Healthcare with Construction, Capita Symonds


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Healthcare with Construction, Capita Symonds

  1. 1. Delivering healthcare projects
  2. 2. Healthcare project delievery must focus on We have a holistic approach to project people: the patients and visitors and those delivery; an approach that demands who delivery the healing: doctors, nurses, a committed partnership between all technicians, administrators and maintenance members of the project team, the healthcare staff. And then there are those whose job it is provider, and the stakeholders in a patient-contents to construct the building on time and within centred delivery process. budget. Each has important but different needs. We believe that collaborative working is key01. introduction to the success of all our healthcare projects. At Capita Symonds we specialise in delivering We achieve this collaboration by talking to02. delivering success healthcare projects that meet all of these end users (patients, nurses, consultants, and needs. Our team has an unparalleled managers), engaging them in the process,03. brampton CV project knowledge of the issues, people and find out what they need, stimulating debate04. guild Lodge processes involved in healthcare facilities. We understand the rate at which healthcare and discussion on best practice, in order to generate a dynamic vision for their new or05. guild Lodge Ph2. delivery evolves, and we recognise refurbished healthcare facility. the need to design adaptable, flexible06. new pathology & pharmacy building accommodation, which can change in line with our clients needs.07. wembley hospital08. royal victoria hospital We have the capacity to meet our clients’ requirements; from delivering large acute09. downe lisburn hospital facilities through intermediate care facilities, polyclinics, health centres, GP surgeries and10. the london clinic mental health units. Capita Symonds are able to help our healthcare clients through11. diamond light source all stages of the project lifecycle from the12. services initial investigation and evaluation of the service strategies, through the detailed13. company briefing and design of capital schemes, to the commissioning and evaluation of completed facilities in terms of construction management services.
  3. 3. Delivering Success One team, one goal Healthcare requires more There’s no denying it’s a complex process than a grand facade with significant sums being invested and spent. And that’s before the actual The project manager and their team building starts. In addition to project must listen to and try to accommodate managers you have architects, healthcare everyone’s needs: planners, engineers, planners, engineers, builders, surveyors, builders, cost advisors, equipment construction managers and landscape specialists, and, especially nurses, architects involved. Each has important clinicians and healthcare managers. Often skills to offer that requires effective needs are conflicting and an optimised management. compromise must be sought. The co- ordination must work on many fronts; Building a healthcare facility requires aesthetics, construction, safety, cost, and team players. You need a project manager maintenance. that understands healthcare and can inspire a design team produce an efficient And of course it must have the flexibility design which is also affordable. But just to support the delivery of changing as important is the project manager’s healthcare services which are becoming ability to bring people of differing ever more complicated. Whether our opinions together. Capita Symonds is commission is for a hospital, a primary skilled at creating teams that break down care clinic or a laboratory, it must focus the traditional barriers between Health on people; staff, patients, and visitors. A Facility Users, Designers and Contractors, grand design just will not be enough. thereby creating an integrated team dedicated to one goal; successful delivery.
  4. 4. A new challenge procurement routes place a premium on and an improvement in the quality and It’s about what works, not just speed of construction. The requirement robustness of the completed design.With the advent of innovative for the builder to maintain finished organisational diagramsprocurement routes, such as PFI, facilities at a high standard for 30+ Do it once, do it right When as project manager we put togetherProcure21, Express LIFT and Framework years has also placed a much greater a team of architects for a healthcare How do you delivery a better qualityappointments, much of the responsibility emphasis on quality. These factors taken project, each team has designers and product, faster? By re-evaluating thefor delivery of the project has passed together were the impetus for Capita specialist healthcare planners. We whole project delivery process whichto the contractor. However, as project Symonds’s rethinking of the whole understand that good management goes can sometimes mean spending moremanager we ultimately assume single design development process, to allow for hand in hand with innovative design and time on one element of the process topoint responsibility for delivering success. techniques such as off site construction, a solid understanding of best practice in save a greater amount of time latterIn addition many of these innovative site waste minimisation and recycling, healthcare design. on. You also must look closely at the construction and fit-out processes and see where time on site can be reduced. The project manager works closely with One way to reduce time / minimise risk the contractor and project consultants is to reduce the number of different and alongside the planners and designers. elements by replacing multiple units Our role is to make sure the work is with identical repeatable ones. E.g. whole adequately programmed and resourced rooms such as clean utilities, dirty utilities, and to keep track of progress and costs. bedrooms and sanitary facilities, can It is a key management role and we be easily replicated, manufactured off deliberately separate the roles of project site and swiftly installed. The unit cost management from that of designer and may increase but this is outweighed by healthcare specialist to ensure it is given the benefit of a shorter time on site. It proper weight. also results in higher quality building by using appropriate off site construction techniques.
