frameworks scotland 2

FRAMEWORKS SCOTLAND

Case Study NHS Greater Glasgow & Clyde Outpatient Department, Gartnavel General Hospital

Introductions Jacqueline Kilcoyne – Health Facilities Scotland

John McDonald – Laing O’Rourke

Calum MacCalman – Archial Norr

Hazel McIntyre – NHS Greater Glasgow & Clyde

Frameworks Scotland 2 • Background and current status • Collaboration • Current initiatives

Case study • Appointment of PSCP team • Preconstruction – early engagement with stakeholders • Design – architectural / building services • Approach to construction • Client’s perspective

What is Frameworks Scotland 2? Frameworks Scotland 2 is a strategic partnering approach to the procurement of capital schemes across NHS Scotland. It is a framework for the whole of Scotland based on a single point deliverer (Principal Supply Chain Partner or PSCP) model offering a one stop shop for the delivery of design and construction on projects via an integrated supply chain. Frameworks Scotland 2 is the successor to and builds on the success of Frameworks Scotland.

Frameworks Scotland 2 – current projects

• NHS Lanarkshire – Monklands Hospital and Lanarkshire-Wide Business Continuity Projects 2013 – 2017/19

• NHS Dumfries & Galloway – Property and asset management remodel and refurbishment

• NHS Highland – Raigmore Hospital, critical services upgrade • NHS Fife – GHMS project • NHS Fife – IPCU project • NHS Greater Glasgow & Clyde – Gartnavel General Hospital,

Outpatient Department • NHS Greater Glasgow & Clyde IRH & RAH infrastructure review

Collaboration • NEC3 contract

• Early contractor appointment

• Approach to risk

• Local engagement

• Shared learning across projects

“The collective team have worked very well and closely together through all facets of the project delivery to date and delivered signed off layouts that meet the aspirations of the users. The team has established a positive working relationship in a short space of time which has provided an excellent platform for the future pipeline of Capital Project works at Dumfries.”

Keith Thomson, Project Manager, NHS Dumfries & Galloway “The overall standard of workmanship is very good, especially when viewed against the very challenging programme timescales and this being your first project for NHS Highland. This has been an excellent effort from the whole team and they are to be congratulated”

Kevin Minnock – Project Director, NHS Highland

Current initiatives • BIM

• Project bank accounts

• NEC3 training

• Standardisation

Case study: NHS Greater Glasgow & Clyde Out Patient Department, Gartnavel General Hospital

Our team appointment and details

NHS Greater Glasgow & Clyde – Gartnavel OPD Project

Laing O’Rourke • Largest privately owned UK construction company

• Operates across the globe

• Leader in health related design and delivery – £2.5bn+ U.K turnover in the last five years

• PSCP / PSCM continuity from Framework Scotland (1) – 19 projects awarded with a combined value of £127m


Ownership

Communication

Engaging

Sharing and listening

Adding value Flexibility

Support

Continuity

Collaboration

Partnership

A truly collaborative one-team ethos on the Gartnavel OPD Project with proven success and a consistent approach

NHS Greater Glasgow & Clyde – Gartnavel OPD Project An integrated team with considerable health experience

1. Appointment summary – Laing O’Rourke appointed as

PSCP on 1 Sept 14 (capped interim agreement). 2. Quality / cost matrix – 60/40 split. 3. Overarching scheme contract – base contract agreed,

tailored to suit specific project. 4. Work task orders – flexibility of approach particularly

on live campus / refurbishment type projects.

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Health Facilities Scotland Framework and Gartnavel OPD case study

Approach to the Scheme Preconstruction


NHS Greater Glasgow & Clyde – Gartnavel OPD Project First eight weeks

• Key decision makers / stakeholders attendance at project launch

• Early input of healthcare planner and NHS GGC team to option appraisal process and technical reviews

• Commitment to user group meetings engagement

• HAI-Scribe sign off at the required stages

• Design freeze sign off at OBC and FBC

• Commitment to attend key project, design and risk meetings

• Input into programming of future work task orders in conjunction with hospital activities / acute services strategy

• Execution of contracts at agreed stages

• Opportunity to co-locate during preconstruction

NHS Greater Glasgow & Clyde – Gartnavel OPD Project NHS GGC inputs

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Engagement with stakeholders

Approach to the Scheme Design – Architectural


Every team should be able to take a clinical and technical brief and design a facility that satisfies the requirements. This team believe this is not enough.

