Acute Services Redevelopment Project Update 2014

1. Acute Services Redevelopment ProjectUpdate 2014

3. The Outline Business Case • Approved on 5th June 2013 • The OBC sets out a compelling vision for reshaping health services across Dumfries and Galloway. A key component of this is the provision of a new District General Hospital within a modern, patient centred and highly efficient environment. This will be underpinned by more effective use of locally based services, including the cottage hospitals. • Clear Economic and Financial Cases

4. The case for change • Demographic Projections • Over 75s population will grow by 77% by 2035 – from less than 15,000 people aged 75+ in 2010 to over 26,000 in 2035 • Number of residents aged 90+ will increase from around 1,100 to over 4,400 over same period • Working age population will reduce by 22% from 90,000 in 2010 to 74,000 in 2035. • Increase in demand for unscheduled care

5. How is the new hospital being paid for?... Using the Non-Profit-Distributing procurement route • Returns to private sector are capped • No dividends payable to shareholders • Surpluses are returned to public sector Background to the Non-Profit-Distributing (NPD) Project • November 2010: Commencement of NPD Programme across all public sectors • ASRD Project – the largest of 5 Healthcare projects in the NPD Programme (>£250m including public funding) (292m Euros)

6. Involvement of Scottish Government • This is a public sector project • NHS Healthcare is a devolved matter for SG • Final decision on provision and level of unitary charge support will be made by Scottish Ministers subject to confirmation from both the Board and SG that project is affordable and offers value for money • Programme being supported by Scottish Futures Trust; SFT approval required at specific points (Key Stage Reviews)

7. Progress so far..... • OBC Approved √ • Planning In Principle √ • Selection of Bidders √ • Site Preparation Works Commenced √ • Competitive Dialogue Completed √

8. Emphasis on Community Benefits • Social Clauses incorporated into the Project Agreement (contract) and key areas below assessed as part of bidder’s submissions: • Targeted Training and Employment • SME support • Social Enterprise Support • Stronger links with secondary, vocational and tertiary education links (www.crichtoninstitute.co.uk) • Sustainability and Energy Efficiency and Effectiveness

9. What will change? What will be different?

10. Wards based on 28 single rooms. Why single rooms; • En suite facilities • Reduces cross infection • Improves privacy, dignity and confidentiality • Reduces the noise level particularly at night • Less movement/transfer of patients through gender specific occupancy • Minimise boarding/sleepers

11. Bedroom Design Study

14. Single Rooms • There will be a socialising area within each ward and visiting times will be more flexible • All wards will have a very high level of visibility into and from the rooms • 8 rooms are configured into a horseshoe shape at the end of the ward • Decentralised model of care on the wards

15. New Models of Care • A pivotal new Emergency Care Department • CAU; ED; Out of Hours • New Combined Theatre complex • Day Surgery; Endoscopy; Theatres • Consolidated Ambulatory Care • Adjacent to Imaging

17. Car Parking • Free • 980 spaces zoned for Patient/Visitors & Staff • ‘Blue Badge Spaces’ protected by TRO • Well lit, safe separate routes for pedestrians and bicycles • Walking & Cycling • Working with DGC and Swestrans to ensure good walking and cycle paths • Staff Changing, showering, drying & bike storage facilities planned • Public Transport • Minimum 20 min bus service coming onto site • Review of ticketing including salary sacrifice scheme for staff Transport & Travel

18. Benchmarking; across the UK The purpose ; to gain insight into; • Planning process/Challenges/Lessons learned Lessons Learned; • Dedicated team • Involve stakeholders and staff in planning/decisions • High level of two way observation/visibility in wards • Mock ups essential to detail • Models of Care – Plan/implement/sustain • Robust workforce planning essential

19. View of Ward Arrival

20. Current Project Timescales • Preferred Bidder selected and announced September 2014 • Financial close in January 2015 • Anticipated construction to start by April 2015 • Construction commissioning and handover in December 2017 • Completion of service migration to the new hospital in Quarter 1 of 2018 • Commissioning and staff inductions in Spring 2018 • First patients at new hospital in Spring 2018

21. Site Works • Compound started and completed in February 2014 – work carried out by local company GTR • Vegetation cleared last week in February (before bird nesting season) – work carried out by Transport Scotland • Route for strip of land for gas and electric agreed – work to be carried out by Scottish Energy Networks • Alterations to Garroch roundabout commenced in June

22. Communication & Engagement • Communications Manager assigned to the project - in post October 2013 • Internal – dedicated page on staff intranet/Q/A facility/staff information sessions/individual meetings on request. • External – contact and meetings with various community groups with general update, and also groups with a special interest requesting more specific information. • Press/Media – press releases issued and all enquiries responded to. Co-working with Communications Manager in all companies working on the project. • You can make enquiries about the project at any time with the Communications & Engagement Officer : Kirsten Moffat kirstenmoffat@nhs.net Tel 01387 241680