needed and has evident therapeutic
benefits and variation from core care pathways is the exception.
The importance of keeping a balance between the three components of better health, better
care and better value is fully recognised because they are intrinsically linked and together
constitute an effective health system. Any one area cannot be prioritised over any other.
This approach is consistent with the objectives identified within the NHS Highland Local Delivery
Plan 2012/2013. The Plan sets out the strategic direction for the Board, provides evidence of
performance to date and describes the plans to address the national targets. The key
objectives associated with the Local Plan 2012/2013 are provided under Section 3.2.3.1.
3.1.5 Key Stakeholders
Key Stakeholders, involved in the consultation to date and who are associated with the
proposed investment, are highlighted as follows:
Etta Mackay – Partnership Representative
Alan Simmons – Patient Representative
Chris Lyons – Director of Operations
Stuart Lambie - Medical Directorate Clinical Lead
Claire Vincent – Consultant in Acute Medicine
Iona McGauran – Medical Directorate Nurse Manager
Morag Macleay – Service Manager Medical Directorate
Ron Coggins – Surgical Directorate Clinical Lead
William Craig MacLeman - Assistant Nurse Manager Surgical Directorate
Derek McCrae – Service Lead – Gynaecology, Urology & Breast
Andrew Ward – Assistant Surgical DGM
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Angela Watt – Midwifery / Obs Gynae Manager
Kenny Clarke – Services Manager Theatres, ITU, Anaesthetics and Day Surgery
Emma Watson – Consultant Microbiologist
Crawford Howat– Portering & Operational Security Manager
David Mackay – Domestic Services Manager
Alison McLean – Infection Control Manager
Donna Smith – Service Performance & Partnership Manager
Doreen Bell – Clinical Advisor
Rosie McGee – Health & Safety
Iain Ross – Information Technology
Eric Green – Head of Estates
Colin McEwen – Senior Building and Fire Engineer
Brenda Dunthorne – Head of Finance
Karen Underwood – Financial Management
3.1.6 Geographical Position and Health Comparisons
The NHS Highland catchment area comprises the largest and most sparsely populated part of
the UK with all the attendant issues of difficult terrain, rugged coastline, populated islands and a
limited internal transport and communications infrastructure. The area covers 32,518km²
(12,507 square miles), which represents approximately 41% of the Scottish land surface. The
geographical nature of the region presents particular challenges for the efficient and effective
delivery of health care services.
The area NHS Highland covers is benefiting from improved health services and so people are
now living longer. It is estimated that by 2031 the number of people aged 75 or over in
Highland will double. This is important to plan for because older people tend to make more use
of health and social services. As people age it becomes more likely that they may acquire one or
more long-term condition(s) like asthma, chest problems, depression, dementia, diabetes and
heart disease as well as having a greater risk of getting cancer. The proportion of older people is
above the Scottish average. However, levels of morbidity and deprivation are well below the
Scottish average. In total, NHS Highland will annually see and treat approximately 38,000
inpatients, 13,000 day case patients, 7,000 renal day attendances, 50,000 new outpatients and
39,000 accident and emergency attendances. About two thirds of inpatients are admitted as
emergencies.
As noted previously, the population served by NHS Highland totals circa 310,000 people based
on the GRO(S) 2008 based population statistics. This is made up of residents of both the
Highland and Argyll & Bute Council boundaries. It is anticipated that residents of the Argyll &
Bute Council area will not be significant users of any of the services covered by this initial
agreement due to the distances involved and the Board’s objective of maintaining services as
local as possible. Consequently, the projected population figures in thousands produced by the
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Inital Agreement Document15
General Registers Office for Scotland (GRO(S)) shown below relate solely to the Highland
Council area:
Highland Population Shift
010203040506070
actual forecast forecast forecast forecast forecast
2008 2013 2018 2023 2028 2033
year
po
pu
lati
on
(000's
)
0-15
16-29
30-49
50-64
65-74
75+
Data Source: GRO(S) 2008-based population projections (Feb 2010)
Data Source: GRO(S) 2008-based population projections (Feb 2010)
In summary, the population of Highland region has increased by around 6% over the
last 10 years and is expected to continue to grow for the foreseeable future. This
increase, past and predicted, is due mainly to net in-migration to the region, rather
than natural increase (births - deaths). The predicted increase does not take account
of any new external influences on population, such as increased inward migration
due to climate change. GRO(S) data available projects over the next 25 years within
Highland Region:
3.1.7 Epidemiological Considerations
3.1.7.1 Mortality
Cancer and circulatory diseases still account for over 60% of all deaths in NHS
Highland; this figure is in line with the rest of the UK and other developed countries.
Mortality from cardiovascular disease, the largest component of circulatory diseases,
is falling in those aged under 75 years, but the socio-economic gap remains (see
figure below).
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Cancer incidence and number of deaths from cancer continue to increase, reflecting
the ageing of the population. Cancer survival, however, is improving and the age-
standardised death rate is falling, indicating that more people are living for longer.
The top four causes of cancer mortality remain breast, lung, bowel and prostate. Of
other major causes of death, those related to alcohol have trebled in the last 30
years.
3.1.7.2 Life expectancy
In line with falling premature mortality rates, life expectancy continues to increase,
as does healthy life expectancy, but the gap between the two is not closing,
indicating that the burden of chronic ill health in later life continues and is shifting
into older age groups. Healthy life expectancy is improving more rapidly for men
than women.
3.1.7.3 Long-term conditions
Definitions of long-term conditions (LTC’s) vary, making estimating numbers of
people with them difficult. According to local Practice Team Information, about 54%
of the population aged 16 years or over consulted their GP for a potential long-term
condition in a 1-year period; however, this figure includes many who are able to
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manage their condition themselves. In the Scottish Health Survey, 37% of the
population reported having a long-term condition, and 11% said that their condition
limited their day-to-day activities.
The prevalence of LTCs increases with age; in the Scottish Health Survey 65% of the
over 65s reported an LTC, with 35% reporting two or more LTCs. Practice Team
Information also shows that people consulting their GPs about one LTC are more
likely than not to have at least one other LTC as well. For example, of those
consulting their GP for CHD, only 8% have no other LTC, while 67% have at least
two other LTCs.
This co-existence of multiple LTCs probably reflects the ageing population, and also
suggests that treating LTCs in isolation is no longer appropriate for the majority of
the population suffering from them.
3.1.7.4 Lifestyle risk factors
Smoking prevalence continues to fall; the latest estimates suggest that 26% of
Scottish men and 25% of Scottish women smoke regularly.
Alcohol consumption remains high at around 11.8 litres of pure alcohol per person
per year the equivalent of 570 pints of 4% beer or 42 bottles of vodka or 125 bottles
of wine. This level of consumption is enough for every adult in Scotland to exceed
the sensible drinking guidelines for men and women every week of the year.
Obesity levels continue to increase in adults: in 2008, 66% of men and 60% of
women were overweight or obese.
These changes in risk factor levels suggest that we will continue to see a reduction in
smoking-related diseases, but alcohol-related health harm, circulatory diseases,
some cancers and diabetes will continue to increase.
3.1.8 Summary Impact of Demographic and Epidemiological Data
The demographic and epidemiological changes identified in the previous sections are
likely to have two effects on those services being developed in the context of this
Initial Agreement.
1. A direct increase in demand on services based on population growth alone;
and
2. A secondary increase in demand for services based on an altered
demographic profile and epidemiological change.
The latter point here reflects a significantly increased growth in the 65+ age group
(of circa. 88%). In the face of evidence-based clinical models for each of the
services related to this Initial Agreement this demonstrates significant links between
increased age and the frequency of intervention/volume of service required.
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3.2 Existing Business Strategies
3.2.1 Overview
The planned investment (to consolidate critical care and address compliance issues associated
with the theatres) is directly linked to delivering future hospital services in line with, and driven
by, a number of national and local strategies (described below). Many of the local strategic
objectives have been developed to meet the overall delivery of the national strategies.
A number of factors identified in the strategies have influenced how services at Raigmore will
develop in response to such expectations and opportunities. These factors indicate how the
need for health is changing and the opportunities that are emerging to provide services in
different and better ways.
3.2.2 National Strategies
The national strategies and published guidance which have influenced the development of the
local plans, and will therefore be a key driver in the planned investments are as follows.
The five Strategic Outcomes (the Scottish Government). These comprise
“Wealthier and Fairer; Smarter; Healthier; Safer and Stronger, and Greener”. By
investing in the redevelopment and modernisation of health services at Raigmore
Hospital, it is clear there are a large number of positive benefits to patients that
will be achieved in relation to the five “Strategic Outcomes” and relevant national
indicators.
The Healthcare Quality Strategy for NHS Scotland (the Scottish
Government 2010). This identifies the following priorities: caring and
compassionate staff and services; clear communication and explanation about
conditions and treatment; Effective collaboration between clinicians, patients and
others; A clean and safe care environment; Continuity of care; and Clinical
excellence. The planned investment is closely linked to achieving these aims.
“A Sustainable Development Strategy for NHS Scotland’ (the Scottish
Government). As with all public sector bodies in Scotland, NHS Highland must
contribute to the Scottish Government’s purpose: ‘to create a more successful
country where all of Scotland can flourish through increasing sustainable
economic growth’. The planned investment should help to enhance the
contribution of the health sector to sustainable development in respect of
procurement; facilities management, employment and skills, community
engagement, improved efficiency and energy efficient infrastructure
NHS Scotland Efficiency and Productivity Framework. The Framework’s
main purpose is to identify priority areas to improve quality and efficiency. The
Framework is a companion to the Quality Strategy and provides a baseline for
the changes that will need to be undertaken by the Scottish Government Health
Directorates (SGHD), NHS Boards and other public sector organisations.
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The Scottish Patient Safety Programme launched in 2008. This is being
implemented in every acute hospital in the country. The initial goals are to drive
improvements in Leadership, Critical Care, General Ward, Medicines Management
and Peri-Operative. Highlighting critical care as a goal of the programme, this
investment will play a key part in helping to contribute towards the programme’s
objectives.
National Framework for Services Change in NHS Scotland (2005). This
identifies the 3 key drivers for change to be taken account of as : demographic
change, workforce pressures and developments in technology
“Building a Health Service Fit for the Future” (2005). This document sets
out the challenges facing the NHS in Scotland, in particular our ageing population
and the rising incidence of long-term or chronic conditions. The report also
recognises the particular issues facing rural communities, including access to
services and transport. Clearly this has particular relevance to NHS Highland.
“Delivering for Health” (2005). A document which describes the need to
focus more on preventing ill health and reducing the impacts of long term
conditions. This approach aims to provide as much care as possible in people’s
own communities, and to reduce acute admissions to hospital, especially
unplanned or emergency admissions.
“Better Health Better Care Action Plan” (2007). This document builds on
earlier work, and sets out a series of actions to “help people to sustain and
improve their health, especially in disadvantaged communities, ensuring better,
local and faster access to health care”
Scottish Government - Asset Management Policy. This Initial Agreement is
aligned with the Scottish Government’s Asset Management policy of bringing
more consistency to the management of the NHS Highland estate in order to
improve efficiency and effectiveness across the whole of NHS Scotland. The
development proposed is an important opportunity to consolidate and rationalise
the existing estate.
Policy for Design Quality for NHS Scotland - NHS Highland recognises and
fully supports the requirements presented in CEL 19 (2010) related to policy on
design quality for NHS Scotland.
3.2.3 Local Strategies
A number of themes embedded in the national strategies (described above) are influencing the
local strategic objectives and future models for changing the delivery of clinical services in
Highland. The key strategies are summarised as follows and described further in the
subsequent sections.
NHS Highland Local Delivery Plan 2012/2013
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HEAT Targets (contained within the above)
Quality & Efficiency Framework
NHS Highland Greater Inverness Masterplan
Workforce Strategy
Public and Staff Engagement Strategy
3.2.3.1 Local Delivery Plan 2012 / 2013
NHS Highland’s mission is to provide patient-centered services tailored to people’s needs in a
systematic and consistent way providing quality care to every person every day. Our approach
embraces the Healthcare Quality Strategy for Scotland and also takes account of the priorities
within the NHS Scotland Efficiency and Productivity Framework for SR10. The described vision is
to:
Provide quality care at all times;
Support people and communities to maximise their own health;
Develop precisions driven services so that when people need our care they
experience timely, focused, effective services that minimise the duration and
frequency of contact;
Ensure that every health pound spent delivers maximum health gain.
The NHS Highland 2012/13 Local Delivery Plan focuses on the contributions to 4 nationalpriority areas:
Health inequalities
Early years
Tackling poverty
Economic recovery
The investments proposed in this Initial Agreement (IA) will make a significant contribution to
the goals of the NHS Highland Local Delivery Plan by sustaining and building upon the
developments in acute care. In particular the investments will:
Provide services and facilities which meet 21st century healthcare needs and are
acceptable to both staff and patients.
Ensure that services are continuing to progress towards the achievement of
national standards.
Provide an environment which enables staff development, recruitment and
retention as well as community involvement and ownership.
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high quality, integrated, equitable, needs and evidence-based, and cost-effective
increasing focus on hospital beds being preserved for the most acutely ill and
those with specialist needs
run by healthy, flexible, well-motivated and well-trained staff working to their
maximum potential and capability
using modern, flexible, efficient, green assets to maximum effect
reduce wastage and inefficiency across acute services
3.2.3.2 HEAT Targets
NHS Highland’s Local Delivery Plan for 2012/13 identifies and targets performance against HEAT
targets. This is, and will continue to be, monitored and reported in the NHS Highland Balanced
Scorecard. In terms of Raigmore Hospital, it is clear that the proposed clinical service
improvements will make a significant contribution to the achievement of HEAT targets. In
particular the following HEAT targets are highlighted which will have a positive benefit from the
proposed development.
NHS Scotland to reduce energy- based emissions and to continue a reduction in
energy consumption which will contribute to the greenhouse gas emissions
reduction targets set in the Climate Change (Scotland) Act 2009
No people will wait more than 28 days to be discharged from hospital into a more
appropriate care setting, once treatment is complete from April 2013, followed by
a 14 day maximum wait from April 2015.
Further reduce healthcare associated infections so that by 2012/2013 NHS
Board’s staphylococcus aureus bacteriamia (including MRSA) cases are 0.26 or
less per 1000 acute occupied bed days, and the rate of Clostridium difficile
infections in patients aged 65 and over is 0.39 cases or less per 1,000 total
occupied bed days.
3.2.3.3 NHS Highland Quality Approach
The Quality Strategy sets out NHS Scotland’s vision to be a world leader in healthcare quality,
described through 3 quality ambitions: effective, person centred and safe. These ambitions are
articulated through the 6 Quality Outcomes that NHS Scotland is striving towards:
The Highland Quality Approach captures the spirit of how NHS Highland is working to improve
care and outcomes for people in Highland. It describes our ways of working, values and
behavior. It recognises how important it is to improve the health of the population and get the
experience of care right for individual people, every time. We will deliver this by focusing on
providing person-centred care while at the same time eliminating waste, reducing harm and
managing variation.
The Highland Quality framework is captured in our “blue triangle”. It has been designed to
place the individual at the top, with everything else we do supporting this purpose. In
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developing our approach we have drawn from the best learning we could find. The key elements
of the Highland Quality Approach, summarised in the blue triangle, include our Mission, Vision
and Values. It also describes how services and care will look in the future as well as how we are
approaching changing the way we deliver services and care.