  5. 5. future trends, of what constitutes ‘best we go to great lengths to make sure that practice’, and of the high expectations of everyone, understands the vision for their staff, patients and visitors. new facility and the processes involved to deliver it. Gently does it From the start of the process to the Place making selection of the design team and then on Project Management is just one of to the award of the construction contract, several areas in which we specialise. we manage for change. During the various Our healthcare designers and planners types of bidding process much can often work alongside colleagues in our evolve. New rules and regulations can be firm who are experts in urban design, introduced, patient numbers can fluctuate environmental graphics, interiors, retail and some treatments can take precedence and education. They are able to contribute over others. Our flexible and informed their knowledge to ensure that the approach means that these changes need healthcare facility becomes a viable, not mean drastic re-thinking or re-scoping dynamic environment and part of the local of the project. Our team has been through community. this process several times. But for a Trust, it may be their first introduction to the issues involved in delivering major Our wider team capital works and as project managers we Aside from Project Management Capita help and support the Trust throughout Symonds can offer a fully integratedWe know what works But perhaps of more importance is the the delivery process. We are aware of design service including Architecture, CivilWe’ve been delivering healthcare fact that to every project we can call upon the issues that can arise, the disruption and Structural Engineering, Mechanicalbuildings; hospitals, primary care clinics over 40 years of experience acquired in which can be caused and the difficulty and Electrical Engineering, Landscapeand laboratories, in the UK for many healthcare economies throughout the clinicians and administrators have with Architecture, Acoustic Engineering, Fireyears. We are familiar with all forms of world including the America, and the interpreting drawings and accepting Engineering, Traffic Engineering, Clinicalprocurement, with their unique funding, middle and far east. Capita Symonds are change. Therefore, when we meet the end Healthcare Planning and Constructiontendering and reporting processes. therefore very aware of current and likely users, be they patients staff or visitors, Management.
  6. 6. If there is an interest in the wider services Our work - case studies affordable and incorporate the most upwe can offer due to the economies of scale to date practices; and contractors wantthere can be significant savings to the Patients and visitors want environments buildings that are quick to build withdelivery costs on a healthcare project. that are welcoming, comfortable, safe and minimum risk. which help healing. Healthcare workers and their managers want environments At Capita Symonds we recognise that this that support their efforts to care for is the background against which modern patients and to improve productivity. healthcare facilities need to be delivered HealthcareTrusts want designs that are in the UK and it is this knowledge that underpins our ability to deliver successful healthcare projects.
  7. 7. communityCASE STUDY Brampton Community Ventures ProjectCLIENT Cumbria PCT and Cumbria County CouncilLOCATION Brampton, CumbriaVALUE £10mThis integrated healthcare and community project includes facilitiesfor Brampton GPs, PCT nursing beds and 30 adult social care beds.In addition, flexible space for the local Community Association isincluded together with facilities for children’s services. There is alsoprovision for a pharmacy and shared space and facilities have playeda prominent part in the initial accommodation and models of careassessments.Our engagement has been both to provide project managementservices and also fully integrated design and cost management .Ourrole has required effective communication with stakeholders beyondthe partners actually taking space in the facility including the localneighbourhood forum and traders association. We have also beentasked with co-ordinating delivery of an outline business case andplanning application.Two sites are under consideration for the facility and thorough in-depthanalysis of both sites has resulted in the delivery of a detailed report.This shall allow a highly informed choice of site to be made, providingconfidence that users, investors and the local community can be surethat the facility provides maximum value to the environment andpopulation it serves.
