2020 - northern lincolnshire and goole nhs foundation trust · the results show in terms of the...

ESTATES STRATEGY

2015 - 2020

September 2015

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CONTENTS

SECTION TITLE PAGE NO.

1. EXECUTIVE SUMMARY

2. INTRODUCTION

3. THE ESTATE STRATEGY PROCESS

4. WHERE ARE WE NOW?

The Trust’s existing estate

Appraisal of the condition & performance of the estate

Backlog costs

Estates key performance indicators

5. WHERE DO WE WANT TO BE?

The Trust clinical strategy (Pam)

Drivers for change (Pam)

Estate Key Targets for change

6. HOW DO WE GET THERE?

Delivering the aims of the Estate Strategy

The business case process

Key financial assumptions

Stakeholder involvement

Risk

Estates Plan

7. CONCLUSION

8. APPENDICES

Appendix 1 – Community Properties

Appendix 2 – Residential Properties

Appendix 3 – Trust Occupied Areas not on the Main Site

1. EXECUTIVE SUMMARY

This report describes the Estates Strategy for Northern Lincolnshire & Goole NHS Foundation Trust

for the period 2015 – 2020. The aim of the Strategy is to ensure that the Trust provides safe, secure,

high-quality healthcare buildings to support current and future needs.

The main priority for the strategy is to increase the site utilisation by reducing estate and backlog

maintenance costs, whilst improving the environment.

The delivery of these plans will require financial investment along with changes in working styles and

challenges to the work for the whole organisation.

The process adopted for developing the Estate Strategy has been in accordance with the guidance

and processes described in the Department of Health document, developing an Estates Strategy.

This process asks three basic questions in relation to the Trust Estate:

Where are we now?

Where do we want to be?

How do we get there?

Where are we now?

The Northern Lincolnshire and Goole Hospital NHS Foundation Trust covers a wide geographical

area. The Trust has a total of 874 beds, a gross floor area of 142,535 m2.

It operates out of three main hospital campus sites and several community premises. The Trust

delivers District General Hospital services on the Grimsby and Scunthorpe sites which include

Emergency Departments (ED’s) and ITU whereas the smaller Goole District Hospital operates a

lesser portfolio of services and has a Minor Injuries Unit rather than a full ED. All three sites provide

inpatient, day case and outpatient services.

The first stage of developing the Estate Strategy included a comprehensive appraisal of the condition

and performance of the existing estate, in accordance with Estate Code, covering:

Physical condition;

Compliance with Fire, Health & Safety & other statutory standards;

Environmental Management;

Functional suitability;

Space utilisation;

Quality; and

Adaptability

The results of the appraisal are summarised in Table 1, the figures included within the table is the

amount of investment required to bring Trusts estate up to condition B; where condition B is defined

as “a facility requiring general maintenance investment only”, which in terms of physical condition is

“sound, operationally safe and exhibits only minor deterioration” and in terms of compliance the estate

“complies with all necessary mandatory fire safety requirements and statutory safety legislation with

minor deviations of a non-serious nature”. The condition is broken down into the six categories listed

above covers the entire estates from buildings to road/pathways and infrastructure such as water and

gas main pipework; a full breakdown is detailed in the six facet survey section commencing on page

14.

Table 1 – Estate Code Appraisal

The results show in terms of the overall estate:

Year 2015/16 Year 2016/17 Year 2017/18 Year 2018/19 Year 2019/20 Year 2020/21

Diana Princess of Wales Hospital,RJL30 £37,215,954 £136,352.00 £415,500.00 £762,088.95 £762,088.95 £762,088.95 £762,088.95

50.81% £550,000.00 £550,000.00

£686,352.00 £965,500.00


Scunthorpe General Hospital,RJL32 £30,255,786 £744,169.00 £639,006.00 £619,562.25 £619,562.25 £619,562.25 £619,562.25

41.30% £291,000.00

£930,006.00


Goole and District Hospital,RJL31 £5,779,461 £55,708.00 £115,000.00 £118,348.80 £118,348.80 £118,348.80 £118,348.80

7.89%


Community Properties £1,094,245 £0.00 £15,000.00 £22,407.38 £22,407.38 £22,407.38 £22,407.38

1.49%

Appraisal Costs by Sites For : Diana Princess of Wales Hospital,RJL30

Site

Site

Appraisal Costs For Trust Community Properties

Cost to B

Yearly Allocation

Yearly Allocation

Yearly Allocation

Yearly Allocation

Cost to B

Cost to B

Cost to BSite

Site

Appraisal Costs by Sites For : Scunthorpe General Hospital,RJL32

Appraisal Costs by Sites For : Goole and District Hospital,RJL31


The Trust will need to address the current poor condition and performance of the estate and move

toward the provision of safe, secure, appropriately positioned and high-quality healthcare buildings

that are used efficiently and effectively for the delivery of modern healthcare services. However, the

Estate Strategy and any future investment must be “service and user led” with patients being at the

centre of any proposed changes.

Changes are taking place both within the local health economy and nationally to ensure the NHS is fit

for the future. The NHS recently published its Five Year Forward View highlighting the challenges

faced. The document does advocate many planning themes which are already contained within the

Trust’s existing strategy.

A number of key documents set out the future strategic direction for the Trust and its partners and are

key drivers in shaping this Estates Strategy.

Northern Lincolnshire & Goole NHS FT 5 Year Strategic Direction;

Healthy Lives Healthy Futures, Options for Future Service Configuration; and

Northern Lincolnshire & Goole NHS FT Operational Plan 2015-16

North Lincolnshire & North East Lincolnshire Strategic Estates Review

Strategic Direction

The culture created within the Trust places the quality of care for our patients and their families at the

heart of service delivery. The staff within the Trust deliver services ensuring continued improvement

across the three key aspects of patient safety, clinical effectiveness and patient experience.

As part of the Trust 5 Year Strategy, the Trust Board reinforced previous findings that the local health

services as currently configured across Northern Lincolnshire are not sustainable in the medium to

long term, under the current NHS payments system. However, no compelling case for change had

been made for a radical downgrading, rationalisation or centralisation programme of the Trust’s

services. The Trust instead identified a programme of clinician-led integration of pathways and

services, with the principal aim of controlling net demand growth, through this means limiting future

cost growth and delivering sustainability. This would build on the work already underway across local

providers of primary, secondary, community, social and mental health care.

The Trusts recently published Operational Plan for 2015-16 reinforced its 5 Year Strategy and

reemphasised the following core strategic principles;

i) To deliver services efficiently without impacting adversely on the quality of care. The Trust

has a robust internal 5 year sustainability programme of efficiency improvements,

structured intensively in the early years. This will deliver optimum efficiency across the

whole of the Trust cost base, and support the redesign process.

ii) Working together across the health and care spectrum provides the greatest opportunity

to control demand, alleviating the cost pressures arising from demand growth. Integration

improves the quality of care provided by removing organizational boundaries, enabling

clinical teams to work seamlessly across the patient journey.

The Better Care Fund initiatives are a good example of this. Acute, community, primary

and social teams working together with the individuals and their families to deliver a

package of care that meets their needs. This multi-disciplinary approach delivers reduced

need for the individual to navigate across differing organisations at differing times

reducing follow up appointments and avoiding admissions where clinically appropriate.

iii) Radical transformation where needed. The Trust is prepared to act to improve patient

care or to deliver more efficient and effective services. Both Hyper Acute Stroke and ENT

services were consulted upon during 2014-15 with the outcomes being to consolidate on

one site.

To enable delivery of the core principles above, the Trust refined and strengthen the following

strategic enablers;-

The Trust continues to develop a true patient first workforce whose services are delivered

through a single, engaged and empowered team that has a voice and strives for

uniqueness, innovation, quality and safety.

The IM&T strategy builds upon the innovative culture of system development the Trust

continues to achieve. Harnessing the strengthening reputation and developing skills

base, the strategic goal is to develop a local IM&T solution which meets the service needs

and enables the secure sharing of information across the patient journey, removing

organisational barriers.

Delivery of truly integrated service provision is reliant upon the workforce of Northern

Lincolnshire being able to work as a multi-disciplinary team regardless of where the

patient is. With prime clinical space at a premium, maximum utilisation of the estate is

key to deliver value. The strategy aims to enable service provision to be delivered in the

most clinically appropriate locations regardless of organisational ownership.

Whilst the estate is highlighted above as a key enabler, the use and quality of the Trust estate runs

through each of the above strands in one form or another, as defined by this strategy. The Trust

needs to develop innovative and forward looking solutions that will achieve a productive estate and

aim to:

Improved accessibility to healthcare for patients;

Disinvest in assets with high operating costs, back log maintenance requirements;

Improve estates asset performance on all key performance indicators;

Promote and facilitate new ways of working;

Improve utilisation by collaborating with the whole health community and public sector;

Dispose of any surplus land;

Integrate services with the wider health community;

Release capital from underutilised assets;

Provide staff accommodation to support recruitment and retention;

Provide modern facilities such as restaurants and retail outlets that will support 7-day working.

The Trust’s vision and plans for change over the next five years cannot be achieved without

significant change and investment in the estate. Table 2 below shows the impact of this investment

and change in terms of the key measures of the estate condition and performance as defined in

Estate code across the three hospital sites.