NHS Highland’s vision is to provide ‘Quality Care to Every Person Every Day’. In delivering this
vision, three key elements must be delivered simultaneously:
Better Health – improving the health of the population
Better Care – enhancing the experience of care for individuals
Better Value – controlling the per capita cost of care
By reviewing the above key elements which make up the Quality Approach, it is clear that
investment (in consolidation of critical care and Theatres compliance issues) at Raigmore
Hospital will make a significant contribution to the mission, vision and values. In particular the
investment will improve the overall care of the patient both in terms of quality of care and an
improved environment.
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3.2.3.4 NHS Highland Greater Inverness Masterplan Study (On-going).
As noted previously NHS Highland are currently implementing a substantial Masterplanning
Exercise for the Greater Inverness Area. Both clinical and non clinical facilities are being
considered along with options for optimum future Healthcare provision in the Highlands linked to
clinical need over the foreseeable future. The development of this Initial Agreement document
has been undertaken in close alignment with the masterplan development.
Key findings are emerging from the ongoing Masterplan Exercise work, and which have direct
relevance to driving the investment and scope described within this Initial Agreement
document. These findings are summarised as follows.
The Raigmore “component” is a major element of the emerging Masterplan
Exercise that is being utilised to achieve positive outcomes that extend beyond
the primary objective of the capital investment into a more widespread range of
benefits in support of the estate strategy
The ongoing re-development of level 7 (top floor) of the “tower block” (under the
“Fire Precautions Upgrade project”) represents the commencement of a more
widespread investment need in this important area of the estate (the Tower
Block) that is now around 30 years old
The Masterplan Exercise will build on the need for urgent improvements to
address Critical Care deficiencies in the existing model of care. This will define
the need for the integration of critical care at ground and first floor levels of the
Tower Block, together with the need for improved adjacencies for various
services
The “Fire Precautions” project presents a unique opportunity to undertake
appropriate further improvements, and reconfiguration, at a time when existing
wards will be vacated in any case, thus minimising disruption to ongoing clinical
services.
The briefing for new facilities should, wherever possible, meet the higher
standards of technical specifications defined within the latest relevant technical
guidance and/or NHS Highland Estate Strategy.
The Masterplan Exercise will define the need for a project that will facilitate the
removal of temporary buildings that have provided a “stop gap” solution to some
service needs
The location of the facilities should allow staff to utilise existing services as far as
possible rather than duplicating them in the new care structure
The Masterplan Exercise will recognise the poor condition of some
accommodation, major compliance issues and the lack of available space
associated with the Theatres
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The Masterplan exercise will recognise the increasing demands on theatre
accommodation and the need for some re-alignment of operating procedures
across the existing theatre accommodation at the Hospital.
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3.2.3.5 Workforce Strategy
The successful delivery of NHS Highland Strategic Framework requires the contribution of the
workforce to realise the vision ‘Quality Care to every patient every day’ and delivery of the
Triple Aim: Better Health, Better Care and Better Value.
Workforce design, development and delivery, underpinned by workforce plans and policies that
support efficient, flexible working practices and are capable of responding to current NHS
challenges, are important. They will help to improve health, reduce inequalities and deliver
HEAT and efficiency targets on time; in turn delivering safe, high quality health care services to
patients in a way that is both affordable and sustainable.
This Workforce Development Plan for NHS Highland 2012/13 incorporates Learning and
Development. This integrated approach has been underpinned by close working with Partnership
Forum through relevant sub groups.
Through an integrated approach to financial, workforce and service planning, there are in place
a number of workforce plans that respond to service redesign and service improvement
programmes. In addition, specific workforce efficiency measures have been developed to scope
and monitor workforce expenditure in terms of 1) reducing whole time equivalents; 2) skill mix
review; and 3) reducing workforce cost base in line with the current PIN policy framework.
3.2.3.6 Public and Staff Engagement Strategy
NHS organisations are under a legal duty to inform and involve service users and staff in the
design and delivery of health services. NHS Highland’s strategy is to facilitate engagement and
inform effectively. This reflects the growing evidence that where people are given good
information and involved in the right way it increases trust and confidence in the NHS. On this
basis, the consultation associated with this investment has included public / staff engagement.
3.2.3.7 Sustainability
NHS Highland is committed to meeting the needs of the present without compromising the
ability of future generations to meet their needs in all of its activities. NHS Highland takes
cognisance of the principles laid down both locally and nationally for the promotion of
sustainability in all activities undertaken by the Public Sector. Accordingly, the project will
promote sustainability across various fields including the following:
Use of sustainable materials in design
Passive energy service measures
Efficient services installations
Replacement of inefficient plant
The provision of facilities capable of sustaining growth
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Provision of modern, fit for purpose and efficient NHS facilities that sustain
growth
3.2.4 Critical Care Policy and Trends
A Report by a Working Group of the Scottish Medical and Scientific Advisory Committee
(SMASAC) on High Dependency Unit (HDU) Beds (SGHD 2008) identified that High Dependency
Care in Scotland is inequitable and in many cases insufficient. The Report recommended that all
NHS Boards should undertake an assessment of need for HDU beds (SGHD 2008). In response,
the Scottish Critical Care Delivery Group was tasked by the Chief Medical Officer to co-ordinate
a needs assessment exercise in all Health Boards to provide a national picture of the provision
of, and need for HDU beds. It was also recommended that each Health Board use an agreed
methodology previously developed in NHS Tayside (Colvin 2003).
Accordingly, NHS Highland approved the funding of a study to review the provision of, and need
for adult High Dependency Unit (HDU) beds in NHS Highland but also to make recommendations
to the Health Board to inform the development of Critical Care strategy within NHS Highland.
The Report therefore includes analysis of both HDU and Critical Care at Raigmore Hospital.
Prospective data was collected over a 14 week period of all adult in-patients in Raigmore
Hospital, Belford Hospital, Caithness General Hospital and Lorn & Islands Hospital who met
criteria for admission to the Critical Care Levels of Care 0 – 3. The results and
recommendations were presented in a High Dependency Needs Assessment report, which is
available upon request. This study, together with a number of key reference documents
utilised, are highlighted below.
The High Dependency Needs Assessment of NHS Highland
Patients
NHS Highland
Critical to Success: the place of efficient and effective critical
care services within the acute hospital.
Audit Commission
(1999)
Comprehensive Critical Care: a review of adult critical care
services
Department of
Health (2000)
Better Critical Care: Report of Short-Life Working Group on
ICU and HDU issues
Scottish Executive
Health Department
(2000)
It was argued that the traditional division into High Dependency and Intensive Care, based on
beds, be replaced with a philosophy of Critical Care, focussing on an individual patient’s journey
along a Critical Care continuum. This new approach to Critical Care was concerned with the
care of patients at risk of critical illness and of those recovering from such an illness as well as
of patients during the critical illness. Four levels of care for Critical Care patients were
identified:
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Level
0
Patients whose needs can be met through normal ward care in an
acute hospital.
Level
1
Patients at risk of their condition deteriorating, or those recently
relocated from higher levels of care, whose needs can be met on an
acute ward with additional advice and support from the Critical Care
team.
Level
2
Patients requiring more detailed observation or intervention including
support for a single failing organ system or post-operative care and
those ‘stepping down’ from higher levels of care.
Level
3
Patients requiring advanced respiratory support alone or basic
respiratory support together with support of at least two organ
systems. This level includes all complex patients requiring support for
multi-organ failure.
Section 4.2.3 reviews the critical care provision, and associated services at Raigmore
Hospital, in the context of the above.
3.2.5 Theatre Policy and Trends
Operating Theatres provide specialist facilities that enable surgeons to undertake surgical
interventions (procedures or operations) on patients whose medical condition requires the
same. It also provides accommodation for minimally invasive procedures conducted under
radiological control by either radiologists or surgeons. Although the level of intervention will
vary by patient, in general, within the operating department, patients are received, reviewed,
anaesthetised, operated upon and recovered.
The service provides for emergency and elective patients who require surgical intervention
and/or other procedures that require to be conducted within an operating room environment
and/or anaesthesia, with facilities that allow functional groups to care for pre, intra and post-
operative/anaesthesia patients in a low risk environment. Operating theatre services are
delivered from a range of hospital locations across NHS North Highland that include:
9 x General operating theatres at Raigmore Hospital
1 x modular operating theatre (predominantly day case) at Raigmore Hospital
1 x maternity operating theatres at Raigmore Hospital
1 x General operating theatre at the Belford Hospital, Fort William
2 x General operating theatres at Caithness General Hospital, Wick
1 x General operating theatre at The Lawson Memorial Hospital, Golspie
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2 x General operating theatre at The Dr MacKinnon Memorial Hospital, Broadford,
Skye
Increasingly stringent training standards, in combination with more complex working
environments and the difficulties associated with delivering “compliant” staff rotas in all surgical
specialties, is making it more onerous to continue to deliver these complex services in as wide a
range of locations. NHS Highland has managed to sustain services through a combination of
investment in staffing resources and complex shift/rota planning that is designed to optimise
available resources.
Surgery can be delivered on an outpatient, day-patient and in-patient basis, with an increasing
move towards non-inpatient and shorter lengths of stay in hospital. NHS Scotland, in reflection
of the global advantages associated with increased day surgery rates, has encouraged NHS
Boards to actively look at their elective procedures and make day case surgery the default
position whenever this is clinically appropriate. They identify many benefits associated with this
approach that include:
Lower risk of hospital acquired infection vis a vis inpatient treatment
Reduced time in hospital for the patient
Care that is better suited to the patients needs
Lower risk of surgery being cancelled (as long as day surgery facilities are
separate from those for emergency patients)
The British Association of Day Surgery (BADS) verifies these claims, noting that patients
overwhelmingly endorse day surgery, which generally provides timely treatment, reduced risk of
last minute cancellation, lower incidence of hospital-acquired infections and an earlier return to
normal activities. They further state that day surgery provides better value for money overall.
In order to support a move towards day surgery, there is an ongoing commitment of NHS
Boards to increase the percentage of BADS procedures carried out as day cases or outpatients.
Section 4.2.4 reviews the theatres provision, and associated services at Raigmore Hospital, in
the context of the above.
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4 Investment Objectives, Existing Arrangements /Business Needs
4.1 Investment Objectives (SMART)
Noting the need for project objectives to relate to the key strategies previously referred to in
Section 2.2, a review was undertaken to establish key “SMART” Investment objectives for the
project based on the SCIM guidance. Following review, these SMART objectives were
established and a detailed summary of the output (including baseline data for measurement and
timing of assessment of the objectives) is provided within Appendix A.
A new project to consolidate critical care together with theatre upgrade work (and associated
realignment of acute services) is considered an essential component of achieving NHS
Highland’s vision and strategic aims. A summary of the SMART objectives is provided below:
No. SMART Objective Heading
1 To improve business effectiveness and revenue efficiency
2 To improve HEAT and other Health targets (including waiting times fortheatres / BADS targets)
3 Augment range of services and promote emerging model of care includingconsolidation of critical care
4 Make possible the introduction of new ways of working and in particulareffective collaborative working and flexibility in the workforce
5 Improved facilities / increased capacity offering a patient centred serviceincluding greater consistency of care and increased certainty foradmissions, procedures and discharge
6 Concentrate higher and lower levels of care at appropriate locations
7 Offer facilities which reduce risk of spread of infection compared to statusquo
8 To achieve optimal utilisation of space (within the constraints of existingbuildings)
9 To achieve operational and functional efficiency of physical environment
10 To deliver high quality facilities, and technical standards with a strongfocus on lifetime costs, quality and design.
11 To comply with “A Sustainable Development Strategy for NHS Scotland’, toenhance the contribution of the health sector to sustainable development
12 To enable the retention and recruitment of staff
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4.2 Existing Arrangements and Analysis
4.2.1 Raigmore Hospital
Raigmore Hospital, in Inverness, is the district general hospital (including specialist services) for
patients in the North + West, South + Mid Community Health Partnership areas, serving
patients from its own and adjacent Health Board areas. The Hospital comprises part single, part
two, part three and an eight storey block (“the Tower Block”) covering an overall foot print of
circa 94,000 m2.
The Tower Block forms part of the original “Phase 2” development of Raigmore Hospital and was
opened in 1985. It is the most prominent part of the Hospital, comprising ward and associated
accommodation on 8 floors, providing various medical and surgical services. Critical care
services, both Medical and Surgical related, are currently provided within different wards spread
around the Tower Block, arising from development over a historical period.
The Theatres are provided at first floor level, within an adjacent building, albeit they are fully
accessible at first floor level of the Tower Block.
4.2.2 Tower Block
General
Over the years, significant changes to the use of the accommodation have occurred
in terms of clinical services provided. However the basic physical ward configuration
has remained broadly the same. Ground level to level 7 of the ward block are
typically divided into 3 areas as follows:
Ward A – South Wing typically ward accommodation
Ward B – Central Core typically ward accommodation
Ward C – North Wing typically ward accommodation
“West Wing” – typically ancillary or office accommodation as well as the only lift
core area.
Fire Precautions Upgrade Project
It is highlighted that a long term construction project to significantly improve fire
precautions within the Tower Block is currently ongoing. This includes the provision
of a new fire sprinkler system, reinstatement of fire partitions and improvements to
horizontal fire evacuation across all 8 floors. To minimise disruption, these
improvements are being undertaken through a series of 3 month decants and on a
ward by ward basis. To date, the currently unoccupied Ward 7A, has been
completed and this ward is being utilised as the main “decant ward” for the majority
of the subsequent works.
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Level 7 (7C) Medical GI/Renal (30) Management (7A) Decant Ward
Level 6(6C) Cardiology/Step Down (?30) CCU (6)
AMAU/MSCU (30)
Level 5 (5C) Vasc/Urol Surgery (20) (14 closed) Derm (9)/Offices (5A) Medical (25)
Level 4 (4C) Surgical (29)SHDU (6 ) Seminar Room
and offices (4A) Surgical (29 + 5 T)
Level 3 (3C) Orthopaedics (28) Head & Neck(3A) Orthopaedics(30)
Level 2(2C) Oncology with D/C Transfusion
Therapy(2A) Stroke/YARU (22) (8)
Level 1 ITU (8)Critical Care Waiting area
1A (CAL 13) EDCU (6) SDCU (12)ITU (8)
Ground Endoscopy Paediatrics
In acknowledgement that the Wards in the Tower Block will be vacant during these
works, over the next 4 years or so, this presents a unique opportunity to undertake
the planned reconfiguration work, as described within this document, in parallel and
without further disruption to patients and clinical services.
Tower Block – Current Services
The current configuration of clinical services is best represented by a cross-section
through the Block, as illustrated below.
In conjunction with the above diagram, the following table provides an overview of
the clinical services provided by NHS Highland that are within the scope of this
project.
Current
Floor
Clinical Service Brief Summary of Services
7 Decant Ward Ward 7A was recently used for administration offices,
but was decanted to allow commencement and the
delivery of the “fire precautions” project. The ward can
be used temporarily during each phase of the works.