  8. 8. communityCASE STUDY Guild Lodge - Medium Secure Unit and High Dependency UnitCLIENT Guild Community Healthcare NHS TrustLOCATION Guild Park, PrestonVALUE £10mPart of the old Whittingham Hospital at Goosnargh, Preston theGuild Lodge facility has been developed as a new state-of-the-artcombined 54 bed Medium Secure Unit (MSU) and High DependencyUnit (HDU).The 30 bed Medium Secure Unit comprises the following:• Single storey 8 bed acute ward including a seclusion suite available to other wards;• Two storey block with a 12 bed ongoing therapy ward on the ground floor and a 10 bed pre-discharge ward on the first floor.The 24 bed High Dependency Unit is a single story building comprisingthree 8 bed wards, that is linked directly to the main entrance andsports hall to form a secure courtyard.Serving both the MSU and HDU are the following:• Single storey occupational therapy unit;• Part single/two storey building administration building providing office, kitchen, dining and changing facilities, with meeting areas for family visits and a GP surgery space; and• Single storey gymnasium. A flexible but disciplined approach was needed to control all stagesof the project, within the required 29 month programme fromcommencement of Outline Business Case to the commissionedfacility. Whilst much emphasis was placed on security, the carefulselection of materials and components ensured a domestic and relaxedenvironment for more effective patient rehabilitation.
  9. 9. communityCASE STUDY Guild Lodge Phase II - Long Term Medium Secure UnitCLIENT Lancashire NHS TrustLOCATION Guild Park, PrestonVALUE £9mThe Guild Lodge Phase II project was an expansion of an existingMedium Secure Facility, to provide a new 38 bed Long Term MediumSecure Unit, together with alterations and extensions to existingfacilities.The single storey development comprised a cluster of six individualbuildings as follows:• House with 16 beds;• House with 14 beds and an Extra Care Suite;• House with 8 beds;• Vocational Therapy Centre;• Rehabilitation Management Centre; and• Social Centre/CaféThe buildings were set within a common landscape with interconnectingwalkways. Each house had access to an external ‘garden’, some ofwhich were secure, that provided a recreational and therapeuticenvironment.The architectural style of each building reflected its intended use.Capita Symonds worked very closely with the Trust and stakeholders,to develop a scheme that established a community, where quality oflife was maximised, creating a safe and spacious environment, whichwas both attractive and comfortable, and yet provided maximumobservation with minimum obtrusion.
  10. 10. centre of excellenceCASE STUDY Regional Cancer Centre, City Hospital, BelfastCLIENT Belfast City Hospital TrustLOCATION Northern IrelandVALUE £60mThe new Belfast Cancer Centre is planned to serve Northern Irelandas a Regional Centre of Excellence. It replaces existing facilities atBelvoir Park Hospital and provides patients and their families withaccess to treatment and support services, diagnosis and treatment,through to follow-up care. The centre is part of a government plan forcancer care across the UK which involves regional centres supportedby satellite follow-up centres.Linked to the existing City Hospital by underground and elevatedwalkways, the 84-bed centre will provide integrated access to supportsurgical and chemotherapy facilities. The hi-tech treatment facilitiesinclude 10 linear accelerator vaults for radiotherapy – making this oneof the largest cancer care facilities in the UK – and a High Dose Rate(HDR) operating theatre.The diagnostic and treatment planning for radiotherapy facilitiesutilise the very latest technology for all imaging modalities currentlybeing employed. These include 2 MRI scanners, 3 CT scanners, X-ray,ultrasound and 2 gamma cameras. There is also an Outpatient Clinicsfor Rehabilitation and Palliative Care.A “patient focused care” approach was adopted for the delivery ofcancer care throughout Northern Ireland.The new centre has been designed to create a non-institutional,human-scale environment with maximum use of natural daylight,which will provide a therapeutic and harmonious atmosphere tobenefit and improve the patient’s progress and well being.