We believe that a clear design concept and design strategy is required.

Working within this a wonderful facility will be created with space that is truly uplifting,

contributes to the healing process and brings delight to all.

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Importance of concept and design strategy

Commended in Outer Hebrides Design Awards 2012

Western Isles Teach and Treat Dental Care


Finalist in Building Better Healthcare Awards 2012 Winner HFS Design Award 2012

Midpark Dumfries and Galloway Acute Mental Health Unit


Winner HFS Design Award 2013 Scottish Design Awards 2014 Commendation Civic Trust ‘My Place’ Awards Shortlisted

The Vale Centre for Health and Care


Consultation • Stakeholder engagement • Clinicians • Patient groups • Estates • Healthcare planners • Community

Use appropriate communication medium Listening, assisting and facilitating • Physical Models • Mood Boards REVIT and ADB Separating needs from wants • Win some floor area

A structured design process

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Delivery

A structured design process Consultation • Stakeholder engagement • Clinicians • Patient groups • Estates • Healthcare planners • Community

Use appropriate communication medium Listening, assisting and facilitating • Physical models • Mood boards

REVIT and ADB Separating needs from wants Win some floor area


“Art and interior design will not make poor architecture good. Through evidence based design, art and interior design will add joy, interest and

enhance good architecture”

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Architect and interior design

Initial thoughts concept

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Initial thoughts

Deep Plan


Building strategy concept


Interior strategy

• Simple wayfinding – intuitive wayfinding through orientation points and clear lines of sight

• ‘Soft’ forms • Natural light and views • Improved waiting experience –

‘café/ domestic’ type rather than ‘airport’

• Clear and open sub-waiting areas and rest points

• Feeling secure and security – through visual connections

• Adding interest • Non ‘institutional’ corridors • Public / semi public / private

spaces • Secondary routes for

practitioners and patients • Treatment spaces with access

to windows


Interior strategy


Building strategy


Building strategy – circulation


Building strategy – out of hours access


Building strategy – ambulance entrance


Building strategy – floor plate strategy


Building strategy – extension / entrance remodelling


Building strategy – green space opportunities


Outpatient clinics Diabetes centre Imaging / diagnostics Allied health professionals GP out of hours Minor injuries unit Foyer and access


Traditionalvs

Partnering



Life of a Project

• Feasibility • Outline Proposals • Scheme Design • Detail Design • Product Information • Tender / Target Price • Construction / Post FC

Feasibility to Completion


Period of Greatest Influence

on Outcome


Feasibility Completion


Traditional


Partnering


You need to work at Partnering

Proven benefits when partnering

Feasibility scheme design



Feasibility


Midpark Accommodation


Midpark Site Sewer


Detail design to target price



Detail Design


NHS Lanarkshire bundling projects

• Sequential Programming • Continuous Improvement Workshops • Robustness in Details • Robustness in Pricing • Robustness in Construction • Quicker to Draw, Price and Build and Quality Assured

Post target price / completion




Construction

Vale Centre for Health and Care


Winner HFS Design Award 2013 Point of use water heaters Panablok external walling system


Vale Centre for Health and Care

Winner HFS Design Award 2013

In Summary



Detail Design

• Design and Detailing

• Production Information

• Construction


Budget

• Faster Pricing • Accuracy • Risk Management


Quality

• Shared Goals • Robust Detailing /

Buildability • Less Wastage


“It’s a no brainer”

Approach to the Scheme Design – building services


• Attention to detail and points of isolation

• Phasing of the works

• Detailed surveys

• Addressing existing over heating issue at the imaging department

• Flexibility

• Infection control

• Maintain existing services

NHS Greater Glasgow & Clyde – Gartnavel OPD Project M&E – Key points for consideration