7 Management A suite of management offices is currently located at
Level 7B
7 Medical / GI / Renal Renal services including specialist services and renal
replacement therapy
6 AMAU Acute Medical Assessment Unit
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6 MSCU Medical High Dependency Unit (this is a 4 bed HDU)
6 CCU Medical Critical Care Unit
6 Cardiology / Step
Down
Step-Down Unit provides intermediate nursing care
5 Acute Medical Elderly For elderly patients who have complex medical, socialand sometimes mental health issues.
5 Dermatology Inpatient unit for patients with severe skin conditions
5 Vascular/Urology
surgery
Urology - medical and surgical specialty
4 General Surgery Generic Surgical ward
4 SHDU 6 Bedded Surgical High Dependency Unit for criticallyunwell surgical patients , but who do not require I.C.Ucare
4 Surgical Main Surgical Ward
3 Orthopaedics Main Orthopaedic Ward
3 Head & Neck Ward for Patients required head and neck treatment /
surgery
2 Oncology Oncology ward for the treatment of cancer treatment
2 DC Transfusion Day Case Transfusion
2 Therapy General Therapy Unit
2 YARU The Young Adult Rehabilitation Unit
2 Stroke Main Stoke Ward
1 ITU Intensive Care Unit for patients with the most serious
injuries and illnesses requiring close monitoring and
support from specialist equipment
1 Critical Care Waiting
Area
Waiting area associated CCU (Medical and Surgical)
1 CAL Common Admissions Lounge
1 EDCU The eye day care unit is a dedicated treatment unit thatundertakes all eye surgery such as cataract removal
1 SDCU Surgical Day Case Unit
G Paediatrics Child Ward In-patient and Out Patient
G Endoscopy Endoscopy services
4.2.3 Critical Care – Existing Services and Analysis
4.2.3.1 Summary of Facilities
Section 4.2.3 summarises the current configuration of critical care at Raigmore
Hospital. As noted previously, Critical Care bed provision for Level 2 and Level 3
patients at Raigmore currently comprises 24 beds as follows.
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ICU 8 bed
Level 1
The 8 bedded ICU is located on Floor 1, adjacent to Theatre.
Seven ICU beds are funded, to provide the traditional 1:1
nurse-patient ratio (BACCN 2009). Escalation above 8
patients impacts on Theatre, since these patients are
physically managed in Theatre Recovery with some
involvement of Theatre personnel. Medical management of
the ICU is provided by 5 Consultant Anaesthetists. There is
also a dedicated middle grade doctor facility during normal
hours, which continues out of hours but also includes
obstetrics. The ICU is fully equipped to include central
monitoring and modern ventilators. Adjacent to the Unit,
there is a waiting room plus a separate room where sensitive
communications with relatives can take place (as distinct
from a charge nurse’s or doctor’s office). Overnight
accommodation is also available adjacent to the Unit.
Surgical
HDU
6 bed
Level 4
The 6 bedded general surgical HDU is located on floor 4,
alongside but separate to surgical wards. It is staffed to
provide the recommended 1:2 nurse-patient ratio. Medical
management is provided by consultant surgeons who retain
responsibility for their own patients, but there is no
dedicated medical staffing for the Department. It is fully
equipped to include central monitoring. Isolation facilities
exist for 2 beds, albeit without en-suite facilities. However,
the main body of the HDU is cramped, which has implications
in terms of patient confidentiality and privacy.
Medical
HDU
4 bed
Level 6
The 4 bedded general Medical HDU is located on floor 6,
within the Acute Medical Admissions Unit (AMAU), and next
to CCU. It is staffed to provide a 1:2 nurse-patient ratio.
Medical management is provided by consultant physicians
who normally retain responsibility for their own patients. But
there is dedicated consultant physician involvement for one
session per week from a doctor with an interest in this
specialty. There is also a dedicated middle grade doctor
facility, sharing with CCU, during normal hours. The HDU is
fully equipped to include invasive but not central monitoring.
But this department is also cramped which, again, has
implications in terms of patient confidentiality and privacy.
CCU 6 bed
Level 6
The CCU is co-located with the AMAU, but also with the
Cardiac Step-Down Ward. The CCU is a 6 bedded
department, essentially a specialist HDU, providing a facility
for cardiac patients. Nurse staffing is similar to the 2 general
HDUs, with medical management being provided by
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consultant cardiologists, and middle grade doctors as already
described. The CCU is fully equipped with central
monitoring. It also provides a telemetry facility for up to 6
cardiac patients outwith the CCU. The CCU is spacious and
purpose-designed. All of its rooms are single rooms, albeit
without en-suite facilities. This is the only Critical Care Unit
within NHS Highland that is compliant with guidance that at
least 50% of Critical Care Unit beds should be single rooms
to reduce the risk of healthcare associated infection (DoH
2003b).
4.2.3.2 Study – NHS Highland Review of HDU Needs / Critical Care Strategy
As noted in Section 3.2.4, NHS Highland undertook a study to review the provision
of, and need for adult High Dependency Unit (HDU) beds in NHS Highland but also to
make recommendations to the Health Board to inform the development of Critical
Care strategy within NHS Highland. This study covered adult in-patients in Raigmore
Hospital, Belford Hospital, Caithness General Hospital and Lorn & Islands Hospital. A
full copy of the study is available on request.
Data was produced to help describe the strengths and weaknesses of current Critical
Care provision in NHS Highland plus the challenges and opportunities for future
development. The study presented a comprehensive review and analysis of the
various issues associated with the provision of critical care at Raigmore Hospital,
including various recommendations with regard to improving practices and
efficiencies within the Hospital, some of which are being implemented without the
need for significant investment. However, the following key issues and problems
have been highlighted with specific regard to the need for more fundamental change
and investment.
Lack ofIntegratedCritical Carewith SingleNursing /Administrationservice
With regard to the provision of Critical Care, the historical
sequence of developments has been supported by the notion of
placing Critical Care services close to their various specialties.
Historically, the development of HDUs has been unplanned and
haphazard and largely relied on the interest of local clinicians to
drive development. Raigmore Hospital’s Critical Care service is
spread across 3 floors, 4 departments and 2 clinical directorates,
Medical and Surgical. The study confirms that this results in
increased nursing and administration costs, a lack of flexibility,
and a less patient focused service.
A major thrust of the 2 Health Department reports on Critical
Care (DoH 2000, SEHD 2000) is the need for flexibility in the
provision of service. Hugely significant is that both of these
Reports (DoH 2000, SEHD 2000) recommend that, wherever
possible, all Critical Care beds should be in adjacent locations:
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‘Economies of scale and great benefits of flexibility can be
achieved by siting HDUs in or next to ICUs, with use of a
common nursing workforce. With such an arrangement, a bed
can be an HDU bed in the morning and an ICU bed in the
afternoon, or vice versa, depending on need’ (SEHD 2000).
‘Flexibility is the real key to coping with growing pressures,
especially peaks in demand’ (SEHD 2000).
Too High Levelof Occupancy
The data showed Raigmore Hospital having high occupancy, but
with much lower (but similar) occupancy in the 3 RGHs. The
high occupancy within Raigmore Hospital reflects that it is the
main provider of acute services in NHS Highland.
Lack of HDUand CCU Beds/ Too earlyDischarge
A frequently cited or recorded reason for patients that required aLevel 2 standard of care being in general wards was lack of HDUor CCU beds. A lack of available beds is directly related to levelsof occupancy. The occupancy level for the 2 HDUs and CCU, washigh. Several patients within general ward areas were assessedas requiring a Level 2 standard of care, having been dischargedtoo early from an HDU.
RespiratoryMedical WardOperating asHDU
Results reveal that 44% (12/27) of all ward-based medicalpatients assessed as requiring a Level 2 standard of care were inrespiratory medicine.
Too High aLevel of Care
Results from the Needs Assessment Audit for Raigmore Hospitalshow that 33% (29/87) of all patients in the 2 HDUs and CCUwere receiving too high a Level of Care.
Poor PatientFlow
Poor patient flow was identified. Ultimately, better management
of patient flow between areas will maximise opportunities for
critically ill patients to receive high quality care in an appropriate
setting.
InappropriateAdmissionPolicy
The study provides evidence to suggest that there is inequitable
critical care access for medical and surgical patients e.g. some
cases of medical care patients with a requirement for ward-based
Level 1 care, being placed in Medical HDU. Consequently there
will be other patients receiving too low a level of care due to lack
of critical care facilities.
Similarly there was evidence to suggest there was inappropriate
discharge policy for Surgical HDU. This was to relieve pressure
on nursing staff within the 2 step-down surgical wards by
delaying the transfer from Surgical HDU of recovering patients
who would require a high degree of Level 1 care.
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Lack ofAvailableCritical CareBeds forCardiacPatients
During the data collection process, the Project Co-ordinatornoted that patients were admitted to wards with cardiacconditions that merited admission to CCU. However, atassessment these patients were no longer requiring a Level 2standard of care. This information is noted to again show theextent of need for Critical Care beds.
Lack ofIsolationFacilities
A model of care has existed over several years whereby Level 2general medical patients needing isolation facilities are admittedto CCU, even though these patients have no cardiac conditions.(A reciprocal arrangement allows for the admission of a cardiacpatient to the Medical HDU, should CCU be full in consequence ofhaving accepted a non-cardiac patient.). The Medical HDU, aspreviously described, has no single rooms. It is the only CriticalCare Unit in Raigmore Hospital that is unable to provide isolationfacilities to critically ill patients.
ITUdeficiencies
The design of the ICU has not altered in over 25 years sinceRaigmore Hospital was built. Some aspects of design arelagging. For example, the Unit has isolation facilities for just 2patients. In recent years, this has proved inadequate withinfectious patients also being managed in the 6 bedded bay area.This leads to the temporary closure of beds adjacent to theinfectious patients as part of measures to prevent cross-infection. Therefore, the out-moded design of the ICU impactson its ability to operate an efficient and cost-effective service.But there are other design faults with the ICU. For example, thevisitors’ entrance/exit to the Unit (that is, the public access)necessitates close proximity to the medical equipment andintravenous fluids store rooms. Whilst nursing staff willendeavour to escort family members to and from the Unit, thiscannot be guaranteed at times when staff are operating underextreme pressure. With regard to these issues of infectioncontrol, security and efficiency, there is clearly a requirement forthe design of the ICU to be up-graded.
Too High Levelof Care
Results from the HDU Needs Assessment Audit show that 7%(3/41) of patients in the ICU were receiving too high a Level ofCare. This, as will become evident, relates to structural deficitsnecessitating a Level 3 care requirement where the truerequirement would have been for Level 2 care.
Lack of HDUbeds
Within Raigmore Hospital, there is the need to address the
various factors that inflate demand for Critical Care beds – sub-
optimal bed management; sub-optimal care at ward level;
inappropriate admission and discharge policies; lack of CCU
‘ownership’ of cardiac triage; lack of isolation facilities in Medical
HDU and wards; uneven scheduling of surgical activity;
knowledge/skills deficit at Level 2 and lack of a co-located,
integrated Critical Care service with a single nursing and medical
administration. Therefore, additional investment in Critical Care
beds should be sequential to maximising the efficient and
effective use of existing Critical Care beds.
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That said, the findings of this report also support that there isunder provision of HDU beds, especially Medical HDU beds,within Raigmore Hospital.
Lack of HDUBeds
This also relates to too high level of care being provided (in ICU)due to lack of HDU beds to facilitate discharge from the ICUnoting that the cost of beds in ICU is approximately double thatof HDU
Therefore, it may be reasonably asserted that there is a shortfallof 4 HDU beds, especially Medical beds, within RaigmoreHospital. But having regard to the significant cost implicationsand the discussion that has taken place concerning maximisingflexibility and economies of scale, this number could belegitimately reduced by a co-located, integrated Critical Careservice
ICU Beds Consideration must also be given to ICU bed provision. The veryhigh occupancy data for 7 staffed ICU beds (86% during thisstudy; 78% according to SICSAG (2009) data) support that anadditional ICU bed should be funded. But as with the earlierdiscussion, this should be sequential to addressing the factorsthat inflate demand for ICU beds – lack of HDU beds; inequity ofaccess to Medical HDU beds; lack of CPAP provision in SurgicalHDU; and lack of a co-located, integrated Critical Care servicewith a single nursing and medical administration. If these factorsare addressed successfully then the current ICU bed provision islikely to prove adequate
4.2.4 Raigmore Theatres – Existing Services and Analysis
4.2.4.1 Existing Provision
The existing main operating department at Raigmore, where all surgical activity
takes place, includes 9 x operating theatres and 1 modular operating theatre (as well
as the Maternity theatre located separately) all with associated anaesthetic rooms,
preparation areas and recovery spaces. In summary the theatres, and associated
facilities, are utilised as follows.
Theatre No. Clinical Activity
Theatre 1 Ophthalmic Surgery 4 days, Orthopaedic half day & ENT
half day
Theatre 2 (Mon - Fri 09.00 - 17.00) Gynae 3 days, Vascular 1 day
& Upper GI 1 day
(Mon - Fri 17.00 - 09.00 / Sat & Sun 24hrs) Emergency
Obstetric theatre
Theatre 3 5 days Ear Nose Throat
Theatre 4 Urology 4 days, Upper GI 1 day
Theatre 5 Upper GI 1 day, Breast 1 - 2 days, Vascular 1 day,
Paediatric 1half day
Theatre 6 Head & Neck 1 day, Colorectal 2 days, dental 1 day
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Theatre 7 Orthopaedic elective 5 mornings, Orthopaedic trauma 5
afternoons, Orthopaedic emergencies
Theatre 8 Emergency theatre 24hrs/7days
Theatre 9 Orthopaedic Elective 5 days
Theatre 10
(Modular)
Gynae / Breast / Ortho Day Surgery
The Operating Department (Operating Theatres) caters for all surgical specialities,
scheduled, unscheduled, in-patient and day case procedures – resulting in a complex
and frequently inappropriate mix of patients in shared areas. The area provides
specialist facilities that enable surgeons to undertake surgical interventions
(procedures or operations) on patients whose medical condition requires the same.
It also provides accommodation for minimally invasive procedures conducted under
radiological control by either radiologists or surgeons.
Although the level of intervention will vary by patient, in general, within the
operating department, patients are received, reviewed, anaesthetised, operated
upon and recovered. The service provides for emergency and elective patients who
require surgical intervention and/or other procedures that require to be conducted
within an operating room environment and/or anaesthesia, with facilities that allow
functional groups to care for pre, intra and post-operative/anaesthesia patients in a
low risk environment.
4.2.4.2 Theatres – Condition and Physical Environment
Raigmore Hospital’s main operating theatre department has existed, along with the
Tower Block, for a period of around 30 years without any significant refurbishment.
During that period there have been significant improvements in theatre practice,
which whilst beneficial, has resulted in an increasing amount of necessary equipment
with a consequential demand for space. Furthermore, due to the lack of
refurbishment over this period, the existing fit-out and services infrastructure has
fallen well behind SHTM’s and other relevant standards. A summary of the various
issues is provided below.
4.2.4.3 Compliance with Modern Healthcare Standards
Due to the recent lack of refurbishment, the theatre accommodation currently fails to
meet modern healthcare standards in terms of level of fit-out and furnishings. The
existing installation also fails to meet full compliance in terms of compliant doors,
floors, ceiling finishes, lighting and the like. The physical condition of the premises is
of a standard that is representative of a building of approximately 30 years old. It
fails to meet modern healthcare standards in terms of functional requirements, space
needs, compliance with current clinical guidance and acoustic criteria.
The accommodation is cramped throughout and is characterised by inadequate
cluttered corridors, full of equipment and inadequate space such as the current
provision of a make-do reception, to allow a children’s waiting area to be provided.
All this compromises the provision of care for patients and similarly, staff working in
the building, are constantly frustrated by a lack of space and the poor functional
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suitability of the buildings. Inevitably this impacts upon their ability to deliver
effective and efficient services.
