20kirklees%20estate%

20th October 2007

S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07 1Draft 4.12.06


Table of Contents Page Executive Summary 1 Introduction 2 Understanding the Current Estate 3 Strategic Objectives 4 Implementing the Strategy 5 Financial Resources 6 The Way Forward Appendices Appendix A Services provided or commissioned by Kirklees PCT Appendix B Premises Schedule Appendix C1 Locations of PCT Premises Appendix C2 Location and Condition of GP premises Appendix D Condition survey PCT Premises Appendix E Outline Estate Development Strategy Appendix F Capital Plan


Message from Rob Napier - Chairman of Kirklees Primary Care Trust


Executive Summary The Kirklees Primary Care Trust (PCT) Estate Development Strategy has been produced to assist and advise the PCT Board in making decisions about the Trust’s future. The Estate Development Strategy is defined as the PCT’s long term plan for developing and managing its Estate in an optimum way to meet the PCT’s service and business needs. The plan is intended to cover the next 5 years from 2008 to 2013. The key objectives for the Estate Development Strategy are:-

to ensure that the Estate matches the PCT’s service and business objectives and, to enable the PCT’s Estate to operate efficiently with minimum expenditure on

property overheads The achievement of these objectives will be measured by working towards the attainment of key performance targets.

These performance targets could include:

the elimination of back log maintenance - recommend works to be undertaken following the Condition Survey

Reports - incorporate back-log maintenance items into upgrading schemes - produce investment schemes to eradicate back-log maintenance and

enhance the working environment based upon the Condition Survey Reports.

• Improve the physical condition of the Estate which by floor area percentage is

currently 46% condition A, 16% condition B, 5% condition B/C, 29% condition C, 4% condition C/D and 0% condition D.

• Improve the Fire Safety Compliance of the Estate which by floor area percentage is currently 46% condition A, 24% condition B, 6% condition B/C, 24% condition C, 0% condition C/D and 0% condition D.

• Improve the Health and Safety Compliance of the Estate which by floor area percentage is currently 47% condition A, 11% condition B, 0% condition B/C, 42% condition C, 0% condition C/D and 0% condition D.

• Improve the DDA Compliance of the Estate which by floor area percentage is currently 40% condition A, 14% condition B, 8% condition B/C, 32% condition C, 0% condition C/D and 0% condition D.

• Improve the Energy Consumption of the Estate which by floor area percentage is currently 47% condition A, 11% condition B, 4% condition B/C, 9% condition C, 23% condition C/D and 6% condition D.

By:

o Improve overall energy efficiency of main sites o Recommend works to heating systems, etc o Incorporate energy improvement schemes into upgrading works o Improve re-cycling and waste segregation to benefit the overall environment


Improve the space utilisation of the Estate which by floor area percentage, is currently 47% fully utilised, 3% over-crowded, 0% empty and 50% under used

- By review of accommodation to ensure premises are used to best

advantage - Ensure any rationalisation proposals do not cause over-crowding

Improve functional suitability of the Estate from its current percentage floor areas of

Category A 54% (as new/excellent), 18% Category B (safe and satisfactory/acceptable), 25% Category C (falling short/unacceptable) and 3% Category D (falling considerably short/dangerous)

Improve the Quality of the Estate, compared to its current percentage floor area

categorisation of 50%, Category A (as new/excellent), 17%Category B (safe and satisfactory/acceptance), 29% Category C and 4% Category DC (falling considerably short/dangerous)

Continually monitor and review maintenance expenditure against National Benchmarking figures utilizing the ERIC returns.

This document provides a strategic context for developing detailed Capital Investment Plans and associated Business Cases. The PCT is aware of the need for investment, particularly in the field of primary care, to improve and enhance the environment for the delivery of services to the people of Kirklees through the principles of local care, local services and local delivery. The PCT will continue to seek innovative ways to reprovide and enhance the current premises and facilities from which it operates. The Estate Development Strategy document is the PCT’s statement in support of its Business Plan and strategic vision which demonstrates its positive commitment to the future provision of Estates & Facilities Services in Kirklees.