Table 2 – Impact of Invest

Assessment of Current Trust Wide Position

% of total floor area of buildings falling below

standard B

Target

Diana,

Princess of

Wales

Scunthorpe

General

Hospital

Goole Trust

wide

Trust wide

Physical

Condition

7.74% 20.11% 13.26% 17.69% 13.27%

Functional Suitability 18.41% 9.49% 1.76%

9.02% 6.77%

Space

Utilisation

9.24%

5.23%

40%

86.79% 100%

Quality 7.19% 10.67% 6.01%

13.18% 16.48%

Statutory

Compliance

36.1%

14.68%

22.72%

34.89%

26.17%

Environmental

Performance

55.55%

11.11% 11.11%

2.44%

1.83%

Table 2, above, shows the improvement needed in the key measures of the estate condition and

performance as defined in estate code if the trust is to perform with similar NHS Trusts.


The Estates Strategy responds to the challenges and strategic aims as described above through a

series of proposed changes to the estate and capital investment projects. The key themes applicable

to this strategy are summarised as;-

Refurbishment / Reconfiguration / Relocation of business critical services to ensure fitness for

purpose;

Investments in service developments which support delivery of the sustainability programme;

Continual programme of investment ensuring the core fabric of the Trust estate is maintained

in those areas where continued utilisation is confirmed.

Strategic Plan

The strategy described in this report will be delivered through the Strategic Plan which will include a

capital investment programme (Gantt chart). This will be a graphical representation of the Trust

Capital Investment requirements and will be modelled to show anticipated construction periods

pertaining to each scheme.

Integral to the new developments and refurbishments is the Trust disposal of surplus land plans which

are shown on the Gantt chart.

2. INTRODUCTION

This report describes an estates Strategy for Northern Lincolnshire & Goole NHS Foundation Trust for

the period 2015 – 2020. The Trust covers a wide geographical area with a total of 874 beds, and a

gross core site floor area of 142,535 m2

The aims of the Estate Strategy are:

To support the achievement of the Trusts Clinical Strategy;

to provide safe, secure and quality healthcare facilities which complement and support the

provision of sustainable high quality care;

to ensure the Trust Estates is used efficiently, coherently and strategically to support future

clinical and corporate requirements;

to support the alignment of Trust Strategies e.g. align with the Trusts IM&T, Workforce &

Organisational Development and Strategy & Planning etc.

These aims will be delivered through:

An improvement in the condition and performance of the estate as reported to the Department

of Health annually;

refurbishment/redevelopment of the Trusts clinical estate aligned to the Capital Investment

plan;

refurbishment/redevelopment of the Trusts staff accommodation;

disposal of property and land surplus to future clinical requirements;

redevelopment and relocation of the Trusts Retail and Catering facilities; and

working in collaboration with the wider healthcare community and public sector.

The success measures of the Estates Strategy are:

Improved space utilisation, functional suitability, quality, adaptability and environmental

management of the estate;

reduced need for expenditure on backlog maintenance;

Capital receipts received from land disposal;

staff, patient and visitor feedback;

Patient Led Assessments of the Care Environment reports;

increased occupancy of Trust accommodation;

Premises Assurance Model (PAM) completion; and

ERIC annual return data

The Estates Strategy cannot be developed in isolation. The strategy is closely aligned to the strategic

direction, enabling robust service planning as the Trust and wider community move forward.

An Estate Strategy should provide the following benefits:

Estates development that supports the Trusts Clinical Strategy;

a board level commitment to sustainable development and carbon reduction initiatives;

an opportunity to dispose of any surplus land;

an opportunity to reduce underutilised areas of the estate;

a means of targeting investments to minimise the risk associated with the Estate;

an opportunity to recruit and retain staff by offering a good standard of staff accommodation.

The plan for of the Estates Strategy will be based on the following key financial assumptions:

Approximately £8.1 million of cash from depreciation is available per annum. The Trust will

need to invest significantly above the £8.1m depreciation level over 2016/17 and 2017/18 to

secure core improvements to the estate, therefore this means that estates development and

improvement will be dependent on the wider funding position facing the organisation..

Asset disposal through land sale may be used to top up this value, though only as part of an

approved financial plan signed off by the Trust Board – there is no automatic process of

adding disposal proceeds to the capital programme. At this stage, the most material potential

disposal receipt would arise from surplus land at the DPoW site, where a project managing

disposal is already in place.

The Trust has secured loans via the ITFF specifically to support the investments in estates

energy efficiency improvements and to undertake a programme of purchase, refurbishment

and expansion of residential accommodation for staff across both DGH sites. Project

structures exist to manage both of these projects. Again it should be noted that expenditure

plans remain subject to Trust Board sign off, as part of the wider financial plan.

The Trust has set a total of £17.2m as an outline planning total for the 2015/16 capital

programme. The schedule of proposed spending is designed to support strategic development

priorities.

Future capital programme resourcing will be derived through balancing available cash with

strategic development priorities for asset replacement, risk management, quality improvement,

strategic transformation and business advantage. The programme will be built in to a wider

service and finance plan at least on an annual basis.

Any changes to agreed programmes in year will be authorised through the Strategy &

Planning Committee, Trust Resources Committee and where of significant materiality by the

Trust Board. As a guide, the removal or addition of a major scheme, an overspend of more

than 20% of a major scheme’s value, or material transfer of resources between the main

elements of the programme (major schemes, Estates maintenance, equipment and IM&T) will

require Trust Board approval.

Revenue affordability will be the key driver for determining the overall capital financing

portfolio, and this may involve some element of external oversight, from regulators or as part

of joint working across the local health community, as appropriate.

This document builds on the following Estates Strategy 2012 – 2015 deliverables;

Improved utilisation of the Trust Estate;

Investment in the Trust Estates in order to reduce the backlog maintenance and to maintain

control of the sites services, which are rapidly reaching the end of useful life;

Improve the energy efficiency of the Trust building through the Trust Carbon Management and

Trust Travel Plan.

3. THE ESTATES STRATEGY PROCESS

The estate strategy described in this report has been developed in accordance with the guidance and

process described in the Department of Health’s document ‘Developing an Estates strategy’.

The process asks three basic questions in relation to the Trust’s estate:

Where are we now?



Where are we now?

This initial stage was aimed at developing a comprehensive understanding of how well the current

estate supports delivery of current services. This was achieved through an appraisal of the condition

and performance of the estate on accordance with NHS Estate Code 2014.


The Trust submitted it Strategic Direction in June 2014. The three key themes contained within the

strategy include;

1. Maintain and/or improve the quality of care provided;

2. Ensure the Trust is as efficient as it can be; and

3. Integrate where it is beneficial to do so

The aim of this strategy is to ensure, in line with the above, that the core fabric of the estate is

maintained and optimal utilisation is achieved supporting delivery of high quality services

The Directorate of Planning & Strategy is co-ordinating the work on developing a long term vision of

clinical services. This has enabled a robust and consistent Estates Strategy.


This final stage in the process involved using the information and outputs from the two previous

stages to develop an Estates Plan that includes a capital investment programme for modernising the

estate. A prioritised schedule of capital projects, mapped across to the Trust Clinical Strategy, will

enable clarity of future estate developments and the Estate Plan to be finalised. A key consideration

of this will be the affordability of the proposed capital programme in terms of both capital and revenue

funding.

The Trust will agree each year an appropriate programme of investment balancing available

resources with required outcomes. The transformation, improvement and maintenance of the Trust

estate will form a key part of this programme, but will be part of a balanced prioritisation process with

other elements of the programme.

The Trust will seek to maintain an adequate revenue budget to allow for ongoing maintenance and

improvement of the Trust estate, particularly as regards the management of key risks. The risk

Register will be used as the definitive statement of risk used to support the prioritisation and resource

allocation process.

The availability of cash will inevitably play a limiting role in the speed with which the Trust’s estates

objectives can be delivered. This is recognised by the Trust Board, who have the task of managing

resources.

4. WHERE ARE WE NOW

The Northern Lincolnshire and Goole Hospital NHS Foundation Trust covers a wide geographical

area. The Trust has a total of 874 beds, a gross floor area of 142,535 m2.

It operates out of three main hospital sites and several community premises. The Trust delivers

District General Hospital services on the Grimsby and Scunthorpe sites which include A&E and ITU

whereas the smaller Goole District Hospital operates a lesser portfolio of services and has a Minor

Injuries Unit rather than a full A&E. All three sites provide inpatient, day case and outpatient services.

Diana Princess of Wales Hospital, Grimsby

The Trust holds freehold for the site which has 439 beds; a gross floor area of 72,136 m2 and covers

a land area of 17.59 hectares. The site has a main road access from Scartho Road, with further

entrances on Second Avenue and Scartho Top. It has a possible additional entrance onto Scartho

Road via a restricted height archway on the older part of the site but this has not been used for some

while. A second entrance also exists from the site onto Second Avenue which is gated and will be

used by patients and staff to access the Assisted Living Centre. The Trust is in the process of

disposing of 16.16 acres of surplus land to the South side of the hospital, therefore will significantly

reduce future expansion opportunities.