4.2.4.4 Infection Control
Due to the lack of refurbishment over the years, the facilities have fallen well behind
in terms of compliance with current infection control standards, in terms of suitable
layout, finishes, materials and furnishings.
4.2.4.5 Fire Precautions
Due to the age of the building, the original fire strategy has become compromised
due to the gradual change of use but in particular the application of more recent
standards by HIFRS (Highland and Island Fire & Rescue Service). Furthermore it is
likely that building services developments within these premises have weakened the
integrity of the existing fabric, in terms of maintaining the original fire separation
strategy. Accordingly, NHS Highland acknowledge that there are a number of
improvements to the existing Theatres building, which may be necessary and
consideration needs to be given to the adequacy of the existing fire strategies.
In particular fire evacuation from the theatres is provided only via the existing
stairwells (with no lifts) whereby bed-ridden patients would only escape via an
evacuation facility, one at a time.
It is highlighted that without further action, NHS Highland anticipates that an
enforcement notice from the Fire Authority would be issued, with the ultimate
sanction of closure being applied.
4.2.4.6 Mechanical and Electrical Systems
There is a significant backlog in maintenance, and with plant and equipment at an
age which is beyond their design life, is inefficient in terms of its energy use and
carbon footprint. Condition reports suggest that existing mechanical and electrical
systems fail to comply with current codes and standards.
The Ventilation systems is not currently up to the standards as identified in SHTM-
03001 “Ventilation for Healthcare premises” where there is a need for increasing air
exchange rates to theatres.
Lighting currently fails to meet CIBSE Lighting guide 2, and the electrical wiring is
likely to date back to the original build and accordingly has reached the end of its
design life.
4.2.4.7 Theatres - Space Provision
The space standards to which the department was designed to when it was
constructed nearly 30 years ago falls significantly short of the area allowances in
current Scottish Health Planning Notes. The following table presents the existing
space provision against current standards. The tables below show the existing
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accommodation for a typical theatre against those recommended in the current
SHBN Guidance.
Room HBN RecommendedArea
CurrentFloor Area
Operating Theatre 55.0sqm 36.75sqm
Anaesthetic Room 19.0sqm 15.55sqm
Scrub-up & Gowning(3places) 11.0sqm 7.5sqm
Preparation Room 12.0sqm 10.87sqm
Exit / Parking Bay 12.0sqm 11.68sqm
Store (Equipment) 1.0sqm -
Disposal Room 12.0sqm 5.2sqm
Total Net Floor Area 122.0sqm 80.05sqm
The space requirements reflect the increasing
number of developments in clinical care,
compliance issues and equipment available and
where existing space provision has been found
to be inadequate. The above demonstrates the
clear need for additional space within the
footprint of the theatres accommodation. One
of the key problem areas is the current lack of
storage for equipment both in terms of the lack
of a suitable central storage area as well space
within theatres for short term storage. In
recent years the various improvements in
theatre practice has seen an exponential
increase in equipment required. This has
resulted in the current status whereby all
corridors within the exiting Theatre department are cluttered with various equipment
(see adjacent photo).
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5 Business Scope and Key Service Requirements
5.1 Key Drivers
As noted in section 3.2.3.4, NHS Highland is undertaking a comprehensive masterplan study
which will comprise detailed consideration of an optimal model of care and providing fit for
purpose facilities for the next 25 years. A future “Programme Initial Agreement” will be
developed to address these elements, including capacity and demand issues, and accordingly,
they are excluded from the investment proposed within this IA.
The following summarises the key drivers that should influence the way forward.
The aim to comply with the national and local drivers referred to in the Strategic
section including the Scottish Government and local drivers, refer Section to 3.
Alignment with the overall healthcare Masterplanning Exercise being undertaken
by NHS Highland associated with the Greater Inverness Area
Addressing the inefficiencies in the current model of care where critical care /
high dependency services are dispersed around the Block and not at their optimal
location
Alignment with the developing policies on critical care / high dependency – refer
to Section 3.2.4.
Delivering Theatre facilities that are commensurate with modern clinical
standards
The opportunity that the fire precautions project presents where essential
decanting of clinical areas, enables an unique opportunity for appropriate re-alignment of clinical services, avoiding further disruption to patients
5.2 Potential Business Scope
5.2.1 General
The business scope is essentially the design and development of facilities that meet the
Investment Objectives described in Section 4.1. However, in order to establish project
boundaries, a review was undertaken by key stakeholders, and the following items were
established in relation to the limitations of what the project is to deliver.
Where refurbishment takes place, facilities will be developed that are
commensurate with modern healthcare standards where this is viable but within
the constraints of the existing buildings.
Similarly, new facilities, as far as possible within the existing constraints, shall
seek to comply with all relevant Health literature and guidance including, but not
limited to, Scottish Health Technical Memorandum (SHTM), Scottish Health
Planning Notes (SHPN’s) and Health Briefing Notes (HBN’s).
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The development of a design that gives high priority to minimising life cycle costs
The provision of clinical services associated with the development but limited to
that defined in Section 4.2
Within NHS Highland’s affordability criteria with respect to ongoing revenue
costs.
The development will not be designed in isolation, but should also consider the
potential for adjacent developments. This may include potential economies of
scale
Achieve good quality in design using robust materials that meets with the
general expectations of the various stakeholders. This will be measured by use
of the NHS “AEDET” system.
In conjunction with the Infection Control Team, develop a design that minimises
the risk of infection. To facilitate this, the design will be considered in
conjunction with the NHS “HAIScribe” system.
Comply with CEL 19 (2010) - A Policy on Design Quality for NHS Scotland - 2010
Revision which provides a revised statement of the Scottish Government Health
Directorates Policy on Design Quality for NHS Scotland. CEL 19 (2010) also
provides information on Design Assessment which is now incorporated into the
SGHD Business Case process.
Maximise the sustainability of the development, and meeting the mandatory
requirements under the BREEAM Healthcare assessment system.
The phasing of the project will also be in line with the ongoing Tower Block Fire
Precautions project which provides a timely opportunity for when Wards are to be
decanted in any case (this is being separately funded).
5.3 Resultant Service Requirements
Notwithstanding the identified Investment Objectives, the two principle aims are to consolidate
Critical Care at the optimal location in the tower Block and improve compliance aspects in
respect of the Theatres. As noted above, many of the existing clinical services will be ultimately
retained in their current location (albeit there will be interim moves, which are separately
funded under the “fire precautions” and “endoscopy” projects). The following summarises those
elements which could be included within this project investment.
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Critical Care Related Elements
It is anticipated that some existing clinical departments will require to be
permanently relocated, in order that the new optimal adjacencies can be
achieved.
To achieve consolidation of critical care, it is assumed the scope of work will
include refurbishment of existing ward accommodation at ground and first floor
of the Tower Block commensurate with modern standards, and including
upgrading of services infrastructure as necessary.
The project may require the re-location of services from the Tower Block into
other existing Raigmore accommodation,
The project may require the development of some existing accommodation,
within the Tower Block on a temporary basis, to facilitate the moves and phasing
works
Theatres
Following review of the deficiencies associated with the current Theatre provision as
described within Section 4.2.4, including the compliance and environmental issues,
consideration should be given to the following in relation to the potential scope of the
investment.
Upgrading existing fire precautions, and improvements
There is a clear need for the retention and some refurbishment of the existing 9
theatres (not including the Maternity theatre). It is envisaged that the existing 9
Theatres on the first floor of the Tower Block will be retained in their current
location.
Consideration should be given reconfiguring accommodation, where possible, to
better locate storage and ancillary facilities. It is envisaged that some existing
departments, including storage accommodation, may be re-located
Upgrading of existing services infrastructure, where necessary to meet modern
standards. This is likely to include the provision of new ventilation plant, at roof
level, and distribution systems.
Provision of a service waste corridor to improve waste flows (avoiding “dirty /
clean crossovers”) and to facilitate minimising disruption during future
maintenance.
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6 Benefits / Risks / Constraints and Dependencies
6.1 Benefits
The Key stakeholders have given further consideration to the Investment Objectives
(in Section 3.1) in order to establish the relative value of each objective, the key
benefits and beneficiaries, and the potential benefits criteria that may be used in the
analysis to establish the preferred way forward.
Following discussion and debate a wide range of issues were identified. These wererationalised under 7 key headings that were believed to summarise the benefitscriteria (measures) that each option should be assessed against. In summary, thesewere identified as the extent to which each option:
Benefits Criteria
1. Realised appropriate clinical adjacencies between departments
2. Realised appropriate clinical adjacencies within departments
3. Realised compliance with technical and space standards
4. Provided an optimal patient experience
5. Supported sustainable service delivery
6. Supported “strategic fit”
7. Optimised the quality of the overall physical environment
The following table summarises how the identified benefits are closely aligned with
the Investment Objectives.
Reference Investment Objectives Benefits
1 To improve businesseffectiveness and revenueefficiency
1. Clinical Adjacencies between departments
2. Clinical Adjacencies within Departments
3. Compliance with technical and SpaceStandards, as far as possible
6. Strategic Fit
7. Quality of Physical Environment
2 Improve HEAT and other Healthtargets including waiting timesfor theatres
1. Clinical Adjacencies between departments
2. Clinical Adjacencies within Departments
3. Compliance with technical and SpaceStandards, as far as possible
5. Service Sustainability
3 Augment and expand range ofservices and promote emergingmodel of care including
1. Clinical Adjacencies between departments
2. Clinical Adjacencies within Departments
6. Strategic Fit
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consolidation of critical care
4 Make possible the introduction ofnew ways of working and inparticular effective collaborativeworking and flexibility in theworkforce
1. Clinical Adjacencies between departments
2. Clinical Adjacencies within Departments
4. Patient Experience
5. Service Sustainability
6. Strategic Fit
5 Improved facilities / increasedcapacity offering a patientcentred service including greaterconsistency of care andincreased certainty foradmissions, procedures anddischarge
3. Compliance with technical and SpaceStandards, as far as possible
4. Patient Experience
6. Strategic Fit
7. Quality of Physical Environment
6 Concentrate higher and lowerlevels of care at appropriatelocations
1. Clinical Adjacencies between departments
2. Clinical Adjacencies within Departments
5. Service Sustainability
6. Strategic Fit
7 Offer facilities which reduce riskof spread of infection comparedto status quo
4. Patient Experience
6. Strategic Fit
7. Quality of Physical Environment
8 To achieve optimal utilisation ofspace (within the constraints ofan existing building)
3. Compliance with technical and SpaceStandards, as far as possible
4. Patient Experience
6. Strategic Fit
9 To achieve operational andfunctional efficiency of physicalenvironment
1. Clinical Adjacencies between departments
2. Clinical Adjacencies within Departments
5. Service Sustainability
6. Strategic Fit
10 To deliver high quality facilities,and technical standards with astrong focus on lifetime costs,quality and design.
3. Compliance with technical and SpaceStandards, as far as possible
4. Patient Experience
6. Strategic Fit
7. Quality of Physical Environment
11 To comply with “A SustainableDevelopment Strategy for NHSScotland’, to enhance thecontribution of the health sectorto sustainable development
5. Service Sustainability
6. Strategic Fit
12 To enable the retention andrecruitment of staff
4. Patient Experience
5. Service Sustainability
6. Strategic Fit
7. Quality of Physical Environment
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6.2 Main Risks
The key stakeholders have undertaken an initial Risk Workshop to establish the
principal risks associated with the proposed investment. This will be further
developed as part of the Outline Business Case. Whilst there will be many risks to
the project, the key stakeholders have considered what they perceive to be the main
risks which are considered to contribute collectively to the majority of the risk value
(approximately 80%). A summary of the key risks identified is provided below.
Business Risk
Greater Inverness Masterplan conclusions resulting in changes of scope
Changing local strategies (Raigmore) impact on the project
Demand for services higher than projected
Service Risk
Disruption to existing services during development or redevelopment
Stakeholders - contradictory aspirations
Changing statutory and NHS/HFS Guidance
“Scope Creeping” developments
Unclear strategy of Raigmore development
Capacity of Services and Infrastructure
Constraints of existing services and infrastructure
Uncertainty associated with existing building fabric
Live Acute Hospital Environment and Clinical Needs affecting delivery of project
NHS Highland and Scottish Government Approvals process
External / Environmental Risks
Statutory Approval Delays
Achievement of BREEAM Healthcare “Very Good” and complexity of scheme
(which element applies)
Financial Risk
Accuracy of Estimated Capital Cost
Revenue Cost Assumptions
VAT rules
Capital / Revenue distinction
Inflation
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Insolvency
Dependency Projects (i.e. projects upon which this investment depends)
Viability of Phasing Proposals
6.3 Constraints
Financial
NHS Highland, in line with other Boards across Scotland is facing a very
challenging financial position. This will mean a very difficult balancing act
between achieving LDP targets whilst delivering substantial cash savings.
Programme
The programme is currently dependent upon the existing “Fire Precautions”
project which is underway.
Quality
Compliance with all current health guidance, where at all possible, within
the constraints of the existing accommodation
Sustainability
Where appropriate, Achievement of BREEAM “Very Good” in the case of
any refurbishment development
Existing Clinical Services
A fundamental constraint of the project will be the need to fully maintain
existing clinical services throughout the project period. As noted previously,
the ongoing fire precautions project presents an opportunity to minimise
disruption.
6.4 “Dependency Projects”
There are a number “dependency projects” upon which this investment may rely
upon but which funding is already in place or will be required from another source.
The precise details of these are, in some cases, unable to be fully established,
however the potential relevant projects are summarised as follows.
Fire Precautions - As noted a fire precautions project is underway and is being
separately funded
The re-location of the Children’s ward (from its current location at ground floor
level) to a location outwith the Tower Block is being considered by NHS
Highland/Archie Foundation. It is envisaged that this will involve a Children’s
Ward Out-Patients Department (OPD) development and the relocation of the
Children’s Ward In-Patient facility to Ward 11. Funding will mainly be sourced
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via the Archie Foundation albeit with NHS funding required in respect of backlog
compliance issues.
A separately funded Endoscopy project is currently ongoing to provide a new
build Decontamination Unit and to re-locate the existing Endoscopy Unit to Ward
8. This will also require the amalgamation of Ward 8 into Ward 9.
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7 Agreed Critical Success Factors
7.1 Stakeholder Review
In consideration of the Investment Objectives in Section 3 and the potential benefits
summarised in Section 5, the key stakeholders have undertaken a review of those
factors which it is considered essential to the scheme.
Notwithstanding the desire that all investment objectives and resulting benefits will
be achieved, the key stakeholders have identified the following limited list of Critical
Success Factors deemed essential to the project being considered successful.
1. The achievement of the project within the available financial parameters of
NHS Highland (revenue funding). See section 9 for further information on
Funding.
2. Consolidating high dependency units and critical care in order that clinical
and administration efficiencies are delivered,
3. Achieving the position where an increased percentage of patients have the
correct level of care provided at all times during their hospital stay
4. Establishing a position whereby Theatre capacity is at a more optimal level
with a reduced number of cancellations for scheduled surgery.
5. Compliance with all relevant Health Guidance (unless otherwise agreed as
being in-appropriate) including HAIScribe guidance to ensure facilities are
commensurate with current policy and reduce the risk of health related
infection spread
6. Avoid significant disruption to existing clinical services
7. Quality – Delivery of key stakeholders (including community representatives)
expectations is critical to the success of the project. “AEDET” reviews will be
undertaken and will achieve a minimum target score of 4/6 in all categories.