1 Introduction 1.1 The PCT Estate Development Strategy

The NHS Plan has set out the key objectives and the direction for NHS service delivery over a ten year period. To deliver a modern NHS, fit for the 2lst century, buildings and equipment are required that are in the right place, in the right condition, of the right type and which will be able to respond to future service needs. All NHS organizations are required to have produced an Estate Development Strategy. This strategy aims to understand the clinical and support service strategies, and the strengths and weaknesses of the existing estate in order to provide a framework within which future estate development can be planned. The NHS is a fast moving environment and therefore the strategy must leave scope for flexibility and opportunism. The strategy will therefore describe broad directions for change against which annual action plans can be developed. Kirklees Primary Care Trust’s Estate Development Strategy forms an integral part of the overall vision for the delivery of high quality healthcare within Kirklees. This vision is set out clearly in the PCT’s Business Plan, Local Delivery Plan and in other key documents such as Primary Care Investment Plan. This strategy is one of four major support service strategies – the others being Human Resources, Finance Information and Technology. These corporate services are fundamental to the success of the Primary Care Trust.

1.2 Background to the PCT

Kirklees Primary Care Trust was established in October 2006 from the former North Kirklees Primary Care Trust, South Huddersfield Primary Care Trust and Huddersfield Central Primary Care Trust. The 2001 Census showed 388931 living in Kirklees. This represents 2.6% increase since the 1991 Census and 3.2% increase since the 1981 Census. The PCT has an annual budget of just over £543m and employs 1280 people(987.5WTE). The value of all fixed assets at the 3lst March 2007 totals £18.1m. The PCT is responsible for a number of premises within the Kirklees area, these premises are outlined in Appendix B. Maps showing the locations of PCT premises and GP premises are shown in Appendix C.

1.3 Partnership working The PCT is committed to working in partnership with a range of other organisations to ensure that creative approaches to funding are explored, available resources are targeted approximately and complimentary services are delivered.


The PCT boundaries are co-terminus with those of Kirklees MDC. This maximises opportunities for partnership working. Other key partner organisations include: Calderdale & Huddersfield Foundation Trust Mid Yorkshire Hospitals NHS Trust South West Yorkshire Mental Health Trust

1.4 Approach to the Estate Development Strategy

This Estate Development Strategy has been produced in accordance with the latest guidance from the Department of Health and NHS Estates. This document reflects the vision of the PCT and begins to identify ways of working towards achieving this vision. The Strategy has three component parts:

Understanding the current estate (Section 2) Vision for the future (Section 3) Implementing the vision (Sections 4,5 and 6)


2 Understanding the Current Estate 2.1 The PCT Estate

The PCT estate falls into three main categories: primary care and community based premises owned or leased by the PCT premises owned or leased by independent primary care contractors

Kirklees Primary Care currently provides in patient services from one site, (Holme Valley Memorial Hospital).

2.2 Surveying the Estate

To assist the PCT in understanding the current estate a series of surveys were undertaken in 2007. The PCT estate has been surveyed against a number of measures, or facets, including:

i) Physical condition

The physical condition profile examines the building structure and fabric together with mechanical and electrical engineering installations. It shows what proportion of the building area is in one of five condition categories, and the backlog costs to upgrade these areas to acceptable standards (ie at least condition B).

II) Functional suitability

The functional suitability analysis describes how effectively a site, building or part of a building supports the delivery of a specified service. The criteria used in such assessments include space relationships, support services, amenity location, environmental conditions and overall effectiveness.

iii) Environmental management

This facet is a measure of a range of factors that have an affect on the environment, including energy performance, water consumption, waste management, transport management and procurement.

iv) Space utilisation The space utilization analysis indicates over utilised or under utilised floor space. v) Statutory Compliance

The analysis identified the proportion of the building stock that complies with statutory standards including fire safety and DDA compliance and the costs of achieving full compliance.


vi) Quality

The `six facet’ surveys detail quantifiable data such as backlog maintenance and costs to achieve statutory compliance and more subjective data such as functional suitability and space utilisation.