DPoW Site Plan – Figure 1

RESTCOTE

REPRO PHOENIX CLUB

EASTHOLME

GARTH ANDERSON

TRAINING AND DEVELOPMENT

MEDICALELECTRONICS

MEDICAL

ILLUSTRATION

OCCUPATIONAL HEALTH

INTERNALAUDIT

MANUAL HANDLING TRAININGROOMS

PHARMACY STORE

SOUTHHOLME

WHEELCHAIRS

MAC NURSES

GRAPHICS

EDUCATION & LIBRARY

GOVERNANCE

WEST ARCH

CLINICAL

PSYCHOLOGY

CHILD &

FAMILY

52 STAFF

54 STAFF

50 Staff

65 STAFF

15 STAFF

5 DISABLEDSTAFF 19

17 STAFF

IT

1

23

45

6

7

9

8

ANNEXE

Scunthorpe General Hospital, Scunthorpe

The Trust holds freehold for the site which has 406 beds a gross floor area of 54,642 m2 and covers a

land area of 10.82 hectares. The site has two access roads from Cliff Gardens and two from Church

Lane. The site has extremely limited parking on site. The Trust owns an adjacent plot of land where

additional off site staff parking is provided, however some of this is a nature reserve and would be

very unlikely to be available for further development.

The site is within a residential area of Scunthorpe and is surrounded by residential properties

therefore is land locked within its current boundaries and has no room for expansion.

SGH Site Plan – Figure 2

General Hospital

Scunthorpe

Belton House

Croxton House

Elsham House

Reservoir

Hall

(covered)

IT DEPT

TRAINING&DEVELOPMENT

BUTERWICKHOUSE

SERVICECENTREQUEENS

BUILDING

WARD 5

CORONATION BLOCK

X-RAY

DERMATOLOGY

OUTPATIENTS

PATHOLOGY

MENTAL HEALTH

WARDS 16/17

LINDSEYSUITE

HOSPITALRADIO

STEPPING STONESWARD 2

ADMINBLOCKA & E

WORKSHOPS

MODULAR

BUILDING

BOILER

HOUSE

Goole and District Hospital, Goole

The Trust holds freehold for the site which has 29 beds a gross floor area of 15,757 m2 and a land

area of 6.07 hectares. The site also has a primary care centre onsite and has significant space for

future expansion should it be required.

The site has a single entrance and a single exit point onto Woodland Avenue.

GDH Site Plan – Figure 3

Staff Residence

The Trust owns staff residential accommodation on the Grimsby site, such property providing

accommodation for members of staff in training as well as trained staff. Accommodation is provided

on site in 7 blocks of flats (60 flats), and 14 semi-detached houses.

At Scunthorpe General Hospital the Trust has purchased staff accommodation back from Riverside

Ltd in January 2015. The total stock equates to 108 units made up of self-contained flats and en-suite

rooms.

On the Goole site, 6 staff houses are provided on site in semi-detached format.

A schedule of residential properties is shown in Appendix 1

Community Premises

The Trust occupies property within the community upon two distinct basis:

1. Where community clinical services or support to such services are located; and

2. Where staff delivering or supporting acute or secondary care services are located.

In relation to point 1 above, the Trust provides Community Services within the North Lincolnshire

locality following transfer of a number of services from NHS North Lincolnshire in April 2011 as part of

the Transforming Community Services programme. Community services such as dental and therapies

are also provided in North east Lincolnshire.

The majority of the existing community estate was inherited as part of the above mentioned

programme and as such the properties occupied for the delivery of services by the Community group

vary in size, condition and location and are numerous. Ownership of community properties, of which

the Trust delivers services from (nearing 120 in number), is mixed, with the Trust occupying space

owned or leased by a number of organisations including: NHS Property Services Ltd, Local

Authorities, General Practitioners (GP’s) and private landlords.

At the time of drafting this Strategy a project is underway to consider the following six questions

pertinent to the Community Estate:

1. From which properties do we deliver services?

2. Are the properties efficient, safe, sustainable, fit for purpose (in line with Estate Code) and are

they providing value for money?

3. Are the properties appropriately strategically positioned and aligned to the Trust Clinical

Services Strategy?

4. Are properties used or able to be utilised flexibly and in the most efficient manner?

5. Are appropriate agreements in place with property owners?

6. Do opportunities exist to rationalise the community estate by surrender or co-location of

services or with other public sector bodies?

A schedule of community properties, the type of occupancy, the Agreement required and their current

ownership is shown in Appendix 2.

In relation to point 2 above, the Trust has interests in a number of properties off the main hospital

sites again under differing ownerships and with a range of Agreements. As part of the ongoing

project the above six questions will be asked in relation to those properties also.

A schedule of “offsite” community properties and their current status is shown in Appendix 3

EVALUATION OF THE EXISTING ESTATE: THE SIX FACET SURVEY

A six Facet Property Appraisal was carried out on various properties at Northern Lincolnshire and

Goole NHS Foundation Trust during November and December 2014. The survey covered the

Condition of the properties, (including the fabric of the buildings, fixtures and fittings and the electrical

and mechanical installations), Statutory Compliance, Space Utilisation, Functional Suitability, Quality

of Environment and Environmental Management.

The results are presented in tabular form on MICAD spreadsheets with total costs and Risk analyses

of the Condition and Statutory costs. The results of these surveys are summarised in the following

tables.

The current size of the estate (end of March 2015) is summarised in Table 3.

Table 3: The current size of the estate

Site Area sq.m (GIA)

Diana Princess of Wales Hospital 87,096.18

Scunthorpe General Hospital 59,049.58

Goole & District Hospital 19,483.05

Total 165,628.81

The area of the Estate has been utilised to allow for an analysis of overall condition ratings of the

various facets as an overall percentage of the Estate area.

Physical Condition

The appraisal was carried out addressing each of the main physical elements pertaining to NHS

building stock listed in ‘Land and Property Appraisal’ (and previously in Estate Code) as indicated in

below. The scope covers all building, M & E elements including infrastructure and external works.

PHYSICAL CONDITION

BUILDING

Structure

External fabric

Roof

Internal fabric

Internal fittings and

fixtures

External works -

grounds and

gardens

Drainage and

sewerage and

water supply

MECHANICAL

Heating system

Steam system

Ventilation system

Piped medical gases

and vacuum pumps

Hot and cold water

systems

Lifts and hoists

Boilers and calorifiers

Fixed plant and

equipment

Fuel storage and

distribution

ELECTRICAL

Electrical system

Telecommunications

Alarms and detection

systems

Fixed plant

Building

management control

system

The average overall condition of each element will be assessed against the categories and definitions

as detailed in Land and Property Appraisal, summarised below:

Overall average building conditions can be summarised as:

The results of the physical condition appraisal are summarised below at site level in Tables 4 to 6.

A As new (less than two years old) and can be expected to perform

adequately to its full normal life.

B Sound, operationally safe and exhibits only minor deterioration.

B (C) Currently as B but will fall below B within five years.

C Operational but major repair or replacement is currently needed to bring

up to condition B.

D Operationally unsound and in imminent danger of breakdown.

X Supplementary rating added to C or D to indicate that a full rebuild,

relocation or replacement is needed (i.e. repairs are impractical or too

expensive to be tenable).

A A facility of excellent quality.

B A facility requiring general maintenance investment only.

C A less than acceptable facility requiring capital investment.

D A very Poor facility requiring significant capital investment or replacement.

Table 4: Diana Princess of Wales Hospital – Physical Condition of the Estate

EstateCode

Category &

Definition NewAcceptable

Condition

Currently

Acceptable

(within 5

years)

Requires

Investment

Unacceptable

Condition

Area sq.m 0 36,601 29,958 5,562 21.64

Percentage of

the estate

(area) in each

category

0% 50.73% 41.53% 7.71% 0.03%

DPoW-Physical Condition

A B B(C) C D

Table 5: Scunthorpe General Hospital – Physical Condition of the Estate

EstateCode

Category &


Condition

Currently

Acceptable

(within 5

years)

Requires

Investment

Unacceptable

Condition

Area sq.m 0 37,703 6,011 10,928 0

Percentage of

the estate

(area) in each

category

0% 68.58% 11.31% 20.11% 0%

SGH-Physical Condition

A B B(C) C D

Table 6: Goole and District Hospital – Physical Condition of the Estate

EstateCode

Category &


Condition

Currently

Acceptable

(within 5

years)

Requires

Investment

Unacceptable

Condition

Area sq.m 0 14,454 2,048 2,048 0

Percentage of

the estate

(area) in each

category

0% 74.19% 12.55% 13.26% 0%

GDH-Physical Condition

A B B(C) C D

The Appraisal shows that there is only a very small percentage of the estate in an unacceptable

condition 0.03% total area at Diana Princess of Wales Hospital site only. The Estate area requiring

investment is fairly low as an overall percentage of sites with Scunthorpe General Hospital site

requiring the most significant investment on an area percentage of 20.11% of total area, with Goole

and District Hospital at 13.26% of total area and Diane Princess of Wales Hospital at only 7.71% of

total area.