8. Sustainability. The achievement of BREEAM “Very Good” for refurbishment
development
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8 Long List of Options and SWOT Analysis
8.1 General
NHS Highland has rigorously considered the SMART objectives, potential benefits and
the critical success factors previously summarised in this report. The approach
adopted for developing the options involved representatives from a range of groups,
including NHS Highland, in a series of workshops that.
Reviewed the national and global drivers for change in terms of health services
with a view to developing an understanding of the implications of these for
Health Service provision
Considered the overall objectives for the project and key success factors
Considered current procurement options available to NHS and the current
economic climate
Examined the current services and property provision at Raigmore
A summary of the key stakeholders involved in the consultation process is provided
in Section 3.1.5.
8.2 “Categories of Choice” (CoCA) Assessment to establish Long List ofOptions
Consideration has been given to a wide range of potential options in accordance with
the HM Treasury Green Book guidance. Options have been considered based on the
“SCIM” approach using the various “CoCA” assessment headings.
Appendix B presents the “CoCA” Table, developed to capture the previous views of
stakeholders on the potential options. Based on this CoCA Assessment, the options
noted in Appendix B as “discounted” were not considered further. The remainder
were developed into a long list of investment options, as follows. It was fully
recognised that there was potential for some options to be combined.
8.3 Summary of Long List of Options
Based on the assessment undertaken under Section 7.2, the following is the “Long
List of Options” that emerged. It was clear that a number of these options were not
“stand alone” (i.e. they could not address the requirement alone) but could be
“combined” with the principal options to deliver the preferred solution.
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Long List of Options Ultimatelyshort-listed(and Option)
A Do Nothing Yes (1)
B Co-locate services within the Tower Block based on speciality – Medical and
Surgical
No
C Consolidate Critical Care Unit with CCU at Ground floor and Medical HDUand ITU / SHDU co-located at first floor and Endoscopy retained in TowerBlock (level 6)
Yes (2)
D Consolidate critical care with CCU & MHDU co-located at ground floor withITU & SHDU co-located at first floor and with Endoscopy moved outwithTower Block
Yes (2A)
E Similar to Option 2A but with MHDU/CCU situated at Ground floor at “A”block to facilitate intensive care adjacency, and the addition of Vascular Laband PACU
Yes (2B)
F New Combined Assessment Unit on ground floor and consolidate criticalcare with CCU & MHDU also co-located on ground floor with ITU & SHDU co-located at 1st floor
Yes (3)
G New Combined Assessment Unit on ground floor and consolidate criticalcare CCU/MHDU and ITU/SHDU) completely on 1st floor
Yes (3A)
H New Combined Assessment Unit on ground floor and consolidate criticalcare (CCU/MHDU and ITU/SHDU) in “A” block on ground and 1st floors
Yes (3B)
I Provide additional capacity of Medical High Dependency Units No
J Consider under utilised space in Maternity Unit (first floor) as locus forservices that need close proximity to theatres e.g. Ophthalmology /Endoscopy / Surgical Day Case
No
K Create additional capacity to dialyse patients on in-patient wards with maindialyses at level 7 (close to for plant configuration
Combine
L Addition of vascular lab to meet current standards for Vascular department Combine
M Addition of post anaesthetic care unit (PACU) adjacent to intensive care unit Combine
N Move non-acute services out of the Tower Block, where adjacency is notrequired (e.g. Endoscopy, Child Ward), and to suitable existingaccommodation
Combine
O Re-locating female surgery wards (away from male wards) and intoseparate unit (outwith Ward Block) – into Ward 8
No
P Consider re-locating selected acute services at Raigmore back into theTower (e.g. Respiratory) that provide improved adjacency to GeneralMedicine
Combine
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Q Upgrade existing Theatre accommodation commensurate with modernstandards
Combine
R Eye Day Case Unit – relocation to current location of renal unit Combine
The above scoping / service solutions options would be amalgamated with the
following “implementation” and “funding” options:
Implementation Options
Phase services in – extensions and refurbishment of existing premises
Funding Options
Phased Capital funding based on traditional procurement
8.4 SWOT Analysis
Key stakeholders subsequently undertook a SWOT analysis of the long list of options
to establish a shortlist of options to be taken forward for more detailed assessment
at Outline Business Case Stage. The options selected are a combination of the
scoping service solution, implementation and funding options noted above.
A summary of the results is provided in Appendix C. In summary 6 key high level
options have been established (in addition to a “Do Minimum” option). Due to their
complexity they are represented by the following table.
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DoMinimum
Option 2 – Consolidate Critical Care Option 3 – Consolidate CriticalCare + Combined Assessment
Unit
1 2 2A 2B 3 3A 3B
The Currentconfigurationbut assume
- fireprecautionsworks(ongoing)
- endoscopydevelopmentbut atground floorof Tower
- Upgradingof CCU,AMAU/MSCU,SHDU,Therapy,ITU, CriticalCareWaiting,1A(CAL,EDCU,SDCU, ITU -- All to beretained attheircurrentlocation
Consolidation of Critical Care on Groundand First Floor Levels –based on acuity
Consolidation of Critical Care onGround and First Floor Levels – based
on acuity. Plus CombinedAssessment Unit
Co-locate AMAU and CCU on groundfloor
Combined Medical Assessment Uniton ground floor
Cardiology also co-locatedon ground floor
Cardiology remains on Level 6
Co-locate ITU/SDHU on first floor
MHDU atFirst Floor
MHDU at Ground Floor Co-locateCCU andMHDU atGroundFloor
Co-locateCCU andMHDU at1st Floor
Co-locateCCU andMHDU/Shortstay beds atGround Floor
No PACU PostAnaesthetic
Care atLevel 1
No PACU PostAnaesthetic
Care at Level1
1A (CAL /Surgical DC /Eye Day Careto Ward 8
CAL / Surgical Day Caseto Level 1
CAL /SurgicalDay Caseto FirstFloor
CAL /SurgicalDay CasetoGroundlevel
CAL /Surgical DayCase to FirstFloor
Surgical Triage to remain at Level 4 Surgical Triage relocated to GroundLevel
Potential to move Renal Dialysis moved to Level 7 – separate Investment
Respiratory moved into Tower – Level 6
Medical Ward adjacent to Therapy
Oncology moved to Level 5
Child Ward moved out of Block (Ward 11)
Endoscopy atLevel 6
Endoscopy re-locate to Ward 8 (funded secured)
Gynae/Breast(Ward 8)into Tower -Level 5
Gynae/Breast (Ward 8) to amalgamate to Ward 9(funded secured)
- Vascular Laboratoryadded at 5C
- VascularLaboratoryadded at 5C
Potential to provide Eye Day Case into the accommodation formally occupiedby Renal (separate investment). However, this investment only to include
limited allowance for Eye Day Case, currently in 1A
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1 2 2A 2B 3 3A 3B
Theatres Refurbishment
In conjunction with the planned significant upgrading works (refer below) the
continued use of the existing 9 theatres located within the Tower Block
To improve compliance, building fabric and services upgrading of the existing 9
theatres, to meet modern clinical standards (the Theatre within the Maternity
Block is outwith the scope of this project)
Upgraded fire precautions of Theatres in Tower Block to meet horizontal fire
evacuation requirements
Services upgrade associated with achieving compliance, include ventilation
system enhancement
Where possible, potential increase in storage requirements (possible expansion
adjacent to plant room) to facilitate improved compliance with required storage
and other space standards
Provision of services / waste corridor to rear of the Theatres accommodation
Child Ward
Retain incurrentlocation
The Child Ward will involve the redevelopment of Ward 11 to facilitate
the move. A limited allocation of funding is being considered in
respect of any outstanding need to deal with the current backlog
compliance issues.
Respiratory
Retain incurrentlocation
The project will require the development of a temporary facility at
Ground Floor level involving some works. (This will require
occupation of some Children’s Ward accommodation, on a temporary
basis).
Furthermore, Level 6 will require some reconfiguration to facilitate the
permanent move to Level 6
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9 Economic Case to Arrive at Preferred Way Forward
9.1 General
This section summarises the option appraisal undertaken to arrive at the preferred
way forward in consideration of the costs, benefits and project risks of each of the
shortlisted options.
All current guidance has been followed in undertaking the option appraisal,
principally the Scottish Capital Investment Manual (SCIM), the HM Treasury Green
Book and supplementary guidance.
9.2 Qualitative Option Appraisal
9.2.1 Introduction
A non-financial option appraisal exercise was conducted with a range of key
stakeholders over 3 sessions during September and October 2012. These sessions
were facilitated by independent Healthcare Planners and included representatives
from a range of stakeholders. A copy of the full option appraisal report is available
upon request. The document summarises the process followed, along with an
analysis of the numerical outputs. The following sections summarises the key
aspects of the report.
9.2.2 Process Employed
The process employed was agreed with participants at the outset. It involved a
stakeholder group working through a series of questions with the objective of
applying a consistent and rational approach to the challenge of identifying the best
solution to meet the requirement. It was emphasised that the qualitative stage of
the option appraisal was based on non-financial qualitative criteria and that further
financial analysis of the preferred options identified would be conducted as a
subsequent component of the business case development.
9.2.3 Benefits Criteria and Weighting
As noted in Section 5, and following extensive discussion and debate a wide range of
issues were identified. These were rationalised under 7 key headings that were
believed to summarise the benefits criteria (measures) that each option should be
assessed against. These benefits criteria have already been highlighted in section
5.1. To support the process, of applying a relative “weighting” (priority) to each of
the criteria identified, a comparative matrix was used to aid the initial relative
prioritisation of benefits criteria.
To determine the actual weightings to be applied, stakeholder groups were asked to
allocate “100 points” appropriately between identified benefits criteria based on their
opinion of the relative importance of each. Scores were fed back by benefit criteria
and group in the first instance. Having agreed the relative weighted benefits criteria
of each stakeholder group, discussions took place to rationalise separate
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“weightings” into a single agreed factor that would be applied to each identified
option in the formal scoring process. The groups reached agreement over the
overall agreed weighting through consideration of the mean, median and modal
weightings, as follows.
Having agreed the benefits criteria, relative weighting and options to be assessed,
the group progressed with the formal process of applying a score to each criteria in
the context of each option. This was supported through an extensive process of
facilitated debate with the consensus agreement of all participants realised regarding
the relative merits of each option and scores to be applied.
9.2.4 Summary of Qualitative Results
The following table present a summary of the scoring of each of the 7 options (as
defined in Section 7.4).
Option Weighted Benefits Score
No. DescriptionConsensusOptimisticPessimistic
Rank
1 Do Minimum (Retain Current Configuration) 358 6
2
Consolidate Critical Care Unit with CCU atGround floor and Medical HDU and ITU /SHDU co-located at first floor and Endoscopyretained in Tower Block (level 6)
349 7
2A
Consolidate critical care with CCU & MHDU co-located at ground floor with ITU & SHDU co-located at first floor, and the addition of PACUand vascular lab, with Endoscopy moved out
622 1
2B
Similar to Option 2A but with MHDU/CCUsituated at Ground floor at “A” block tofacilitate intensive care adjacency, and noprovision of PACU
568 2
3
New Combined Assessment Unit on groundfloor and consolidate critical care with CCU &MHDU also co-located on ground floor withITU & SHDU co-located at 1st floor
511 4
3ANew Combined Assessment Unit on groundfloor and consolidate critical care CCU/MHDUand ITU/SHDU) completely on 1st floor
501 5
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3B
New Combined Assessment Unit on groundfloor and consolidate critical care (CCU/MHDUand ITU/SHDU) in “A” block on ground and 1st
floors, with the provision of PACU andvascular lab.
532 3
Overall, the non-financial option appraisal process identified that the preferred non-
financial option was option 2A with 622 points, followed by option 2B with 568
points. These 2 options represented the “leading group” with options 3B (532
points), 3 (511 points) and 3A (501 points) in 3rd, 4th and 5th place respectively.
The least favoured options by some margin are Option 1 (Do Minimum) and Option
2, with Option 2 scoring less than option 1 in some scenarios.
9.3 Economic Appraisal
9.3.1 General
This section presents the economic implications of the investment (both capital and
revenue) and also provides the economic appraisal of the short-listed options. The
outputs from the cost models identified in this section form the basis of both the
financial and economic appraisals of the short-listed options. Each of the short-listed
options has been costed with due consideration of the changes associated with each
option and any changes in cost have been clearly identified and explained. The
following categories of cost have been considered for each option.
9.3.2 Capital
The capital costs have been considered an
of each option that has been identified by
These capital costs have been calculated u
The following summarises the main capital
Costs have been calculated at January 2
Baseline costs for – Pay (workforce) Non Pay (associated with staff) Estates/Utilities (associated with
the existing building) Income Capital Charges (depreciation)
Short-listed OptionsOption 1 - £’sOption 2 - £’sOption 3 - £’s
Costs for each option – Pay (workforce) Non Pay (associated with staff) Estates/Utilities (associated with
the new building) Income Capital Charges (depreciation) Phasing of costs
ocument
d prepared using the capital requirement
the external professional cost advisors.
sing the brief and plans for each option.
assumptions.
013 (Q1 2013) prices
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Capital costs have been prepared using Healthcare Premises Cost Guides
(HPCG’s) adjusted to reflect the type and nature of the works
Include building, infrastructure and service costs
Includes equipment within the estimates for group 1 & fitting of equipment in
group 2 but it has been assumed that most equipment will transfer with the staff
moving around the building
Includes estimates for all fees – Design team 10%, Professional fees 5%, Board
fees of 2.5% and an allowance for statutory fees.
Quantifiable risk contingency of 5% and Optimism Bias included
VAT has been added to the total capital cost but there may be an element that is
recoverable on certain items of refurbishment
VAT recovery is excluded from the costs with the exception of design fees which
assume 100% recovery
Having applied the costing assumptions and methodologies to the options, the
capital expenditure, was estimated firstly excluding Optimism Bias. An Optimism
Bias workshop was then convened to calculate optimism bias using the HM Treasury
guidance. The mitigated level of bias for each option was then applied to the initial
capital figures.
Details of the development of the capital costs for each option can be made available
upon request, including the procedure undertaken to calculate the optimum bias
upper levels and the mitigation levels in light of specific factors associated with this
project. In summary, and following adjusted capital costs, estimates (including VAT)
were established for each option as follows.
Capital Costs including Optimism Bias - £000’sOption 1
– DoMinimum
£000’s
Option 2
£000’s
Option2A
£000’s
Option2B
£000’s
Option 3
£000’s
Option3A
£000’s
Option3B
£000’sOriginalcapitalcosts
13,958.8 17,734.5 16,851.1 17,445.9 17,135.5 17,056.1 17,973.5
OptimismBias
2,439.2(18%)
3,381.1(19.6%)
2,645.1(16.2%)
2,999.3(17.7%)
3,074.0(18.5%)
3,059.8(18.5%)
3,224.4(18.5%)
RevisedCapitalcosts incloptimismbias
16,398.0 21,115.6 19,496.2 20,445.2 20,209.5 20,115.9 21,197.9
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It is highlighted, that in order to further compare costs, and establish a baseline, an
“Option 0” (Do Nothing) was created. This had a capital cost of £1,400k.
With the exception of the ‘do nothing’ option, the lowest level of mitigated optimism
bias is associated with Option 2A, at 16.2% - this is because this option has full
clinical sign-up and agreement through the Project Board.