  11. 11. clinical support CASE STUDY New Pathology and Pharmacy Building CLIENT Bart’s and the Royal London NHS Trust LOCATION London VALUE £58m The new Pathology and Pharmacy Building is one of the advance projects of the £1billion Bart’s and the Royal London Hospitals PFI redevelopment planned at Whitechapel, East London.Main image: The 16,000sqm accommodation is housed in a 7-storeySecond floor laboratory building, located on a prominent corner site in the London HospitalBelow: Conservation Area. The state-of-the-art building contains teachingColourful west staircase laboratories, lecture rooms, seminar rooms, and a fully automated multidisciplinary analytical laboratory. The modular-designed laboratories provide flexible accommodation for a range of Pathology disciplines, including Biochemistry, Immunology, Histopathology, Virology, Molecular Biology, and Haematology. A pedestrian tunnel links the building with the main hospital complex, to provide a convenient route for internal trolley traffic and specimen deliveries. The project was very challenging. The site was constrained; opposite is the construction site for the PFI, Queen Mary’s School of Medicine and Dentistry lies to the west and Whitechapel Underground station is situated directly below. Additionally, these departments are notoriously difficult to design together, as Pharmacy is ultra clean, whilst Pathology is not. There were many end users to consult with as the new building accommodates 14 different pathology and pharmacy divisions that were originally scattered across East London in separate buildings. Capita Symonds worked very closely with the Trust and clinicians both during planning and design in order to understand the different requirements of each of the different disciplines.
  12. 12. Main image:Main entranceAbove & below:Reception area
  13. 13. primary careCASE STUDY Wembley Hospital, LondonCLIENT Parkside HealthLOCATION LondonVALUE £6.4mParkside Health is committed to delivering out-patientservices in a different way. The model of care is unique andinvolves a wide provision of Health Services under one roof.The centre is located at Wembley Hospital and will providemodern and efficient accommodation for GPs, primary carehealth teams, health promotion unit, welfare advice andspecialist services, women’s services, general hospitaloutreach services, pharmacy, local authority and a minoraccident and treatment service (MATS).The building comprises a mixture of single and two storeywings arranged around a double height, circular receptionarea and central core with semi-scenic lift. This ‘heart’ of thebuilding acts as the pivotal hub from which all health servicesare approached.The massing of the building has been carefully considered,responding to the surrounding suburban environment anddisguising the overall floor area from its neighbours. The buildingreceived a highly commended award at the NHS Estates -Building Better Healthcare Awards 2001.
  14. 14. design competition CASE STUDY Royal Victoria Hospital, Belfast CLIENT Health Estates LOCATION Belfast, Northern Ireland VALUE £91.4m Phase 1 comprises a 7-storey glazed hospital street serving 16 wards of 400 beds on levels 4-7. Day procedures, ITU, theatre suite and recovery are on level 3 and a range of investigations, outpatients and pharmacy facilities on Levels 1 and 2. Medical areas are supported by a new hospital main entrance and restaurant above and enhanced by a major programme of landscaping and integrated art work. The external cladding is of composite aluminium insulated panels finished in sterling silver PVF2. The ‘street’ is fully glazed on both sides using a ‘stick’ curtain walling system. Phase 2 will be carried out in stages after demolition of 20 Victorian wards and will comprise a new A&E department, Admissions ward, additional theatres, PFI imaging centre, OPD departments, Education centre and west entrance.Main image:Royal Victoria Hospital, mainentrance
  15. 15. Design for ExcellenceCASE STUDY Downe Lisburn HospitalCLIENT South Eastern Health and Social Care TrustLOCATION Northern IrelandVALUE £47mWon under an invited design competition in May 2004 CapitaSymonds adopted an holistic approach to the design. We arecommitted to partnership between all members of the designteam, Trust and stakeholders in a patient centred design process.It is an approach that encourages a truly inclusive plan for thedesign development, based on a common vision to provide a betterhealthcare experience. The local community is also seen as animportant element in the design process and takes ownership of thefinal design.The New Downe Hospital site is set within a powerful and dynamiclandscape, housing the existing Grade II listed Hospital which isretained and converted for Civic usage. The new hospital respectsit’s surroundings and corresponds to the major views of the famousMourne Mountains to the South West.Departments provided include: 10 bed observation unit, accidentand emergency, outpatients, 20 bed in patient ward, coronary careunit, health records, dementia, 25 bed acute psychiatric unit, dayprocedures unit, clinical support, rehabilitation, radiology, children’sday care, pharmacy, miscellaneous, support services and mortuary.