Design audit to achieve low carbon buildings • Building form and orientation • Passive ventilation strategy • Lighting controls • Reduced air leakage • Exposed mass • Glazing spec • Increased shading • Increased insulation • Biomass boilers • Solar hot water generators • CHP • Ground source heat pump • Wind turbines • Small scale hydro • PV • Fuel cells

Kg Carbon saved per £ spent

Carbon neutral building

NHS Greater Glasgow & Clyde – Gartnavel OPD Project M&E

A client’s perspective


High level information pack – context • Campus plan • Consultant appointments • Scope of work not yet defined


High level information pack – content • Overarching scheme contract • Work task orders – known and unknown • Quality / cost matrix – 60 / 40 split • HAI-Scribe / infection control • Risk and commercial management • Prelims and site logistics


A

B C

Zone A (old lab) 800M2 Main secure hub away from main entrance and front of house incorporating: • Initial accommodation • Parking • Delivery holding and

offload • Early setup for full

team on site

Zone B (earth farm area) Manned security point to monitor traffic and personnel movements between works accesses, zone A-B and vice versa, also on hand to guide vehicles to zone A and assist with smaller vehicular movements to ensure no impact to existing campus traffic.

Zone C (medical records) When available can be used as project offices and welfare.

5 • 24hr security monitoring • Face recognition

system • Security/gateman

employed • Key stakeholders

identified • Juggler system “JIT” • Plan for parking and

deliveries Access / egress to Zone A

Route to site areas

Blue light access

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Site-wide strategy

B

C

A & D

B

Hoist

Option A • Utilise rear access ramp

and hoist to service building

• Minimise tracking routes to front of house

• Visibility from security point B

Option B • Utilise door under stair • Minimise tracking routes to front

of house • Visibility from Security point B

“We will work with you to adopt the best fit strategy to become the silent partner”

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Strategy for option A xx, C xx and Dxx

Accommodation and access into E

Work to be phased to maintain access at all times from front area

A

B

A B

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Strategy for Option E main entrance works

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Option E main entrance works

B

• Noise sensitive environment

• Patient experience

• Dust sensitivity (Aspergillus / HAI risks)

• Asbestos within existing buildings

• Live utilities and maintenance of services

• Data and phone server room and above ceiling cabling to main entrance

• Maintaining access to ambulance waiting area

• Maintaining a constant access via front entrance, it’s what they know!

• Cash machines / WRVS / shop – collaboration to achieve right solution and minimising impact to existing stakeholders

“Collaboration is key to achieving the right phasing and solution to minimise impact to all stakeholders”

Possible solution for phasing Option E works

NHS Greater Glasgow & Clyde – Gartnavel OPD Project HAI-Scribe / infection control

We understand the criticality of infection control: • Engage with the infection control team from

the outset and continually throughout the project

• HAI-Scribe influence on option appraisal

Key areas to address: • Physical separation / airtight segregation and

negative pressure systems where required

• Temporary partitions with wipe clean surfaces and cover strips

• Clean and waste flows

• Waste management controls and sealed containers for removal of construction waste to prevent contamination during transit

• Isolation of HVAC systems or shared services

• Alcohol / gel dispensers / wipes and paper towels for mandatory use

• Mandatory use of shoe covers

“We must stand firm for patient care”

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Partnering approach to risk management

• Shared risk awareness

• Robust preconstruction process with agreed procurement strategy – NEC options

• A collaborative approach to risk and opportunity management

• Open and transparent dialogue

• Productive use of early warnings and risk reduction meetings

• Defined mitigation strategies – ‘Plan B’

• Starts with a robust OBC process – allocation of risk

and opportunity • Robust FBC process with agreed procurement

strategy • Early sharing of target price information to ensure

timely review – co-location • No surprises – collaborative open book policy • Discipline of regular structured reviews –

communication and integration • Competitive (but realistic) fee to provide the scope

of service required

Collectively delivering value for money

NHS Greater Glasgow & Clyde – Gartnavel OPD Project Partnering approach to commercial activities

Thank you – any questions?


frameworks scotland 2

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