9.3.3 Revenue Costs (Recurrent and Non-recurrent)
9.3.3.1 General
This section identifies the recurrent and non-recurrent revenue costs associated with
each of the short-listed options. A baseline cost for the current service has been
calculated and used as a benchmark against which any changes could be considered
This is the revenue cost associated with ‘do minimum’ in Option 1. The assumptions
used in the models for revenue costs for each of the options are shown below
Costs have been calculated at 2012 prices and using 2012/13 budgets
Where relevant, whole time equivalents have been considered for staffing
Pay costs are inclusive of employer on-costs and allowances for leave.
VAT is included where appropriate
Non pay costs are based on the current cost per bed for consumables
Utility costs and non domestic rates have been excluded from all options as there
is no change to the total floor area involved and therefore no increase/decrease
in costs is expected
Capital charges are based on the capital cost inclusive of the optimism bias
calculations
There are no income streams associated with the options
9.3.3.2 Recurrent Revenue
Full details of the recurrent revenue costs are available on request. This captures
capital charges, recurrent pay costs, recurrent non-pay costs, recurrent property
costs, and recurrent property income, where applicable.
Including all of the various streams of revenue costs, the overall recurring revenue
impact of the options is shown below.
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Summary of Recurrent Revenue Impact - £000’sOption 1 – Do
Minimum£000’s
Option2
£000’s
Option2A
£000’s
Option2B
£000’s
Option3
£000’s
Option3A
£000’s
Option3B
£000’sCapitalCharges
627.9 733.0 696.9 718.1 712.8 710.7 734.8
Pay costs 0 (15.6) (15.6) (15.6) (15.6) (15.6) (15.6)Non pay costs 0 0 0 0 0 0 0Property costs 0 0 0 0 0 0 0Grossrecurrentcosts
627.9 717.4 681.3 702.5 697.2 695.1 719.2
Income 0 0 0 0 0 0 0
Net recurrentcosts
627.9 717.4 681.3 702.5 697.2 695.1 719.2
The costs shown in the above table relate to the first full year of operating. After
excluding the ‘Do minimum’ option, Option 2A has the lowest net revenue cost of
£681k for capital charges and a saving of £16k for pay.
9.3.3.3 Non-Recurrent Revenue
A number of non-recurrent (transitional) revenue costs have been identified to allow
the options to go ahead. At this Initial Agreement stage, exact costs have not been
produced although the following table identifies the best estimates available at this
time. These costs will be incurred at the time of each of the Departments moving to
their new locations, or just prior to this in terms of minor equipment requirements.
One area that will require to be considered in greater detail at OBC stage is the
Theatres where there may be the potential for non recurrent revenue costs during
construction in providing alternative Theatre space/time to allow two Theatres to be
upgraded at a time. However at this stage it is envisaged that the works can be
done through a combination of extended shift work and use of the Angio-Cath
theatre.
Summary of Non-Recurrent Revenue Impact - £000’s
Option 1 –Do Minimum
£000’s
Option2
£000’s
Option2A
£000’s
Option2B
£000’s
Option3
£000’s
Option3A
£000’s
Option3B
£000’sStaff costs – toenable moves 0 15.2 15.2 15.2 14.8 14.8 14.8CombinedAssessment Unit –equipment 0 0 0 0 0 0 0Total non-recurrent costs 0 15.2 15.2 15.2 14.8 14.8 14.8
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9.3.4 Net Present Costs
A discounted cash flow for each of the seven options has been undertaken over 40
years using a discount rate of 3.5% for years 1 to 29 and 3.0% for years 30 onwards
in line with the guidance within the HM Treasury green book and from SGHD. The
Net Present Value (NPV) and Equivalent Annual Cost (EAC) have been calculated for
each option. The EAC is used as a comparison of options where there are different
life spans as the output is an annual figure which is easily compared. The elements
considered in the analysis are summarised below.
Initial capital expenditure for each option – exclusive of VAT but adjusted for
optimism bias
Any relevant lifecycle costs for building and engineering works
Any relevant equipment lifecycle costs
Total revenue costs for each option excluding capital charges
Income
Non-recurring revenue costs
The key assumptions used within the economic appraisal include:
The base year for the economic appraisal is the financial year 2012/2013
Economic appraisal period is over 40 years
Capital expenditure will be made over a maximum of five years from 2013/14 to
2017/18
Optimism bias has been included in the capital expenditure figures
All non-recurrent costs are assumed to be incurred in Yr 3 as they are required at
the time of the move to the new location for the Departments concerned
The results of the economic appraisal for the options are shown below.NPV and EAC
outcomes - £000’s
Option 1 –Do
Minimum£000’s
Option2
£000’s
Option2A
£000’s
Option2B
£000’s
Option3
£000’s
Option3A
£000’s
Option3B
£000’sNet PresentValue (NPV) 18,013.8 22,687.1 20,976.5 21,941.4 21,530.3 21,344.7 22,641.4EquivalentAnnual Cost(EAC)
736.6 927.8 857.8 897.3 880.4 872.9 925.9
Ranking 1 7 2 5 4 3 6
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It is highlighted that in order to further compare costs, and establish a baseline, an
“Option 0” (Do Nothing) was created. This had a capital cost and net present value
of £1,400k and £11,814k, respectively. However this option is not viable because
the various compliance issues would not be addressed. In particular this option
would result in a fire precautions enforcement notice being issued, ultimately
resulting in closure.
The analysis of the net present values (NPV) indicates Option 1 (Do minimum) has
the lowest life time costs with Option 2A being the next favoured option. It should
be noted that the outcome EAC for Option 2B of 897.3 which is only £40k pa
different from the first ranked Option 2A.
9.3.5 Summary of Economic Appraisal
The ‘Do minimum’ option 1 has the lowest capital requirement, recurrent and non
recurrent revenue impact and also the second lowest lifetime costs.
The second lowest recurrent revenue impact comes with Option 2A. This also has
the second lowest lifetime costs from the NPV and EAC calculations. The revenue
associated with Option 2A is an increase of £681k from current budgets – this
includes an increase of capital charges (depreciation) of £697k pa and a saving in
revenue pay of £16k pa.
Non recurrent costs are similar across all options with a range of £14,789 for Options
2, 2A and 2B to £15,210 for Options 3, 3A and 3B. This non-recurrent budget would
need to be funded at the time that the Department moves to a new location as it is
predominantly for minor equipment and staff to facilitate the move. The Outline
Business Case will give consideration to potentially significant non-recurrent costs
still to be added for Theatres. (However these are common to all the IA options).
9.4 Overall Value for Money
Value for money (VfM) is defined as the optimum solution when comparing qualitative benefits
to costs. An analysis (below) has been performed on an economic annual costs basis in line
with HM Treasury guidance. The VfM analysis compares the cost per benefit point of the
options. The option that is preferable is the option that demonstrates the lowest cost per
benefit point. The cost per benefit point is listed in the end column – VfM Economic Ranking.
No Option QualitativeBenefitsScore2
QualityRank
NetPresentCost(£k)
NPCRank
Cost/Benefitpoint(£k)
VfMEconomicRanking
1
Do Minimum(Retain CurrentConfiguration)
358 6 18,013.8 1 50.3 6
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2
Consolidate CriticalCare Unit with CCUat Ground floor andMedical HDU andITU / SHDU co-located at firstfloor andEndoscopy retainedin Tower Block(level 6)
349 7 22,687.1 7 65.0 7
2A
Consolidate criticalcare with CCU &MHDU co-locatedat ground floorwith ITU & SHDUco-located at firstfloor, and theaddition of PACUand vascular lab,with Endoscopymoved out
622 1 20,976.5 2 33.7 1
2B
Similar to Option2A but withMHDU/CCUsituated at Groundfloor at “A” blockto facilitateintensive careadjacency, and noprovision of PACU
568 2 21,941.4 5 38.6 2
3
New CombinedAssessment Uniton ground floorand consolidatecritical care withCCU & MHDU alsoco-located onground floor withITU & SHDU co-located at 1st floor
511 4 21,530.3 4 42.1 3
3A
New CombinedAssessment Uniton ground floorand consolidatecritical careCCU/MHDU andITU/SHDU)completely on 1st
floor
501 5 21,344.7 3 42.6 4
3B
New CombinedAssessment Uniton ground floorand consolidatecritical care(CCU/MHDU andITU/SHDU) in “A”block on groundand 1st floors, withthe provision ofPACU and vascularlab.
532 3 22,641.4 6 42.6 4
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The following conclusions are drawn from the value for money analysis.
Option 2A represents the best value option on the basis that it achieves the lowestcost per benefit point of all these options. This option delivers best value in termsof non-financial benefits and the actual appraisal costs.
Option 2A also achieves the highest qualitative benefits score of all the optionsbased on the “consensus”, “optimistic” and “pessimistic scores” identified duringthe appraisal workshops. Furthermore Option 2A is the highest ranking (excludingOption 1) in terms of lowest Net Present Cost although the difference from the2nd highest ranking option being only 2.6%.
It is further highlighted that whilst Option 2A does not, in itself, include a"Combined Medical & Surgical Common Admissions Unit”, this option does notpreclude such a development at a future date, subject to the Greater InvernessMasterplan review.
Based on the above analysis Option 2A, is identified as the preferred way forward
9.5 Sensitivity Analysis
A Sensitivity Analysis is defined as the effects on an appraisal/ option of varying the
programmed values of important/ selected variables. A Business Case is built upon
estimates which can lead to inaccuracies. The preparation of a Sensitivity Analysis
will help assess whether the Initial Agreement is heavily dependent on a particular
cost or benefit.
9.5.1 Sensitivity Analysis (Weighted Benefits Score)
In order to explore the potential impact of a range of variances on the qualitative
option appraisal process, a limited sampling-based sensitivity analysis was
conducted. This attempted to understand the main effects of varying key values on
the relative prioritisation and scoring of options. The sensitivity analysis broadly fell
into 2 categories:
The general impact of including/excluding some/all identified stakeholder groups
from the weighting/scoring process
The specific impact of excluding “patient experience” as a benefits criteria based
upon discussions held and referenced previously
The detailed Option Appraisal, available upon request, summarises the sensitivity
analysis undertaken. In summary the various sensitivity scenarios resulted in no
change in the order of the options, other than the lower ranked options, in a few
cases.
9.5.2 Sensitivity Analysis (Weighted Benefits Score and Costs)
Notwithstanding the sensitivity analysis undertaken on the qualitative assessment as
described above, a sensitivity analysis has also been carried out on the preferred
option, Option 2A to assess the extent to which the weighted benefits score and the
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costs (both revenue and capital) would have to increase before this option would no
longer be the preferred economic choice. The results are shown in the table below.
Table 20: Sensitivity Analysis
Interpretation of the sensitivity analysis shows that there would have to be a
significant movement in either WBS, capital or revenue costs relative to the total
project cost to make the next option (2B) become the preferred option.
Sensitivity % increase Outcome
Option 2B - IncreaseWeighted Benefits Score(WBS) by
14.5% Option 2B wouldbecome preferred option
Option 2A – Increase NetPresent Cost by
14.5% Option 2B wouldbecome preferred option
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10 Affordability Review
10.1 Introduction
Option 2A has been identified as the preferred option as it meets the all of the
overall benefits, affordability and economic tests to produce the best ‘Value for
Money’ solution. The preferred option 2A does not require any additional recurrent
funding and will, in fact, produce savings as a result of the economies of similar
departments being co-located and as a result the project is affordable from within
the Board’s current Revenue Resource Limit.
The overall NHS budget for the Critical Care Consolidation and Theatres
Development is in line with the proposed costs previously stated in section 9 of this
Initial Agreement for the preferred option, Option 2A and comprising.
Consolidate critical care with CCU & MHDU co-located at ground floor
with ITU & SHDU co-located at first floor and with Endoscopy moved
outwith Tower Block
Development of the Theatres at first floor
Option 2A meets the overall benefits, affordability and economic tests to produce the
best Value for Money solution.
Detailed costs showing the financial build up for each of the short listed Options and
the Optimism Bias calculations for each are available on request.
10.2 Summary of Capital and Revenue Costs
For 2013/2014, NHS Highland has an estimated Revenue Resource Limit of £510m
and an overall budget of £699m. The Capital Resource Limit for 2013/2014 is £17m.
As stated in the local delivery plan (LDP), for 2013/14 NHS Highland is expected to
achieve all of its financial targets
A summary of the capital costs and revenue cost, for the preferred option, Option
2A, is provided below.
Option 2A
£000’s
Capital Costs 19,496.2
Recurrent Revenue Impact 696.9
Non-Recurrent RevenueImpact 15.2
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10.3 Funding Model
The preferred option would be funded from an additional specific capital allocation
from SGHD of £19.5m with the additional revenue costs funded from within the NHS
Highland’s overall revenue budget.
10.4 Impact on Balance Sheet
The Capital Cost of the development will appear on the Board’s Balance Sheet as a
Fixed Asset and will be depreciated over the life time of the asset.
10.5 Impact on Statement of Comprehensive Net Expenditure
For the preferred option of 2A, the additional recurrent revenue cost to be charged
against the Health Board’s statement of operating costs is estimated at a net figure
of £681k. This total is made up of £697k for capital charges (depreciation) less £15k
of savings as a result of the co-location of Departments
10.6 Phasing of Funding
In terms of capital outlay, the following table gives an indication of potential outlay
based on a 5 year phasing period.
Year Cost inc VAT VAT Cost exc VAT
April 2013 – 2014 974,812 - 974,812April 2014 – 2015 3,899,249 649875 3,249,374April 2015 – 2016 5,848,874 919,812 4,929,061April 2016 – 2017 5,848,874 932,826 4,916,047April 2017 – 2018 2,924,437 475,940 2,448,497Total 19,496,246 2,978,454 16,517,792
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
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Level C B A
7Medical
GI/RenalManagement Renal Dialysis
6 Respiratory RespiratoryOncology with
Day Case Trans
5Vasc/Urology
Surgery/Vasc Lab
Dermatology
Offices
EMPTY - to be
used for winter
pressures and flexi
beds for
indcidences of
Infection etc
4 Surgical Seminar Room Surgical/Triage
3 Orthopaedics Head & Neck Orthopaedics
2 Medical Therapy Unit Stroke/YARU
1 CAL/SDCU Waiting Area ITU/SHDU/PACU
GroundCardiology step-
downCCU AMAU/MHDU
OPTION 2A
11 Recommended Preferred Way Forward
11.1 Summary of Option 2A
The best value high level option that has emerged from the process is Option 2A.
This represents the “Preferred Way forward” and will be required to be the subject of
more detailed analysis at Outline Business Case. This preferred way forward is
summarised as follows.
Option 2A
Preferred Way
Forward
Consolidate critical care with CCU & MHDU co-located at ground floor with
ITU & SHDU co-located at first floor, and the addition of PACU and
vascular lab, with Endoscopy moved out
Development of the existing Theatres to address various compliance
issues including ventilation standards, fire precautions, space
deficiencies and backlog maintenance
It is highlighted that whilst Option 2A does not, in itself, include a "Combined Medical
& Surgical Common Admissions Unit”, this option does not preclude such a
development at a future date, subject to further consultation if deemed appropriate.
11.2 Proposed Configuration of Tower Block
The configuration
of the Tower Block
as proposed under
the preferred way
forward is
illustrated as
follows (and
included as
Appendix D).