GP premises were assessed against the “6 facets” and by comparing the actual size of each property with the standard space allowances contained within paragraph 51 of the now replaced “Statement of fees and expenses” (The Red Book)

2.3 Survey Results

Results of these surveys are summarised in the following paragraphs. The detailed reports are available as Appendix D1, PCT premises and D2 GP contractor premises.

2.3.1 Primary Care and community premises a) Basic data set

Tables A sets out the information gathered during the surveys. All functional buildings are included – only those buildings that are currently unused have been excluded. The categorisation of each facet of appraisal uses the Estatecode definition of each category but in general terms A = as new/excellent condition / performance, B = Sound/ operationally safe/reasonable condition / performance, B ( C) = generally reasonable condition but with some items of attention required, C =Operational but poor condition / performance, replacement needed soon and D = very poor / unacceptable condition / performance/ serious risk of imminent breakdown.


Table A – Summary of condition appraisal for PCT premises

Name Physical Condition

Environmental Management

Statutory Standards

Quality Functional Suitability

Space Utilisation

H&S Fire DDA HMVH C C/D C C C C C UNDER Skelmanthorpe H C C C C B B© C B UNDER Whitehouse Centre B(C) C C C C B C/D UNDER Marsden HC C C C B C D B FULLY Golcar Clinic C/D C/D C B C D D UNDER Slaithwaite HC B(C) D C B B A B FULLY Keldregate B B© C B© C B C UNDER Fartown HC B B© C B C B B FULLY Almondbury Clinic C C C C C D D FULLY Thornton Lodge Clinic C C C C C D D UNDER Moorfield Clinic B C C B© C D B FULLY Link Centre B(C) C C B© C C B© FULLY Health Promotion C C/D B C B B B FULLY Mill Hill Clinic B B B B B B B FULLY Liversedge HC C/D C/D C C C C C FULLY Saville Town Clinic C C/D C C C B B UNDER Shaw Cross Clinic B B© B B B B B UNDER Thornhill Clinic B B© B© B B B B FULLY Beckside Court B B B B B B A UNDER Broughton House B B C B B© B B FULLY Community Loan Store C D C B© B© C C OVER Cleckheaton HC A A A A A A A FULLY Dewsbury HC A A A A A A A UNDER Eddercliffe IC Centre A A A A A A A FULLY Ravensthorpe HC A A A A A A A FULLY Batley HC A A A A A A A FULLY

Definitions are available in the main documents


2.2.3 Holme Valley Memorial Hospital a) Basic data set

The survey for Holme Valley Memorial Hospital relating to Physical condition has been broken down by department. The summary table is provided below.

Name Physical Condition

Physiotherapy B OT B External works B Health Promotion B Hospital Street B Day Surgery B© Offices B© Kitchen/dinning room B© Hawthorne Ward B© Dental B© Whole site engineering infrastructure C Maple Ward C Rowan Ward C Sitting room C

2.3 Finance Report 2.3.1 Backlog

The Trust has identified the capital costs associated with rectification of inherent defects: Backlog maintenance £ 000’s Physical condition 1887 Fire and Health & Safety, DDA 268 TOTAL EXPENDITURE REQUIRED 2156

TOTAL EXPENDITURE REQUIRED This figure represents the theoretical amount required to bring the estate up to condition B. In practice the figure will be considerably higher as the upgrades will be undertaken as part of a larger sequence of projects which would include improving upon the functional suitability of the buildings. The amount included to reflect defects at Holme Valley Memorial Hospital is £1127k for physical condition and £62k for Fire, H&S and DDA


2.3.2 Revenue Expenditure

The figures within the following table are based on budget estimates for 2007/08. £000’s Capital charges 789 Rates 330 Maintenance 123 Utilities 789 TOTAL EXPENDITURE 2021

2.4.1 Independent primary care contractor premises Contractor premises

In this first version of the PCT Estate Development Strategy only GP premises have been included. Future versions may also incorporate information on other independent primary care contractor premises (ie dentists, pharmacists and opticians).