Compliance with Fire and Statutory Safety

The Property Appraisal addressed Statutory Requirements; these covered the following:

STATUTORY REQUIREMENTS

FIRE

Compartmentation

Fire doors

Means of escape

Alarm and detection systems

Textiles and furniture

HEALTH & SAFETY

Health and Safety at Work etc. Act and

Workplace (including surface

temperature of heat-emitting devices)

Electrical services

Asbestos

Control of Legionellae

Food Hygiene

COSHH

Disability Discrimination Act

Pressurised systems

Work Equipment

Where any of the above Fire and Health and Safety elements do not achieve condition B, cost

estimates involved in remedying any deficiencies have been identified.

The average overall compliance of each element will be assessed against the categories and

definitions as detailed in Land and Property Appraisal, summarised below:

The results of the statutory appraisals are summarised below at site level in Figures 7 to 11.

Table 7: Diana Princess of Wales Hospital – Compliance with Statutory Safety

Estate Code

Category &

DefinitionFully

Compliant

Compliant

With Minor

Deviations

Non-Compliant

On One Or

More

Standards

Dangerously Non-

Compliant

Area sq.m 0 58,430 10,820 2,885

Percentage of the

estate (area) in each

category

0% 75.40% 19.73% 4.87%

DPoW-Statutory Safety

A B C D

A Complies fully with current mandatory fire safety requirements and

statutory safety legislation.

B Complies with all necessary mandatory fire safety requirements and

statutory safety legislation with minor deviations of a non-serious nature.

B(C) Currently as B but will fail below B within five years as a consequence of

unabated deterioration or knowledge of impending fire safety

requirements or statutory safety legislation.

C Contravention of one or more mandatory fire safety requirements and

statutory safety legislation, which falls short of B.

D Dangerously below condition A and B.

Table 8: Diana Princess of Wales Hospital – Compliance with Fire Safety

Fire Safety

Estate Code

Category &

Definition

A B C D

Fully Compliant Compliant With

Minor Deviations

Non-Compliant

On One Or More

Standards

Dangerously

Non-Compliant

Area sq.m 0 77,356 7,959 2,094

Percentage of

the estate

(area) in each

category

0% 88.50% 9.10% 2.40%

Table 9: Scunthorpe General Hospital – Compliance with Statutory Safety

EstateCode

Category &

Definition

Fully

Compliant

Compliant

With Minor

Deviations

Non-Compliant

On One Or

More

Standards

Dangerously Non-

Compliant

Area sq.m 0 50,653 3,934 54.64

Percentage of the


category

0% 93.25% 6.75% 0%

A B C D

SGH-Statutory Safety

Table 10: Scunthorpe General Hospital – Compliance with Fire Safety

Fire Safety

Estate Code

Category &

Definition

A B C D


Minor Deviations

Non-Compliant

On One Or More

Standards

Dangerously

Non-Compliant

Area sq.m 0 55,014 4,602 135

Percentage of

the estate

(area) in each

category

0% 92.07% 7.70% 0.23%

Table 11: Goole and District Hospital – Compliance with Statutory Safety

EstateCode

Category &

Definition

Fully

Compliant

Compliant

With Minor

Deviations

Non-Compliant

On One Or

More

Standards

Dangerously Non-

Compliant

Area sq.m 0 14,023 1,733 0

Percentage of the


category

0% 92.42% 7.58% 0%

GDH-Statutory Safety

A B C D

Table 12: Goole and District Hospital – Compliance with Fire Safety

Fire Safety

Estate Code

Category &

Definition

A B C D


Minor Deviations

Non-Compliant

On One Or More

Standards

Dangerously

Non-Compliant

Area sq.m 0 16,533 2,950 0

Percentage of

the Estate

(area) in each

category

0% 84.86% 15.14% 0%

The Appraisal shows that there is only a very small percentage of the Estate with identified issues

which are classified as dangerously non-compliant for the Diana Princess of Wales Hospital and

Scunthorpe General Hospital.

Backlog Costs

Backlog Maintenance and Statutory costs are graded as Low, Moderate, Significant and High Risk.

The division of Low, Moderate, Significant and High Risks plus the calculation for Risk Adjusted totals

were carried out as per the NHS Estates guide ‘A Risk-Based Methodology for Establishing and

Managing Backlog’. The Risk Adjusted totals take into account the perceived ‘Risk’ of the defect in

terms of ‘Likelihood’ and ‘Severity’, the estimated cost for rectification and, in the case of Low or

Moderate Risks, the estimated remaining life of the building. For Low and Moderate Risks the

projected costs are divided by the estimated life expectancy of the building as prescribed in the

Guide.

The Risk adjusted backlog formula is based on the premise that the eradication of safety-critical

backlog will have greater impact on the Risk Adjusted figure than non-critical backlog (and hence will

focus attention on reducing ’High’ and ‘Significant’ risk sub-elements). Similarly, the higher the

remaining life of each building/block the longer the period in which the lower risk sub-elements can be

addressed and therefore the lower the risk adjusted backlog figure.

The backlog and risk adjusted backlog are summarised below at site level in Table 13 to 16.

Table 13: Diana Princess of Wales Hospital – Backlog Costs

Low Moderate Significant High Total

Risk Risk Risk Risk £

Physical £ 512,497 8,968,703 7,174,962 8,968,703 25,624,866 16,617,726

Condition% of

Total2% 35% 28.00% 35% 100% 65%

£ 109,563 913,025 547,815 2,081,969 3,652,372 2,606,855

% of

Total3% 25% 15% 57% 100% 71%

£ 622,060 9,881,728 7,722,777 11,050,673 29,277,238 19,298,639

% of

Total2.12% 33.75% 26.38% 37.74% 100% 66%

Facet

Backlog Costs

Total Risk

Adjusted £

Compliance with Fire /

Statutory

Total

Table 14: Scunthorpe General Hospital – Backlog Costs



Physical £ 432,103 7,561,804 6,049,443 7,561,804 21,605,155 14,010,943

Condition % of Total 2% 35% 28% 35% 100% 65%

£ 90,955 757,957 418,535 1,728,142 2,995,589 2,189,123

% of Total 3% 25% 14% 58% 100% 73%

£ 523,058 8,319,761 6,467,979 9,289,946 24,600,744 16,200,066

% of Total 2.13% 33.82% 26.29% 37.76% 100% 66%

Backlog Costs

Total Risk Adjusted

£

Compliance with Fire / Statutory

Total

Facet

Table 15: Goole and District Hospital – Backlog Costs



Physical £ 96,446.88 1,687,820 1,350,256 1,687,820 4,822,344 3,127,290

Condition % of Total 2% 35% 28% 35% 100% 65%

£ 25,863.51 215,529 129,318 491,407 862,117 632,794

% of Total 3% 25% 15% 57% 100% 73%

£ 122,310.39 1,903,350 1,479,574 2,179,227 5,684,461 3,760,084

% of Total 2.15% 33.48% 26.03% 38.34% 100% 66%Total

Compliance with Fire / Statutory

Facet

Backlog Costs

Total Risk Adjusted

£

Table 16: Community Properties – Backlog Costs


Physical Condition £ 60,166.50 892,469.75 50,138.75 0.00 1,002,775 97,770.56

% of Total 6% 89% 5% 0% 100% 10%

Compliance with Fire/ Statutory £ 0.00 16,843.50 71,806.50 0.00 88,650 72,648.68

% of Total 0% 19% 81% 0% 100% 82%

Total £ 60,166.50 909,313.25 121,945.25 0.00 1,091,425 170,419.24

% of Total 6% 83.31% 11.17% 0.00% 100% 15.61%

Backlog Costs

Low Moderate Significant High TotalTotal Risk Adjusted £

Facet

The total backlog cost for all the surveyed Estate is £60,451,061 the appraisal identifies significant

high risk backlog costs which results in a relatively high risk adjusted backlog cost of £16,791,527.

Significant high risk items have been identified at all sites with a high risk percentage based on block

areas of 37.74% of the site for Diana Princess of Wales Hospital site, 37.76% for the Scunthorpe

General Hospital site and 38.34% for the Goole and District Hospital site,

Environmental Management

Elements for conducting an appraisal of Environmental Management were reported at site level:

i) A general overview of the site was gained from an analysis of the relevant Performance

Indicator data (i.e. energy usage per unit volume - GJ/100 cubic metres).

ii) The energy performance was compared with published performance bands to determine the

category A. B. C. D.

iii) Water consumption, Waste management and Transport management practice and

performance was reviewed in terms of Best Practice, Good Practice or Poor Practice; any

improvements in environmental management will be considered at site level as appropriate.

iv) Water, Waste and Transport will be categorised as A, B, C and D.

The environmental management facet results are summarised below at site level in Tables 17 to

19.