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11.3 OBC Optioneering and Scope of Works
Given the complexity of the project, it is recognised that Option 2A only represents
the “preferred way forward”. The potential high level scope of works, based on the
preferred way forward (Option 2A) is provided within Appendix F. Clearly this will
require further development during the outline business case process.
Option 2A is considered as the “preferred way forward” and it is anticipated that the
Outline Business Case will develop options around this preferred way forward. In
recognition of the high complexity of this proposed reconfiguration project, detailed
healthcare planning of the Tower Block will be required and this will establish sub-
options of Option 2A which will be reviewed and compared, at Outline Business Case
stage.
11.4 Greater Inverness Masterplan Review
As noted previously, the proposals contained within this Initial Agreement are
compatible with the Greater Inverness Masterplan study review. The proposed
investment will not only address the immediate deficiencies described, but also build
a platform for the anticipated subsequent initiatives which will be identified to allow a
future optimal healthcare model to emerge.
The Greater Masterplan review will to lead to development of a “Programme Initial
Agreement” whereby it will build on the work proposed under this IA, and review all
additional factors, relating to the optimal model for delivery of “fit for purpose”
healthcare facilities, suitable for the next 25 years.
11.5 Commercial Review
A number of procurement options could be utilised, and these were initially
considered by NHS Highland, as referred to in the “Category of Choice” appraisal and
SWOT analysis, in Section 7. However, based on the nature of the development, and
in consultation with Scottish Government it is most likely that the project will be
most suitable, for a capital funded project, phased over a number of years, and
using the HFS “Frameworks Scotland 2” contract, and using the New Engineering and
Construction Contract (NEC 3 - Option A, C or E). Key features of the contract are:
The parties are encouraged to work together as partners in an open and
transparent approach and to ensure that this partnering ethos is maintained
There is a ‘Gain/Pain share’ mechanism to act as an incentive to the delivery
team, by rewarding good performance and penalising poor performance
A clear and transparent system is ‘on the table’ to enable negotiation to take
place on prices
A level of ‘price certainty’ is determined
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
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All price thresholds are set using quantitative risk analysis
It is a variant of Maximum Price/Target Cost (MPTC) approach
A key principle of the NEC3 Option C contract is the payment of ‘Defined Cost’ and
an open book accounting philosophy. These require a robust, reliable and
transparent system to record staff time and manage the invoicing process.
Payments are made to the PSCP as per agreed Valuation Certificates. Costs are held
as Assets under Construction until the asset becomes operational at which point the
costs are transferred to completed assets and become subject to depreciation.
The Outline Business Case will review in more detail the proposed commercial
arrangements for delivering the proposed investment, including any analysis of key
commercial arrangements, accounting approach, commercial risk approach,
contractor’s share percentage and range, priced activity schedule review and defined
cost arrangements.
11.6 Indicative Programme and Phasing Plan
As noted earlier in this IA, the timing of proposed investment would be aligned with
the “Fire Precautions” project to exploit the unique opportunity that is presented
whereby all the wards and associated accommodation in the Tower Block will be
vacated in a phased manner, and ward by ward basis. This will therefore minimise
disruption to existing healthcare services. The phasing plan in Appendix E illustrates
the potential indicative timing of the planned works and how this fits into the other
projects at Raigmore.
As described in Section 11.6, it is envisaged that the works would be undertaken
during a 5 year period. The approximate timing to achieve an early start on site
date would be as follows.
IA CIG Meeting Date 2nd July 2013
OBC Stage / Approvals January 2014
Design and Target Price
Full Business Case development
September 2014
Full Business Case Approvals December 2014
Construction Start (Initial Phases)- based on
Frameworks Scotland
January 2015
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A APPENDIX – SMART OBJECTIVES
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SMART Objective Heading Objective Details Baseline Data Source Timing
To improve business effectiveness andrevenue efficiency
Both local and national objectivesrequire maximum benefit from allpublic expenditure. NHS Highlandis also required to reach a breakeven position while improvingquality of care.
NHS Highland Financialframework
FinancialFramework.Managementaccounts
Monthly managementaccounts.Yearly outturn.Bi-monthlyimprovementcommittee.
Improve HEAT and other Health targets To meet both nationally stipulatedHEAT targets regarding waitingtimes and infection control, andimprove adherence to the BADStargets for day-case surgery. Alsoreduce energy-based carbonemissions as per the ClimateChange (Scotland) Act.
HEAT targets Reporting on allheat targetsalready in place
Monthly managementreviews
Augment and expand range of services andpromote emerging model of care includingconsolidation of critical care
To meet the challenges achievingthe Greater Inverness Masterplanwhich points to the need for urgentimprovements to address criticalcare deficiencies in the existingmodel of care, as well as theimportance of improving theatrecompliance at Raigmore to meetthe future needs of NHS Highland.
Service data regarding theatreutilisationCurrent performance againstBADS targets.
Service planning. Ongoing review ofservice data.
Make possible the introduction of new waysof working and in particular effectivecollaborative working and flexibility in theworkforce
To adhere to the principles set outin the Highland Quality Approachregarding new ways of working andservice redesign.
Critical Care bed daysLength of stayCurrent performance againstBADS targets.
Service planning Ongoing review ofservice data.One-off rapid actionimprovement cycles asper LEAN methodology.
Improved facilities / increased capacityoffering a patient centred service includinggreater consistency of care and increasedcertainty for admissions, procedures anddischarge
To adhere to the principles set outin the Highland Quality Approachregarding patient-centeredness,consistency of care and robustnessof admissions and dischargeprocedures.
Service data regarding theatreutilisation and outcomes.Better together survey results
Service planning.HealthcareImprovementScotland.
Monthly reporting inline with currentservice managementpractice.Quarterly reporting toNHS Highland board.
Concentrate higher and lower levels of careat appropriate locations
To reduce the number of patientsplaced in an inappropriate caresetting.
Service data regardingadmissions to levels 2 and 3care setting.
Service planning Monthly reporting inline with currentservice managementpractice.Quarterly reporting toNHS Highland board.
Critical Care Consolidation and Theatres Refurbishment (with necessary realignment of Acute Services)
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SMART Objective Heading Objective Details Baseline Data Source Timing
Offer facilities which reduce risk of spreadof infection compared to status quo
Improve ward layouts and designto assist in meeting therequirements of the HAIScribeguidance and reduces the risk ofinfection spread.
HAIScribe guidance to deliverfacilities.Existing infection control data.
Targets and definedspecificationincluded withinHAIScribedocumentation.NHS Highlandinfection controlreport.
HAIScribe reviews atstrategic times duringdesign periods.Continual monitoring ofinfection control datapost-construction asper current practice.
To achieve optimal utilisation of space(within the constraints of existingbuildings)
Refurbishment and rationalisationof existing facilities should optimisecritical care beds, and increasetheatre capacity to meetrequirements of demographictrends.
Greater Inverness Masterplan Service planning Ongoing review
To achieve operational and functionalefficiency of physical environment
Achieve a minimum target score of4/6 in relation to all the AEDETcategories in line with the AEDETreview which will be undertaken atkey stages in the project.
A technical evaluation of theproject proposals will beundertaken based on theDepartment of Health DesignEvaluation Toolkit “AEDET”(Achieving Excellence DesignEvaluation Toolkit).
AEDET review At key stages in thedesign development(as noted in the AEDETguidance) and firstpost constructionassessment within 1year after fullyoperational.
To deliver high quality facilities, andtechnical standards with a strong focus onlifetime costs, quality and design.
Where possible, to meet technicalspecifications for modern carefacilities as articulated in relevantScottish Health TechnicalMemorandum (SHTM), ScottishHealth Planning Notes (SHPN’s) andHealth Briefing Notes (HBN’s).
Comply with CEL 19 (2010) – APolicy on Design Quality for NHSScotland – 2010 Revision
Scottish Health TechnicalMemorandum (SHTM)Scottish Health Planning Notes(SHPN’s)Health Briefing Notes (HBN’s)CEL 19 (2010) – A Policy onDesign Quality for NHSScotland – 2010 Revision
Scottish HealthTechnicalMemorandum(SHTM)Scottish HealthPlanning Notes(SHPN’s)Health BriefingNotes (HBN’s)CEL 19 (2010) – APolicy on DesignQuality for NHSScotland – 2010Revision
At key stages in theplanning and designprocess.
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SMART Objective Heading Objective Details Baseline Data Source Timing
To comply with “A SustainableDevelopment Strategy for NHS Scotland’,to enhance the contribution of the healthsector to sustainable development
Deliver facilities that whencompleted achieve rating ofBREEAM “Excellent” (or “VeryGood” for refurbishment) and NHSHighland’s Environmental Policy inrelation to carbon dioxide emissions
BREEAM Healthcare guidance.SCIM guide.Sustainable Buildings GuideSustainable Strategy for NHSScotlandNHS Highland’s EnvironmentalReport (2007)A sustainable DevelopmentStrategy for NHS Scotland
BREEAM Guidance BREEAM to beundertakeninitially and thensubsequent meetingstoensure criteria issatisfied
To enable the retention and recruitment ofstaff
To see an improvement in staffsurvey results in terms of absenceand staff turnover and to provide aworking environment which sustainrecruitment.
Staff survey.Absence management policyand data.Staff turnover levels.
Improvement instaff surveyresults.Maintenance of lowstaff turnoverlevels.
Bi annual staff survey.Monthly absencemanagement review.
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B APPENDIX – SUMMARY OF CATEGORIES OFCHOICE ASSESSMENT
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Category of
Choice (Option)
Comments on Potential Options Review
Outcome
Scoping /
Capacity option
1. Reconfiguration of Beds (reduce) to achieve improved compliance with SHTM bed spacingrequirement (typically resulting in 6 beds going to 4)
2. Provide additional capacity of Medical High Dependency Units
3. Provide additional capacity of Critical Care Unit
4. Provide additional theatre capacity via the development of one or more additional theatres – day
case units
5. Consider under utilised space in Maternity Unit (first floor) Ward 8, 9 and 10 (Labour ward 10) notwithin tower block as locus for services that need close proximity to theatres e.g. Ophthalmology /Endoscopy / Surgical Day Case and Common Admission Lounge.
6. Create additional capacity to dialyse patients near/adjacent in-patient (in-patient at Level 7c) wardswith main dialyses at level 7 (close to for plant configuration)
7. Addition of vascular lab to meet current standards for Vascular department
8. Addition of post anaesthetic care unit (PACU) adjacent to intensive care unit
9. Dental Paediatric. Address current deficient accommodation within Endoscopy unit –Service provision
10. Cardio – version. Address current deficient accommodation within Endoscopy Unit – service provision
11. Addition of new build tower block (for in-patient) with existing Tower block being utilised for Out-Patient (knock down existing out-patient)
12. Day Services Project – Renal/ / Theatres and Endoscopy – creating a new build
Discount
Yes, for long list
Discount
Discount
Yes, for long list
Yes, for long list
Yes, for long list
Yes, for long list
Yes, for long list
Yes, for long list
Yes, for long list
Discount
Critical Care Consolidation and Theatres Refurbishment (with necessary realignment of Acute Services)
Inital Agreement Document77
13. Satellite – Invergordon – for Renal Dialysis Discount
Discount
Service solution 1. Co-locate intensive care and high dependency to allow acute care to be concentrated in one location
thus improving staff efficiency and flexibility
2. Moving acute Medical assessment and admission units closer to the Emergency Department or“Front Door”
3. Locate surgical & orthopaedic wards as close to Theatres as possible i.e. lower floors
4. Consider the need for an “admission assessment area” as close to the emergency department as
possible through the creation of a combined assessment area
5. Co-locate services within the Tower Block based on acuity e.g. “hot floor(s) concentrate acute
services at one level – specialist critical care staff at one level
6. Co-locate services within the Tower Block based on speciality – Medical and Surgical Departments
to be separate
7. Co-locate specialities that do not require to be on an acute site to create additional decant space
(e.g. dermatology, YARU and Aneurysm screening) Re-locating selected Day Case and OPD away
from more acute / Higher Dependency Wards
8. Move services out of the Tower Block, where adjacency is not required (e.g. Endoscopy), and to
suitable accommodation
9. Re-locating all female surgery (away from male wards) and into separate unit (outwith Ward Block) –into Ward 8 Re-locating female surgery wards (away from male wards) and into separate unit(outwith Ward Block) – into Ward 8
10. Move Child Ward services from the Tower Block into a separate Child Ward unit
11. Consider re-locating selected acute services at Raigmore back into the Tower (e.g. Respiratory) that
provide improved adjacency to General Medicine
12. Upgrade existing Theatre accommodation commensurate with modern standards
Yes, for long list
Yes, for long list
Yes, for long list
Yes, for long list
Yes, for long list
Yes, for long list
Yes for long list
Yes, for long list
Yes, for long list
Yes, for long list
Yes, for long list
Yes, for long list
Critical Care Consolidation and Theatres Refurbishment (with necessary realignment of Acute Services)
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13. Eye Day Case Unit – relocation to current location of renal unit Yes, for long list
Implementation
Options
1. Phase services in – extensions and refurbishment of existing premises
2. Single project to completion
Preferred
Discounted
Service delivery
/ Funding
Options
1. NHS Capital funding based on traditional procurement
2. PPP/PFI – private sector
3. Hub Model – private capital
4. Developer Led - private
5. Voluntary Organisation Funding
Preferred
Discounted
Discounted
Discounted
Discounted
Critical Care Consolidation and Theatres Refurbishment (with necessary realignment of Acute Services)
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C APPENDIX – SWOT ANALYSIS OF LONG LIST;
Critical Care Consolidation and Theatres Refurbishment (with necessary realignment of Acute Services)
Inital Agreement Document80
Long List of Options Summary of SWOT Analysis Results – Only Key Factors Summarised Include on
Shortlist?
Strengths Weaknesses Opportunities Threats
Scoping & Service
Solution Options
A. Do Nothing Reduced capital spend
in the short term
Less disruptive option
in the short term
Some opportunities for
efficiencies are already
being implemented
without the need for
significant investment.
Increased capital spend likely in
long term
No improvement in efficiency,
safety, or quality of care.
Continued inability to meet
modern care standards and SHTMs
for accommodation
Fire upgrade works must still go
ahead. Therefore “do nothing”
would not avoid the associated
disruption.
No increase in theatres or critical
care capacity
Ability to “wait and see”
regarding full outputs
from the Greater
Inverness Masterplan
Still requires completion of
significant and costly
maintenance backlog
Potential for increased
revenue costs given
continued inefficiencies
Decreased staff morale
Failure to capitalise on “once
in a lifetime” opportunity
given large scale fire
upgrade project
Continued use of costly
“stop gap” solutions (e.g.
the modular theatre)
Failure to fulfil significant
component of the Greater
Inverness Masterplan.
Yes, for
comparison
(Option 1)
B. Co-locate services
within the Tower Block
based on speciality –
Medical and Surgical
Improved adjacency of
some relevant services
Improved patient care
and patient flow within
the two divisions.
Relocation will allow
for significant
Not a new-build, so still restricted
by the envelope of the building
and its construction. Unlikely to
fully adhere to SHTM
specifications.
Co-location only along divisional
lines would not permit sharing and
Potential improvement in
performance against
HEAT targets (e.g. 4 hour
A&E target)
Improved accommodation
standards likely to impact
positively upon infection
Complicated decant and
transitional arrangements
without full realisation of
potential benefits in terms
of either quality or
efficiency.