  16. 16. Specialist & Medical ProvisionCASE STUDY The London Eye ClinicCLIENT The London ClinicLOCATION 119 Harley Street, W1VALUE £4.6mThe Eye Clinic is a specialist medical provision providing ‘state-of-the-arts’ eye care within The London Clinic’s private healthcare campus. It prides itself on housing highly respected leadingophthalmic consultant surgeons, physicians, orthoptists,optometrists and nursing staff. It provides unrivalled excellenceand individual care to patients including members of the Royalfamily. It is self-contained using the latest diagnostics andtreatment for eye disorders.The London Clinic is the UK’s largest, independently owned andoperating, non-profit hospital.This high profile project consisted of the extensive refurbishment,extension and conversion of the Grade II listed building resulting ina ‘one stop shop’ for outpatients seeking the very best in eye healthtreatment and care.The provision includes nine consulting suites, eight procedure andtreatment rooms including laser surgeries and full nursing supportsituated over six storeys.The clinic was successfully completed and fully operational inline with its royal opening by HRH Princess Alexandra on 23rdNovember 2012.
  17. 17. Centre of ExcellenceCASE STUDY DiamondCLIENT Diamond Light SourceLOCATION Didcot, OxfordshireVALUE £276mDiamond Light Source (DLS) is a scientific facility on the HarwellScience & Innovation Campus, Rutherford Appleton Laboratory sitein Oxfordshire.It is a circular-shaped machine, called a synchrotron that uses arraysof magnets, called insertion devices, to generate bright beams ofsynchrotron light.Around the machine is a collection of experimental researchlaboratories called beamlines. At each beamline, scientistsindependently use the light generated by the machine for a widevariety of experiments.The Diamond project team consisted of 250 dedicated engineers,scientists, support staff and technicians. By 2012, Diamond willgrow to 300 staff and will welcome about 2,000 scientific users perannum.The Synchrotron building is aluminium clad steel framed buildingenclosing a high bay experimental hall with a curved roof profile,the concrete machine housing, inner access and service zone.Around the external perimeter of the building are arranged twostorey perimeter offices and laboratories with precast concretesuspended floors.Diamond now produces pinpoint ultra-violet and X-ray beams ofexceptional brightness. These highly focused light beams enablescientists and engineers to probe deep into the basic structure ofmatter and materials, answering fundamental questions abouteverything from the building blocks of life to the origin of ourplanet. State-of-the-art instrumentation complements the lightsource, ensuring that researchers from the UK and abroad haveaccess to cutting-edge analytical techniques and services.
  18. 18. servicesCapita Symonds are in a position to • Environmental Noise • Technology • Facilities Management • Telecoms Engineeringprovide an integrated multi-disciplinary • Geotechnical Engineering • Town Planning and Masterplanningteam. Services include: • GIS and Data Management • Traffic Surveys • Health & Safety Training • Transport Planning • Healthcare Planning • Tunnel Design and Refurbishment • Highway Asset Management • Urban Design• Arboriculture • Highway Design • Value Management• Architecture • Highway Maintenance • Water Environment• Aviation • Highway Pavement & Construction Materials • Waterways• Bridge Design • Innovations Software Development• Brief development • Insurance• Building Services Engineering • Instrumentation Consultancy• Building Surveying • Interior Design• Communications and Technology • Landscape and Urban Design• Construction Management • Leisure and Event Safety• Construction and Occupational Health & Safety • Litigation• Consultation and communication • Masterplanning• Contract Management • PFI/PPP Consultancy• Conservation • Project Management• Cost Management • Property Management• Countryside Management • Rail Engineering/Operations• Decriminalised Parking Enforcement • Rail Project, Commercial and Risk Management• Design Management • Rail Property (Estates)• Development infrastructure • Regen and Contaminated Land• Development Monitoring • Resource and Waste Management• Development Planning • Risk Management• Disability Access Consultancy • Road Safety / Road Safety Audits• Earth Sciences • Security• Ecology • Space Planning• Electronic Data Management • Sport, Leisure and Culture Consulting• Energy • Structures• Environmental Impact Assessment • Sustainable Design
  19. 19. companyCapita Symonds employs over4000 staff located aroundthe UK and cover fourteenkey sectors with a significanttrack record and expertisein each. Each of our officesare run by directors whooversee operations, businessdevelopment, design quality,commercia and constructionmanagement. We undertake awide range of work across theUK and overseas and have wonnumerous awards for the qualityof our completed projects. Capita Symonds T +44 (0) 207 492 0200