Table 17: Diana Princess of Wales Hospital – Environmental Management

ENVIRONMENTAL MANAGEMENT

PROCUREMENT

ENERGY

PERFORMANCE

WATER

CONSUMPTION

WASTE

MANAGEMENT

TRANSPORT

MANAGEMENT


Estate Code

Category &

Definition

A B C D

Excellent

Performance

Acceptable

Performance

Improvement

Needed

Poor

Performance

Area sq.m 0 38,848 48,561 0

Percentage of

the Estate

(area) in each

category

0% 44.44% 55.56% 0%

Table 18: Scunthorpe General Hospital – Environmental Management


Estate Code

Category &

Definition

A B C D

Excellent

Performance

Acceptable

Performance

Improvement

Needed

Poor

Performance

Area sq.m 6,639 46,473 6,639 0

Percentage of

the Estate

(area) in each

category

11.11% 77.78% 11.11% 0%

Table 19: Goole and District Hospital – Environmental Management


Estate Code

Category &

Definition

A B C D

Excellent

Performance

Acceptable

Performance

Improvement

Needed

Poor

Performance

Area sq.m 4,329 12,989 2,165 0

Percentage of

the Estate

(area) in each

category

22.22% 66.67% 11.11% 0%

The appraisal has identified improvements needed for environmental management at all the surveyed

sites.

Functional Suitability

An assessment of Functional Suitability was carried out for each floor. The following factors were

considered.

The Functional Suitability facet results are summarised below at site level in Table 20 to 22.

Table 20: Diana Princess of Wales Hospital – Functional Suitability


Estate Code

Category &

Definition

A B C D

Very Satisfactory

No Change

Needed

Satisfactory

Minor Change

Needed

Not Satisfactory

Major Change

Needed

Unacceptable In

Present

Condition

Area sq.m 0 71,314 16,095 0

Percentage of

the Estate

(area) in each

category

0% 81.59% 18.41% 0%

FUNCTIONAL SUITABILITY

INTERNAL SPACE

RELATIONSHIPS

Critical dimensions

are suitable for the

function

Observation of

dependent patients

by staff

Separate sex bed /

cubicle areas and

toilet facilities

Security is

maintained for both

staff and patients

SUPPORT FACILITIES

Adequate toilets and

bathrooms for the number

of users

Adequate storage space

Adequate seating and

waiting space

Provision has been made

for disabled people

LOCATION

Distance to key linked

facilities not excessive

Relationship to car

parking areas is clear

and reasonably close

Access to public

transport links is good

Access via vertical or

horizontal

communication (lifts,

stairs) is good

Table 21: Scunthorpe General Hospital – Functional Suitability


Estate Code

Category &

Definition

A B C D

Very Satisfactory

No Change

Needed

Satisfactory

Minor Change

Needed

Not Satisfactory

Major Change

Needed

Unacceptable In

Present

Condition

Area sq.m 0 54,082 5,669 0

Percentage of

the Estate

(area) in each

category

0% 90.51% 9.49% 0%

Table 22: Goole and District Hospital – Functional Suitability


Estate Code

Category &

Definition

A B C D

Very Satisfactory

No Change

Needed

Satisfactory

Minor Change

Needed

Not Satisfactory

Major Change

Needed

Unacceptable In

Present

Condition

Area sq.m 0 19,141 342 0

Percentage of

the Estate

(area) in each

category

0% 98.24% 1.76% 0%

The appraisal identified large areas of the Estate at all surveyed sites which required minor changes

to improve functional suitability, only a small percentage of areas at all the surveyed sites required

major changes with the most significant being 18.41% of the total site area for Diana Princess of

Wales Hospital site.

Space Utilisation

The objective of the space utilisation survey was to assess how well the available space is being used

in order to satisfy the reasonable demands of the present function and planned requirements. The

identification of under-used space and spare capacity may enable substantial revenue savings to be

made which can then be reinvested to enhance or extend the service.

i) Space utilisation will be assessed under (a) Current Use and (b) Use Over Time for each floor and

be scored A, B, C or D.

The Space Utilisation facet results are summarised below at site level in Tables 23 to 25.

Table 23: Diana Princess of Wales Hospital – Space Utilisation

Space Utilisation

Estate Code

Category &

Definition

E U F O

Empty / Not Used Under Utilised Fully Utilised Overcrowded

Area sq.m 7,238 835 64,304 15,032

Percentage of

the Estate

(area) in each

category

8.28% 0.96% 73.57% 17.20%

Table 24: Scunthorpe General Hospital – Space Utilisation

Space Utilisation

Estate Code

Category &

Definition

E U F O


Area sq.m 1,171 1,953 52,331 4,296

Percentage of

the Estate

(area) in each

category

1.96% 3.27% 87.58% 7.19%

SPACE UTILISATION

CURRENT USE

Empty (E)

Underused (U)

Fully Utilised (F)

Overcrowded (O)

USE OVER TIME

Empty for the majority of time (E)

Underused for long periods (U)

Fully used most of the time (F)

Overcrowded for more than half of the time (O)

Table 25: Goole and District Hospital – Space Utilisation

Space Utilisation

Estate Code

Category &

Definition

E U F O


Area sq.m 2,165 5,628 11,690 0

Percentage of

the Estate

(area) in each

category

11.11% 28.89% 60.00% 0%

The appraisal identified areas which were underutilised at all the surveyed sites areas which were

over-utilised were also identified at the Diana Princess of Wales Hospital and Scunthorpe General

Hospital sites with 17.20% and 7.19% of the total site area classified as overcrowded for these sites

respectively.

Quality

The Quality Facet comprised a detailed assessment of each of the buildings covering the 28 sub-

elements under amenity, comfort engineering and design at each floor.

QUALITY

AMENITY (FUNCTION)

Attractive main

entrance / reception

area / department

Privacy and dignity

issues are

addressed

Confidential

conversations can

be held

satisfactorily

Toilet facilities are

well provided

Appropriate storage

provision has been

COMFORT ENGINEERING

Artificial lighting

enhances overall

design

Comfort conditions are

achieved in heating

Comfort conditions are

achieved in ventilation

Acoustic privacy is

achieved

Noise levels are

acceptable

Persistent odours are

absent

DESIGN

Colour is creatively

and therapeutically

used for definition

and variety

Landscaping is

attractive

Planting is optimised

for all seasons

Natural daylight is

used to optimum

effect

Appropriate finishes

are used for floors,

The Quality facet results are summarised below at site level in Table 26 to 28.

Table 26: Diana Princess of Wales Hospital – Quality of the Estate

Quality

Estate Code

Category &

Definition

A B C D

Excellent Quality Acceptable

Less Than

Acceptable

Major Investment

Needed

A Very Poor

Quality

Environment

Area sq.m 0 81,127 6,282 0

Percentage of

the Estate

(area) in each

category

0% 92.81% 7.19% 0%

made

Disabled users are

catered for

Appropriate

facilities are

provided for

children

Seating and waiting

areas are sufficient

Appropriate safety

and security

measures are in

place

Wayfinding is

visible, legible and

consistent

Adequate car

parking facilities

Accessible by

public and private

transport

ceilings and walls

Furniture co-

ordinates well with

overall design

Art and craft work is

integrated into

overall design

Interior is reassuring

and non-clinical

where appropriate

Wherever possible

patients and staff

have pleasing views

from both inside and

outside the building

First impressions of

entrance / reception

areas are welcoming

Table 27: Scunthorpe General Hospital – Quality of the Estate

Quality

Estate Code

Category &

Definition

A B C D


Less Than

Acceptable

Major Investment

Needed

A Very Poor

Quality

Environment

Area sq.m 0 53,374 6,377 0

Percentage of

the Estate

(area) in each

category

0% 89.33% 10.67% 0%

Table 28: Goole and District Hospital – Quality of the Estate

Quality

Estate Code

Category &

Definition

A B C D


Less Than

Acceptable

Major Investment

Needed

A Very Poor

Quality

Environment

Area sq.m 0 18,312 1,171 0

Percentage of

the Estate

(area) in each

category

0% 93.99% 6.01% 0%

The appraisal identified no significantly poor quality environments, all sites had some areas which

were recommended for improvements to the quality of the environment.

5. WHERE DO WE WANT TO BE

Clearly, the Trust will need to address the current poor condition and performance of the estate and

move towards the provision of safe, secure, high-quality healthcare buildings appropriate for the

delivery of modern healthcare services. However, the Estate Strategy and any proposed investment

in the estate must be “service led” with the patient at the centre of any proposed changes. It is widely

recognised that the specialist nature of healthcare services necessitates that buildings must be

planned on the basis of “form must follow function” if they are to achieve this aim.

Changes are taking place both within the local health economy and across the country to ensure that

the NHS is in the best possible shape to meet future health needs and improve people’s health and

well-being. A number of key documents set out the future strategic direction and vision for the Trust

and its commissioners and have been influential in shaping this Estate Strategy:

• The Trust’s Operational Plan

• Integrated Business Plans for each of the Directorates and Groups.

The changes to healthcare services described within these documents are part of a wider programme

of change across the country driven by:

• Changes in people’s health needs;

• Increasing public expectation in terms of access to a comprehensive range of high quality,

efficient and effective healthcare services and choice on how they use services;

• Advances in medical and nursing practice that enable patients to be treated in new and

different ways;

• Developments in medical, communications and information technology that make care closer

to home a plausible reality

• National initiatives aimed at making the NHS more effective and efficient - The NHS Plan and

the NHS Improvement Plan; “Our NHS, Our Future – Next Stage Review”; NHS Operating

Framework.