Limited realisation of
potential benefits from
No
Critical Care Consolidation and Theatres Refurbishment (with necessary realignment of Acute Services)
Inital Agreement Document81
improvements to the
condition of the
accommodation, and
to the services and
facilities.
Would not disrupt
existing positive
practice within
divisions (e.g. the use
of a dedicated middle
grade doctor across
both CCU and MHDU)
flexibility of staff or administration.
Does not allow for full flexibility
between HDU/ICU beds to meet
the needs of individual patients or
of coping with peaks in demand.
control efforts.
Potential to realise some
benefits from economies
of scale.
economies of scale.
Would be contrary to
current guidance from DoH
and SEHD regarding co-
location of all HDU facilities.
C. Consolidate CriticalCare Unit with CCU atGround floor and MedicalHDU and ITU / SHDU co-located at first floor andEndoscopy retained inTower Block (level 6)
Improved adjacency of
critical care services to
“front of hospital” (i.e.
A&E), and hence
improved patient flow
Critical care no longer
spread across 3 floors
and 4 departments.
Greater ability to step
up/step down care.
Flexibility of level 2
and 3 care beds
Decreased need to
operate respiratory
ward as an informal
Not a new-build, so still restricted
by the envelope of the building
and its construction. Unlikely to
fully adhere to SHTM
specifications.
Requires dismantling of fit-for-
purpose CCU on level 6.
Would not allow space for
placement of respiratory ward on
level 6 (a much better location
than its current position outside
the tower block)
Integration of facilities
allows potential for more
efficient care and less
duplication of nursing and
administrative functions.
Improved care, improved
staff morale and
decreased revenue
spend.
Increased staff flexibility
between ITU/SHDU and
CCU/MHDU
More appropriate
placement of patients as
to care needs. Reduced
potential for either too-
Would need robust
transition arrangements for
critical care patients during
move.
Economies of scale may not
be realised if new ways of
working are not adopted.
New CCU could be less
spacious than current
purpose built facility – albeit
in an inappropriate location.
Yes
(Option 2)
Critical Care Consolidation and Theatres Refurbishment (with necessary realignment of Acute Services)
Inital Agreement Document82
HDU.
Access to isolation
facilities in MHDU, and
improved infection
control throughout.
Compliance with
current SHTM
standards
Improved storage.
early discharge, or too
high a level of care.
Potential for improved
critical care for cardiac
patients
Potential resolution of
issue whereby MHDU
patients requiring
isolation are admitted to
CCU, despite having no
cardiac conditions.
D. Consolidate criticalcare with CCU & MHDUco-located at ground floorwith ITU & SHDU co-located at first floor andwith Endoscopy movedoutwith Tower Block
As above, but with
additional benefit that
endoscopy could
instead be sited closer
to the standalone
decontamination unit
rather than in the
tower block.
Not a new-build, so still restricted
by the envelope of the building
and its construction. Unlikely to
fully adhere to SHTM
specifications.
Requires dismantling of fit-for-
purpose CCU on level 6.
Would require alternative location
to be found for endoscopy
As above
Potential to bring
respiratory ward into the
tower block (6th floor).
As above
Potential unsuitability of
alternate locations for the
endoscopy unit.
Yes
(Option 2A)
E. Similar to Option 2Abut with MHDU/CCUsituated at Ground floorat “A” block to facilitateintensive care adjacency,and the addition ofVascular Lab and PACU
Improved adjacencies
of MHDU/CCU/PACU
Would require alternative
accommodation for either AMAU or
Cardiology step-down, thus
disrupting adjacencies of these
facilities.
Would mean moving PACU further
Potential for increased
efficiencies from better
adjacencies.
Might not be most optimum
combination of adjacent
services.
Yes
(Option 2B)
Critical Care Consolidation and Theatres Refurbishment (with necessary realignment of Acute Services)
Inital Agreement Document83
away from theatres and SHDU
F. New CombinedAssessment Unit onground floor andconsolidate critical carewith CCU & MHDU alsoco-located on groundfloor with ITU & SHDUco-located at 1st floor
Improved co-location
of services, especially
with MHDU on ground
floor and so adjacent
to radiology, A&E and
ambulance access
Co-location of critical
care services, with
associated benefits as
described above
No PACU
Separation of surgical specialities
Decide to admit paradigm
as opposed to admit to
decide
Requires increases in
medical staffing
Separation of surgical
admissions from other
surgical facilities
Potential restriction in bed
allocation for surgical admissions
Yes
(Option 3)
G. New CombinedAssessment Unit onground floor andconsolidate critical careCCU/MHDU andITU/SHDU) completely on1st floor
Improved co-location
of services
Moves MHDU away from ground
floor and reduces ease of access to
A&E/ambulances
No PACU
As above Full benefits of adjacency of
MHDU and A&E not realised.
Yes
(Option 3A)
H. New CombinedAssessment Unit onground floor andconsolidate critical care(CCU/MHDU andITU/SHDU) in “A” blockon ground and 1st floors
Improved co-location
of services
Includes PACU
No space for addition of PACU
Unable to adhere to space
regulations/requirements
As above Requires increases in
medical staffing
Separation of surgical
admissions from other
surgical facilities
Potential restriction in bed
allocation for surgical
admissions
Yes
(Option 3B)
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Inital Agreement Document84
I. Provide additional
capacity of Medical High
Dependency Units
Requirement for
increased MHDU
capacity outlined in
review of HDU in NHS
Highland (The High
Dependency Needs
Assessment of NHS
Highland Patients).
Would require both capital and
revenue expenditure.
Meets both current and
future need for increased
MHDU capacity.
Movement towards a
philosophy of Critical
care, rather than
traditional split between
ICU/HDU
Increased capacity could
increase revenue costs if
benefits of consolidation
elsewhere are not realised.
No
J. Consider under utilisedspace in Maternity Unit(first floor) as locus forservices that need closeproximity to theatres e.g.Ophthalmology /Endoscopy / Surgical DayCase?
Optimised use of
existing floor space.
Would require disruption to
Maternity services not necessary if
completion of fire works was the
sole objective.
Resolution of sub-optimal
usage of premium space.
Synergy with project to
upgrade endoscopy
services (for which
funding has been
secured)
Difficulty of releasing usable
space while ensuring quality
of
maternity/endoscopy/ophth
almic is not compromised.
Increased complexity of
decant arrangements by
bringing maternity services
into the project scope.
No
K. Create additionalcapacity to dialysepatients on in-patientwards with main dialysesat level 7 (close to forplant configuration
Fill in from day service
paper
Yes, combine
with main
options
L. Addition of vascular labto meet currentstandards for Vasculardepartment
Better adherence to
modern standards of
care
Improved patient
outcomes and satisfaction
Staff training required
Potential increased revenue
spend to staff vascular lab.
Yes, combine
with main
options
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M. Addition of postanaesthetic care unit(PACU) adjacent tointensive care unit
Increased flexibility of
beds
Promotes flexibility
with staffing
Less potential for
blocking of SHDU beds
Potential to relieve
pressure on ICU and
reduce the number of
too-early discharges.
Potential to reduce the
need for delayed transfer
of patients from ICU or
HDU to ward-based care
and the inefficiencies
associated with too high a
level of care.
Space allocation Yes, combine
with main
options
N. Move non-acuteservices out of the TowerBlock, where adjacency isnot required (e.g.Endoscopy, Child Ward),and to suitable existingaccommodation
Would leave space for
improved adjacencies
of acute services.
Would require alternative
accommodation to be found for
endoscopy and children’s ward
End result of vastly
improved co-location of
relevant services.
Improved patient
outcomes
Better communication
between staff in relevant
specialties. Improved
skills and morale.
Concurrently running
projects (i.e. the Archie
Foundation) must be
managed in tandem.
Potential unsuitability of
alternative accommodation.
Increased complexity of
decant arrangements
Yes, combine
with main
options
O. Re-locating femalesurgery wards (awayfrom male wards) andinto separate unit(outwith Ward Block) –into Ward 8
Vastly improved
patient-centred care.
Not required if fire upgrade is sole
objective
Reconfiguration allows for
better use of space in
Ward 8/9/10 area.
Potential for increased
disruption and increased
complexity of decant
arrangements.
Potential difficulty of finding
alternative space for specific
functions (e.g. Parentcraft
No
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Inital Agreement Document86
room)
P. Consider re-locatingselected acute services atRaigmore back into theTower (e.g. Respiratory)that provide improvedadjacency to GeneralMedicine
Safer and more
appropriate co-location
and improved
adjacencies.
Many respiratory
patients require level 2
care/emergency
transfer to ICU
Require space to be made by
transferring other services out of
the tower block.
Improved patient
outcomes.
Better communication
between staff in relevant
specialties. Improved
skills and morale.
Potential unsuitability of
alternative accommodation
for moved services.
Increased complexity of
decant arrangements
Yes, combine
with main
options
Q. Upgrade existingTheatre accommodationcommensurate withmodern standards
Improved adherence
to modern healthcare
standards and SHTMs
for theatre
accommodation
Resolution of issue
relating to severe lack
of storage for theatre
equipment
Replacement of
equipment and plant
beyond its design life
Significantly improved
infection control
Significant capital expenditure Potential for increased
efficiency, particularly in
terms of better
adherence to BADS
targets and capitalisation
on the potential of
optimal short-stay
surgery.
Full refurbishment would
replace the need to
resolve the significant
maintenance backlog.
Opportunity to eliminate
need for the cost-
inefficient and unfit-for-
purpose modular theatre.
Difficulty of continuing to
provide theatre services
while refurbishment works
are ongoing.
Yes, combine
with main
options
R. Eye Day Case Unit –relocation to current
Allows relocation and
isolation of dedicated
Increased distance from main Potential for improved
efficiency of eye theatre,
Dependent upon safe and
successful relocation of
Yes, combine
with main
Critical Care Consolidation and Theatres Refurbishment (with necessary realignment of Acute Services)
Inital Agreement Document87
location of renal unit day case ward
(currently includes eye
unit).
Improved compliance
with modern care
standards, SHTM
specifications and
infection control.
Improved adjacency to
eye OP clinic.
theatres. and increased flexibility
(e.g. partial lists) which
would improve ability to
meet TTG targets.
Would release capacity
for other specialties in
main theatres, allowing
for the introduction of
LEAN working and
negating the need for a
costly standalone
modular theatre.
renal unit
Would require dedicated
staffing. Potential for some
increased revenue costs.
Dependent on the approval
of a separate outline
business case
options
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document88
D APPENDIX – PREFERRED TOWER BLOCK LAYOUT
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document89
Level C B A Level
7Medical
GI/RenalManagement Renal Dialysis 7
6 Respiratory RespiratoryOncology with
D/C Trans6
5Vasc/Urology
Surgery/Vasc Lab
Dermatology
Offices
EMPTY - to be used for
winter pressures and
flexi beds for
indcidences of
Infection etc
5
4 Surgical Seminar Room Surgical/Triage 4
3 Orthopaedics Head & Neck Orthopaedics 3
2 Medical Therapy Unit Stroke/YARU 2
1 CAL/SDCU Waiting Area ITU/SHDU/PACU 1
GroundCardiology step-
downCCU AMAU/MHDU Ground
OPTION 2A
*MHDU would join AMAU on the Ground floor as
opposed to the 1st floor as per Option 2.
*Ward 8 and Ward 9 would amalgamate to allow
Endoscopy ro relocate to Ward 8.
*CAL and SDCU relocate to Ward 1C and potential for
stand-alone Eye Day Case Unit could be developed
in space vacated by Renal Dialysis at a later date.
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document90
E APPENDIX – POTENTIAL PHASING PLAN
Critical Care Consolidation and Theatres Refurbishment (with necessary realignment of Acute Services)
Inital Agreement Document91
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document92
F APPENDIX – POTENTIAL HIGH LEVEL SCOPE
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document93
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document94
DoMinimum
Option 2 – Consolidate Critical Care Option 3 – Consolidate CriticalCare + Combined Assessment
Unit
1 2 2A 2B 3 3A 3B
The Currentconfigurationbut assume
- fireprecautionsworks(ongoing)
- endoscopydevelopmentbut atground floorof Tower
- Upgradingof CCU,AMAU/MSCU,SHDU,Therapy,ITU, CriticalCareWaiting,1A(CAL,EDCU,SDCU, ITU -- All to beretained attheircurrentlocation
Consolidation of Critical Care on Groundand First Floor Levels –based on acuity
Consolidation of Critical Care onGround and First Floor Levels – based
on acuity. Plus CombinedAssessment Unit
Co-locate AMAU and CCU on groundfloor
Combined Medical Assessment Uniton ground floor
Cardiology also co-locatedon ground floor
Cardiology remains on Level 6
Co-locate ITU/SDHU on first floor
MHDU atFirst Floor
MHDU at Ground Floor Co-locateCCU andMHDU atGroundFloor
Co-locateCCU andMHDU at1st Floor
Co-locateCCU andMHDU/Shortstay beds atGround Floor
No PACU PostAnaesthetic
Care atLevel 1
No PACU PostAnaesthetic
Care at Level1
1A (CAL /Surgical DC /Eye Day Careto Ward 8
CAL / Surgical Day Caseto Level 1
CAL /SurgicalDay Caseto FirstFloor
CAL /SurgicalDay CasetoGroundlevel
CAL /Surgical DayCase to FirstFloor
Surgical Triage to remain at Level 4 Surgical Triage relocated to GroundLevel
Potential to move Renal Dialysis moved to Level 7 – separate Investment
Respiratory moved into Tower – Level 6
Medical Ward adjacent to Therapy
Oncology moved to Level 5
Child Ward moved out of Block (Ward 11)
Endoscopy atLevel 6
Endoscopy re-locate to Ward 8 (funded secured)
Gynae/Breast(Ward 8)into Tower -Level 5
Gynae/Breast (Ward 8) to amalgamate to Ward 9(funded secured)
- Vascular Laboratoryadded at 5C
- VascularLaboratoryadded at 5C
Potential to provide Eye Day Case into the accommodation formally occupiedby Renal (separate investment). However, this investment only to include
limited allowance for Eye Day Case, currently in 1A
Critical Care Consolidation and Theatres Refurbishment (with necessaryrealignment of Acute Services)
Inital Agreement Document95
1 2 2A 2B 3 3A 3B
Theatres Refurbishment
In conjunction with the planned significant upgrading works (refer below) the
continued use of the existing 9 theatres located within the Tower Block
To improve compliance, building fabric and services upgrading of the existing 9
theatres, to meet modern clinical standards (the Theatre within the Maternity
Block is outwith the scope of this project)
Upgraded fire precautions of Theatres in Tower Block to meet horizontal fire
evacuation requirements
Services upgrade associated with achieving compliance, include ventilation
system enhancement
Where possible, potential increase in storage requirements (possible expansion
adjacent to plant room) to facilitate improved compliance with required storage
and other space standards
Provision of services / waste corridor to rear of the Theatres accommodation
Child Ward
Retain incurrentlocation
The Child Ward will involve the redevelopment of Ward 11 to facilitate
the move. A limited allocation of funding is being considered in
respect of any outstanding need to deal with the current compliance
issues.
Respiratory
Retain incurrentlocation
The project will require the development of a temporary facility at
Ground Floor level involving some works. (This will require
occupation of some Children’s Ward accommodation, on a temporary
basis).
Furthermore, Level 6 will require some reconfiguration to facilitate the
permanent move to Level 6