In response to these drivers for change, the Trust Board has set the following strategic aims;

Focusing on the needs of people who use our services:

• Organisational aims:

• Achieve a savings total of £12 to £15m per year in 2015/16 and 2016/17, and £6m to

£10m in following years.

For people that use our services and their careers, this means that we will strive to achieve

excellence in all we do, to achieve the best possible outcomes through the delivery of high quality,

consistent services, with personalised and accessible care. Clearly, in response to these aims we

need to develop innovative and forward looking solutions that will achieve a productive estate and

aims to:

• Improve access and service user experience;

• Provide in-patient accommodation that is clinically suitable, effective and meeting or

exceeding relevant minimum standards;

• Minimise risk and promote safety for people who use our services, our staff and visitors;

• Disinvest from assets with high operating costs, backlog maintenance requirements, or short

remaining life where these do not meet future service requirements;

• Seek optimum solutions through co-location, integration and shared resources across

service streams;

• Improve estates asset performance on all key performance indicators;

• Release capital from the disposal of assets that are no longer required for current and future

services;

• Develop supporting infrastructure for optimum operational effectiveness;

• Develop / procure flexible accommodation for locality based services;

• Integrate services with other health / social care facilities wherever possible;

• Ensure affordable investment plans, based on activity models, as part of the Service Line

model;

• Develop inherent flexibility in our owned and leased properties, to enhance our

responsiveness to market changes or activity adjustments, for both positive and negative

variations.

Against the background described above, the Trust is undertaking work in the following key areas:

• Healthy Lives Healthy Futures Programme

• Developing an active marketing and communication strategy to expand a range of services

to increase market share.

Targets for change:

The estate strategy will target improvement in the estate as follows:

• Improvements in the quality of the operational estate over time (which can be measured

through reductions in backlog maintenance costs/risks;

• Improvements in statutory compliance and reduction in risk (which can be measured

through reductions in non-compliance with statutory legislation and incident rates);

• Improvements in energy performance, utilising the Energy performance Contract with

British Gas (in line with mandatory targets for NHS organisations in England) compliant with

BREEAM Healthcare in carbon emission, water consumption, waste and transport

management;

• Reductions in the revenue cost of the operational estate over time (which can be

measured by mapping trends in overall maintenance costs, utilities costs and the Trust’s

income-to-asset value ratio);

• Improvements in the use of the estate over time, that is, eliminating under-used and

surplus assets (which can be measured by comparing building floor area with total site area

and by income-to-asset value ratio);

The Trust’s vision and ambitious agenda for change over the next decade simply cannot be achieved

without significant change and investment in its estate.

Model of Service Delivery:

• Collaboration is now central to the way in which the Trust manages and delivers across all

its service lines. Rigid boundaries between the Trust, Local Authority organisations, voluntary,

and community agencies are becoming more permeable as the people who use services

require more innovative ways of developing and delivering services. The most familiar form of

collaborative arrangement that the Trust uses is that of partnership. The Trust has established

partnerships of various forms with those with whom it has a shared commitment to improve

the mental health and well-being of particular groups and communities;

• The Trust is committed to working in this way to benefit all those who need and use the

Trust’s services and has established methods to achieve this, from the formal arrangements of

integration between Local Authority and Trust partners;

Therefore, the Trust will continue the emphasis on working collaboratively and in partnership with a

wide range of public bodies, voluntary organisations and the independent sector. This should enable

properties to be selected on the basis of strategic fit and need rather than ownership or tenancy.

Again, the aim being to ensure that the identification of spokes is service led with the patient at the

centre of decision making.

6. HOW DO WE GET THERE

This final section will seek to set a series of inter-linking and cross cutting projects intended to move

forward the reduction in estates, backlog and costs whilst continually addressing the future needs of

the Trust services.

Strategic Planning

The Trust has limited capital to invest in its estate and services so the aim of this strategy is to ensure

investment decisions are taken in a context that will achieve the Trust’s goals and commissioners’

intentions going forward and which mitigate risk. The Trust’s Strategy & Planning group set up to

consider and make recommendations around the services the Trust should invest and divest itself

along with recognising new business opportunities. The output from this forum has been used to

make some planning assumptions that have been used to formulate this strategy.

Areas for possible development have been identified via the strategic planning process; the Estates

Rationalisation project has identified areas for development and contraction. Key backlog

maintenance issues have also been identified within the outline plan.

DPoW

Areas for review

Figure 4 – DPOW Southside Figure 5 – DPOW Northside

Projects Proposed:

• Disposal of surplus land to the Southside of Diana, Princess of Wales Hospital, figure 4;

• Demolition and reconfiguration of the land to the Northside of Diana Princess of Wales

Hospital, figure 5;

• Construction of new staff accommodation to support staff recruitment and retention;

• Re-configure, upgrade and improve the existing on-site catering facilities, to both improve

the overall dining experience for patients, staff and visitors and the overall profile and

attractiveness of the site;

• Conclusion of the reconfiguration of the remaining hospital wards on ‘C’ Floor including the

Coronary Care Unit;

• Continued upgrade of hot water service pipework on A, B and C floors;

• Centralisation of Pharmacy Aseptic Facilities;

• Upgrade of theatres 5 and 6, including the creation of two lay-up rooms and an additional

laminar flow in theatre 3.

• Creation of an Ophthalmic Suite

• Development of an additional MRI and CT

• Development of an Assisted Living Centre (ALC) Completed 2015

• New Cardiology Day Case Unit to be sited in the old OPD area; Completed 2015

• Create a Home from Home facility on ward A1 through a joint venture with NAVIGO;

Completed 2015

The above represents a summary of the larger schemes and is not listed in any specific order of

priority.

As previously identified the Trust has areas of its estate that are underutilised. The Grimsby site is by

far the biggest site and lends itself to being reduced. The agreed strategy to reconfigure the

Northside of the site has been a stated intention for a number of years.

SGH

Areas for review

Figure 6

General Hospital

Scunthorpe

Belton House

Croxton House

Elsham House

Reservoir

Hall

(covered)

IT DEPT

TRAINING&DEVELOPMENT

BUTERWICKHOUSE

SERVICECENTREQUEENS

BUILDING

WARD 5

CORONATION BLOCK

X-RAY

DERMATOLOGY

OUTPATIENTS

PATHOLOGY

MENTAL HEALTH

WARDS 16/17

LINDSEYSUITE

HOSPITALRADIO

STEPPING STONESWARD 2

ADMINBLOCKA & E

WORKSHOPS

MODULAR

BUILDING

BOILER

HOUSE

DEMOLITION

REFURBISHMENT

Projects Proposed:

• Relocation of existing Endoscopy Services into vacant Carer Unit;

• Reconfiguration of theatres • Reconfiguration of the Critical Care Unit (CCU) • Relocate Belton House • Implement Scunthorpe Accommodation Strategy • Optimise use of clinical space;

• Re-purpose Coronation block; • Relocate remaining services in Coronation block to fully empty block;

• Demolish Belton and Croxton House.

• Development of an additional MRI and CT

The above represents a summary of the larger schemes and is not listed in any specific order of

priority.

Goole

Areas for review

Figure 7

• Redevelopment of Goole site to accommodate output of work on the Goole Health Campus Project;

• Review site usage against commissioning intentions; • Expand Community base

Along with the new developments there is a need to reduce the overall size of the estate so the

following additional Facilities lead projects have also been developed.

Backlog Maintenance

Investment is a necessity in order to reduce the backlog maintenance and to maintain control of the

sites’ services, which are rapidly reaching the end of their useful life. The Trust is currently planning

for a recurrent £1.5 million capital backlog investment which is below the minimum required to

maintain the current estate, however with the estate reductions planned within this strategy this will

reduce the current backlog level and with careful risk assessment of remaining backlog items it should

be possible to maintain the current backlog levels. Key backlog projects areas currently planned are

shown in table 12.

Table 29 - Backlog Key Themes

Backlog Item 2015/16

£’000

Water Infrastructure 130

Fire Compliance 120

Electrical Infrastructure 96

H&S Equality Act Compliance 90

Lifts 300

Engineering Plant Replacement 564

Replacement of Coal Fired Boilers 0

Upgrade of the Steam Plant 0

Theatre Upgrades 550

Sustainability

Any new developments both within the main hospital estate or community must look to ensure both

energy sustainability and local sustainability is taken into account. The Trust has a Carbon

Management Plan that details energy schemes as well as waste schemes to reduce the cost on the

impact on Trust finances.

An extensive project is currently underway to improve the energy efficiency of the Trust’s buildings,

this Energy Performance Contract is expected to offer to reduce energy expenditure by 13% and

reduce £3.4m of backlog maintenance.

The Trust also is currently revising its Travel Plan that will support the Trust in ensuring that its staff,

visitors and patients are able to access its services with as little problem as possible.

Estates Reduction

The plans and projects identified earlier will deliver reduction in the use of specific areas of the Trust’s

estate, leaving these to be disposed of or demolished which will reduce estate costs. The specific

reductions identified currently are:

1. Vacate the Northside and disposal of surplus land at DPoW;

2. Vacate and demolish Belton, Elsham and Croxton House at SGH;

3. Develop vacant space at Goole to improve utilisation

Residential Properties

The Trust owns residential accommodation at SGH consisting of 11 blocks of single bed student

accommodation and one bed flats; there are also a small number of accommodation which is used for

on call purposes only whilst at the Goole site the Trust owns 6 semi-detached houses within the

curtilage of the site.

At DPoW site the Trust owns 7 residential blocks consisting of student one bed rooms and single

bedroom flats, there are also five semi-detached houses on the DPoW site; the four semi-detached

houses at Juniper Way are within the land sale boundary and as such will be no longer Trust housing

stock once the land sale is complete.

Community Properties

On completion of the project alluded to above with regard to Community properties, comprehensive

and validated detail will be available to inform strategic decision making to ensure that the Trust

delivers services from flexible properties commensurate in condition and strategic location to the

needs of the community.

Post “Transforming Community Services” several leased community properties have now come under

the remit of this Estates Strategy (Appendix 1). When added to the existing Trust community estate

(Appendix 3), this provides scope to rationalise the usage, reduce costs and improve the environment

for these services.

North East Lincolnshire also has a large portfolio of community estate which is underutilised. Work is

ongoing with commissioners to identify suitable services within the Trust’s hospital site that could

potentially make the move into community freeing up Trust estate for disposal and increase utilisation

of newer, more functional, efficient and sustainable community estates.

Financial Planning

The Estates Strategy has listed various projects and rationalisation schemes that will require financial

investment in order to undertake the work listed is a brief financial assessment of investment required.

Estimates have been provided where costs are not fully understood, colours indicate years in which

projects plan to be undertaken.

Table 30 – Financial Investment

Element 2015/16

2016/17 2017/18 2018/19 2019/20

Major Schemes 5.5 5.4 5.0 4.0 4.0

Backlog Maintenance 1.7 2.0 2.0 2.0 2.0

Accommodation 1.1 15.6 0.3 0.3 0.0

Energy 5.0 0.2 1.5 0.0 0.0

Total 13.4 23.3 8.8 6.3 6.0

7. CONCLUSION The Trust faces changes to its services at an unprecedented level and unless the estate can be reduced or reconfigured the Trust will be unable to meet these new demands. The strategy explained in this document is one that has been arrived at in conjunction with the Trust’s Strategic Plan. The Estate is overall in poor condition with and total risk adjusted backlog of £16,791,527. The majority of areas will require lifecycle replacements to some items with a total impending backlog (years 1-5) of £26,662,394 for the whole Estate. There are Statutory items that require immediate remedial action in the majority of blocks with a total cost of £3,660,360 for the whole Estate.

As part of this Strategy, statutory compliance items will be carried out first, followed by high risk backlog items under physical condition, followed by significant then moderate and low risk items. The Trust will also address the significant issues identified under Function, Quality, Space and Environmental as discussed below during any Capital works to address backlog issues and as part of the wider Health Estate review. A significant item identified is a £12,947,439 cost for functional suitability for the whole Estate. This is primarily due to changes in service provision, changes in work practices and expansions in teams within buildings that are simply too small for function or were constructed and designed for another function which does not provide a suitable layout and space for services. Older estate is often difficult to reconfigure to provide correct layouts and facilities suitable for today’s work methods and services and costs have been allowed to reflect this. Space provision is also an issue to some areas with total remedial costs at £722,700 at the Scunthorpe General Hospital site only. Quality of the environment to many blocks is an issue with a cost of £189,246 identified for the whole Estate with recommendations including improvements to general appearance and comfort engineering being common issues. A cost of £35,000 has been identified for environmental management this includes site wide improvements to management of issues including energy, water, transport and waste. Total costs for the entire surveyed Estate for all 6 facets are £73,251,201 for a 5 year programme. 8. APPENDICES

Appendix 1 – Residential Properties

Details of On- Site NLAG Accommodation

Properties Net Book Value as at 31/12/2011 £k

Freehold / Leasehold Leasehold Expiry Date Future Plans

138 Scartho Road 51,164 Freehold - Retain - office accommodation

140 Scartho Road 150,000 Freehold - Retain - on call accommodation

142 Scartho Road 120,00 Freehold - Retain

144 Scartho Road 105,400 Leasehold 13 May 2024 Retain

Croxton Freehold - Demolish

Alkbourough Freehold - Retain - Refurbish

Edward Jenner Freehold - Retain - Refurbish Saxby Freehold - Retain - Refurbish Keelby Freehold - Retain - Refurbish Elsham Freehold - Demolish

Appendix 2 – Community Estate (Community & Therapies)

Premises Status - Exclusive or Sessional

Type of Occupancy Agreement Required to Formalise

Owner Detail

1 Prince Albert Gardens, Grimsby, DN31 3AG Exclusive Lease

7KS South Park Enterprise College, 45a Newdown Road, Scunthorpe, DN17 2TX

Sessional Licence

Allerton Primary School, Allerton Drive, Immingham, DN40 2HP

Sessional Licence Local Authority

Ashby Clinic, Collum Lane, Scunthorpe, DN16 2SZ Sessional Licence NHS Property Services Ltd.

Ashby Clinic, Collum Lane, Scunthorpe, DN16 2SZ Exclusive Lease NHS Property Services Ltd.

Axholme Academy, Wharf Road, Crowle, DN17 4HU Sessional Licence Axholme Academy

Barnard Court, Old Courts Road, Brigg, DN20 8LA Sessional Licence Rotherham, Doncaster and South Humber NHS FT

Barnard Court, Old Courts Road, Brigg, DN20 8LA Exclusive Lease Rotherham, Doncaster and South Humber NHS FT

Barnetby Medical Centre, Victoria Road, Barnetby, DN38 6HZ

Sessional Licence GP

Barton Children’s Centre, Castledyke West, Barton, DN18 5AP


Baysgarth School, Barrow Road, Barton, DN18 6AE Sessional Licence Local Authority

Birkwood Medical Centre, Westward Ho, Grimsby, DN34 5BH


Bottesford Civic Hall, Bramley Crescent, Bottesford, DN16 3SN


Brigg Children’s Centre, Grammar School Road, Brigg, DN20 8AS


Broughton Surgery, 27 Brooklands Avenue, Broughton, DN20 0DY


Bursar Primary School, Bursar Street, Cleethorpes, DN35 8DS


Cambridge Park Academy, Cambridge Road, Grimsby, DN34 5EB


Canon Peter Hall School, Pelham Road, Immingham, DN40 1JS


Churchview Medical Centre, Cartergate, Grimsby, DN31 1QZ


Cleethorpes Primary Care Centre, St Hughs Avenue, Cleethorpes, DN35 8EB

Exclusive Lease NHS Property Services Ltd.

Congregational Church Hall, Ferry Road West, Scunthorpe, DN15 8QE

Sessional Licence The Congregational Church

Cromwell Primary Care Centre, Cromwell Road, Grimsby, DN31 2BH



Sessional Licence NHS Property Services Ltd.

Crowle Children’s Centre, Manor Road, Crowle, DN17 4ET


Crowle Community Hub, Chancery Lane, Crowle, DN17 4HN

Exclusive Lease Local Authority

Edward Heneage Academy, Edward Street, Grimsby, DN32 9HL

Sessional Licence David Ross Education Trust

Epworth Children’s Centre, Birchfield Road, Epworth, DN9 1DL


Epworth Leisure Centre, Burnham Road, Epworth, North Lincolnshire, DN9 1BZ


Frederick Gough School, Grange Lane South, Scunthorpe, DN16 3NG


Freshney Green Primary Care Centre, Sorrel Road, Grimsby, DN34 4GB


Frodingham Children’s Centre, Rowland Road, Scunthorpe, DN16 1ST


Grimsby Leisure Centre, Cromwell Road, Grimsby, DN31 2BH


Haldenby House, Doncaster Road, Scunthorpe, DN15 7DQ


Henderson Avenue Children’s Centre, Henderson Avenue, Scunthorpe, DN15 7RW


Henderson Avenue Children’s Centre, Henderson Avenue, Scunthorpe, DN15 7RW


Hibaldstow Medical Practice, 11 Church Street, Hibaldstow, DN20 8ED


Hope Street Clinic, Hope Street, Grimsby, DN32 7QL Exclusive Lease NHS Property Services Ltd.

Hope Street Clinic, Hope Street, Grimsby, DN32 7QL Sessional Licence NHS Property Services Ltd.

Humberston Park School, St Thomas Close, Grimsby, DN36 4HS


Huntcliff School, Redbourne Mere, Kirton Lindsey, DN21 4NN


Immingham Children’s Centre, Margaret Street, Immingham, DN40 1LD


Ironstone Centre, West Street, Scunthorpe, DN15 6EG Exclusive Lease NHS Property Services Ltd.

Keadby Children’s Centre, Station Road, Keadby, DN17 3BN


Kirton Children’s Centre, Cornwall Street, Kirton Lindsey, DN21 4PQ


Kirton Lindsey Surgery, Traingate, Kirton Lindsey, DN21 4PQ



Exclusive Lease GP



Lindsey Lodge Hospice, Burringham Road, Scunthorpe, DN17 2AA

Exclusive Lease Lindsey Lodge Hospice

Littlecoates Academy, Harlow Street, Grimsby, DN31 2QX


Manor Farm Children’s Centre, Priory Lane, Scunthorpe, DN17 1HE


Melior School, Chandos Road, Scunthorpe, DN17 1HA Sessional Licence Local Authority

Messingham Family Health Centre, 33 Wendover Road, Scunthorpe, DN17 3SN


Open Door, Albion Street, Grimsby, DN32 7DL Sessional Licence The Big Life

Outwood Brumby School, Cemetery Road, Scunthorpe, DN16 1NT


Outwood Foxhills School, 2 Foxhills Road, Scunthorpe, DN15 8LJ


Parkwood Children’s Centre, Plymouth Road, Scunthorpe, DN17 1SS


Pilgrim Primary Care Centre, Pelham Road,Immingham,DN40 1JW


Providence House, Holydyke, Barton, DN18 5PR Exclusive Lease Local Authority

Queensway Children’s Centre, Binbrook Way, Grimsby, DN37 9AT


Resource Centre, Queen Street, Grimsby, DN31 1QG Exclusive Lease Local Authority

Reynolds Academy, Machray Place, Cleethorpes, DN35 7LJ


Riverside Surgery, Barnard Avenue, Brigg, DN20 8AS Sessional Licence GP

Scartho Medical Centre, Springfield Road, Grimsby, DN33 3JF

Exclusive Lease GP



Scawby House, Health Place, Wrawby Road, Brigg, DN20 8GS


Side By Side Children’s Centre, Enderby Road, Scunthorpe, DN17 2JL


South Axholme Medical Practice, Pinfold Surgery, Station Road, Owston Ferry, DN9 1AW


South Axholme School, Burnham Road, Epworth, DN9 1BY


St Bedes School, Collum Avenue, Scunthorpe, DN15 7DF


St Hughs School, Bushfield Road, Scunthorpe, DN16 1NB


St Lawrences School, Doncaster Road, Scunthorpe, DN15 7DF


St Lukes Primary School, Grange Lane North, Scunthorpe, DN16 1BN


St Nicholas House, Shelford Street, Scunthorpe, DN15 6NU

Exclusive Lease Rotherham, Doncaster and South Humber NHS FT

St Nicholas Primary School, Church Lane, Ulceby, DN39 6TB


Stirling Medical Centre, Stirling Street,Grimsby,DN31 3AE


The Beacon, Solomon Court, Cleethorpes, DN35 9HL Exclusive Lease Care Plus Group

The Marshes Medical Practice, Butt Lane, Snaith, DN14 9DY


Scunthorpe PODS, Ashby Road, Scunthorpe, North Lincolnshire, DN16 1AA


The Vale of Ancholme Academy, Grammar School Road, Brigg, DN20 8BA

Sessional Licence School Partnership Trust

The Willows Care Home, Willow Drive, Barton, DN18 5HR


Trent View Medical Practice, Chancery Lane, Crowle, DN17 HN


Unit 4 Cupola Way, Scunthorpe, DN15 9YJ Exclusive Lease Local Authority

Viking Resource Centre,6-8 Fairfield Drive, Barton, DN18 6ER


Weelsby View Health Centre, Ladysmith Road, Grimsby, North East Lincolnshire, DN32 9SW


West Common Lane Medical Centre, Dorchester Road,Scunthorpe,DN17 1YH


West Street Children’s Centre, West Street, Scunthorpe, DN15 6HS


West Town Surgery, 80 High Street, Barton, DN18 5PU Sessional Licence GP

Winterton Children’s Centre, West Street, Winterton, DN15 9QG


Winterton Medical Practice, Manlake Avenue, Winterton, DN15 9TA


Winterton School, Newport Drive, Winterton, DN15 9QD


Appendix 3 – Trust Occupied Areas not on the Main Site (Central Operations / Diagnostics / Medicine / S&CC / W&C)

Property & Address Status – Exclusive or Sessional

Type of Occupancy Agreement Required to Formalise

Owner Detail

Alford Group, Alford Village, Lincolnshire Sessional Licence GP

Ashby Midwifery Centre, Ashby, Scunthorpe Exclusive Lease Private Landlord

Barnard Court, Old Courts Road, Brigg, DN20 8LA Exclusive Lease Rotherham, Doncaster and South Humber NHS FT

Barton Leisure Centre, Brigg Rd, Baysgarth Park, Barton-upon-Humber, South Humberside, DN18 5DT


Barton Midwifery Centre, Barton Exclusive N/A NLaG NHS FT

Beacon Medical, Cleethorpes Primary Care Centre, St Hughes Avenue, Cleethorpes, North East Lincolnshire, DN35 8EB


Binbrook GP Practice, Binbrook Sessional Licence GP

Boston Pilgrim Hospital, Sibsey Road, Boston, Lincolnshire, PE21 9QS

Sessional Licence United Lincoln Hospitals NHS Trust

Brigg Leisure Centre, Scawby Road, Brigg, North Lincolnshire, DN20 9JH


Broadway, Grimsby Sessional Licence Local Authority

Caistor GP Practice, Caistor Sessional Licence GP

Central Surgery - King Street, Barton Upon Humber, North Lincolnshire, DN18 5ER


Central, Edward Street, Grimsby Sessional Licence GP

Centre 4 (Support Group), Wootton Road, Nunsthorpe, Grimsby, DN33 1HE

Sessional Licence 2nd Avenue Resource Centre

Child Development Centre, Shelford Street, Scunthorpe Sessional Licence Rotherham, Doncaster and South Humber NHS FT

County Hospital Louth High Holme Road, Louth, Lincolnshire LN11 0EU




Crowle Children’s’ Centre, Manor Road, Crowle, DN17 Exclusive Lease Local Authority

4ET

East Marsh Children’s' Centre, 203 Victor Street, Grimsby, DN32 7QB


Epworth Clinic, Morland Way, Epworth, DN9 1HT Sessional N/A NLaG NHS FT

Epworth Leisure Centre, Burnham Road, Epworth, North Lincolnshire, DN9 1BZ


Fairfield School, Mendip Avenue, Grimsby,DN33 3AE Sessional Licence Local Authority

Freshney Green Primary Care Centre, Sorrel Road, Grimsby, DN34 4GB


Hawthorn Surgery, Scotten Road, Scotter, Gainsborough, DN21 3SB


Health Place, Wrawby Road, South Humberside, Brigg, DN20 8GS


Henderson Avenue Children’s' Centre, Henderson Avenue, Scunthorpe, DN15 7RW


Highgate, Trinity Road, Cleethorpes Sessional Licence ? TBC

Holton Le Clay Medical Practice, Lancaster Gate, Holton-le-Clay, Grimsby, South Humberside, DN36 5YS


Humberston Park School, St Thomas Close, Grimsby, DN36 4HS


Immingham Children’s’ Centre, Margaret Street, Immingham, DN40 1LD


James Street Family Practice, 49 James Street, Louth, Louth, Lincolnshire, LN11 0JN


Learning Development Centre, Enderby Road, Scunthorpe, DN17 2JL


Lincoln County Hospital, Greetwell Road, Lincoln, LN2 5QY

Sessional Licence United Lincoln Hospitals NHS Trust

Louth County Hospital, High Holme Road, Louth, Lincolnshire, LN11 0EU


Manby GP, Middlegate, Manby, Louth, LN11 8EB Sessional Licence GP

Marisco Medical Practice, Stanley Avenue, Mablethorpe, Lincolnshire, LN12 1DP


Market Rasen Surgery, Mill Road, Market Rasen, LN8 3BP


Newmarket Medical Practice,153 Newmarket, Louth,LN11 9EH


Nunsthorpe & Bradley Children’s' Centre, Sutcliffe Avenue, Grimsby


Pilgrim Primary Care Centre, Pelham Road, Immingham, DN40 1JW


Queensway Children’s Centre, Binbrook Way, Grimsby, DN37 9AT


Reynolds Street Children’s' Centre, Machray Place, Cleethorpes, North East Lincolnshire, DN35 7LJ


Riverside Children’s' Centre, Sorrel Road, Grimsby, North East Lincolnshire, DN34 9AT




Scunthorpe PODS, Ashby Road, Scunthorpe, North Lincolnshire, DN16 1AA


Snaith GP Centre, Butt Lane, Snaith, Goole, DN14 9DY Sessional Licence GP

St Hughs School, Bushfield Road, Scunthorpe, DN16 1NB


St Lukes Primary School, Grange Lane North, Scunthorpe, DN16 1BN


Taylors Avenue Medical Centre, Taylors Avenue, Cleethorpes, DN35 0LJ


The Kidgate Surgery, 32 Queen Street, Louth, LN11 9AU


The Marshes Surgery, Station Road, Rawcliffe, Goole, DN14 8QR


United Lincolnshire Hospitals, High Holme Road, Louth, LN11 0EU


United Lincolnshire Hospitals, Woldside, Louth, LN11 0EU


Weelsby View Health Centre, Ladysmith Road, Grimsby, North East Lincolnshire, DN32 9SW


West Marsh Children’s Centre, Macaulay Street, Grimsby, North East Lincolnshire, DN31 2ES


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