Within Kirklees there are currently 74 practices. In total they occupy 91 premises comprising 24145 sq meters of space and serving a total registered population of 408899 people. GPs occupy premises which fall into three categories:

owned by the PCT and leased to the GP (eg Health Centres) owned by the GP owned by a third party and leased to the GP

All premises were assessed by comparing the actual size of each property with the standard space allowances (Red Book Allowances)

The results can be categorised as follows:

Category 1 is a building which meets the recommendations of the “Red Book” and has been built since 2000.

Category 2 is a building which meets the recommendations of the “Red Book” but was built prior to 2000.

Category 3 is a building which falls more than 2.5% away from “Red Book” guidance, but contains all of the facilities required.

Category 4 is a building which falls more than 2.5% away from “Red Book” guidance and is missing recommended facilities. (Examples of this are partners not having their own consulting/examination room, no treatment room or no accessible WC).


Categories 3 and 4 are further subdivided into sub-classification A and B where A denotes that the property could be brought up to “Red Book” standard whilst B denotes that it is not physically possible to achieve the standards recommended by the “Red Book” guidance.

Analysis of Kirklees GP estates reveals that: -

• 20 premises representing 8811 sq m of accommodation or 36.4% of the GP estate is in category 1, .

• 2 premises representing 793 sq m of accommodation or 3% of the GP estate is in category 2, .

• 21 premises representing 4556 sq m of accommodation or 18.9% of the GP estate is in category 3A, .

• 35 premises representing 7256 sq m of accommodation or 30% of the GP estate is in category 3B, .

• 2 premises representing 256 sq m of accommodation or 1% of the GP estate is in category 4A, .

• 11 premises representing 2475 sq m of accommodation or 10.25% of the GP estate is in category 4B, .

Only 26% of patients see their GP in premises at category 2 and above as a result 74% of patients are seen in premises that do not meet the recommended space requirements. However over 93% of premises are either new (post 1974) or have been substantially modernised. The total GP surgery area currently available is 24145 sqm. This is 13168 sqm short of the 37313 sqm required to meet the standards set out in the Red Book.


3 Strategic Objectives 3 Vision for the future

This section of the Estate Development Strategy sets out the National and Local service strategies which govern the future provision of healthcare and impact upon the PCT Estate.

3.1 The NHS Plan 3.1.1 Background

3.1.2 Local Action 3.1.3 NHS Plan Targets: Estate Performance Indicators

a) All premises (excluding GP owned properties)

Kirklees PCT Premises Item Current situation Target for 2013 Backlog total £2156k Physical Condition Cats C and D 33% 0% Fire Cats C and D 24% 0% Health and safety Cats C and D 42% 10% DDA compliance Cats C and D 32% 5% Energy consumption Cats C and D 38% 20% Space Utilisation overcrowded 3% 0% Functional Suitability Cats C and D 27% 0% Quality Cat C and D 33% 0%

b) GP Estate

The PCT has a responsibility to ensure that local GP practices achieve the required improvement targets, and are committed to supporting schemes which modernise primary care premises.

The following estate targets are proposed for the GP estate:

Item Current Target Meets “Red Book” standard 24% 100% New or substantially improved 93 % 100%

3.2 Integrated Network of Care Provision

The PCT has a vision of care provision throughout Kirklees. Key components of that network are:


i) access to a large range of shared, community facilities – enabling health

promotion activities to take place as locally as possible in all neighbourhoods.

ii) a network of appropriately located, functionally suitable GP premises –

ensuring that all areas of the community are equally served

iii) local groupings of GP premises – ensuring that specialist primary care expertise can be shared to benefit a `neighbourhood’.

iv) a small number of appropriately located, functionally suitable health

centres/large community clinics – providing appropriate settings for specialist community clinics and Community Hospital/District General Hospital Outreach Services.

3.3 Clinical and Non Clinical Service Strategies

The PCT’s Estate Development Strategy is shaped by two key service strategies

• Primary care development • Community Nursing

These strategies together with the detailed condition surveys of existing buildings set the high level strategic plan for the provision of capital assets within Kirklees. The inter relation of these three strategies was plotted at a joint planning meeting held at Cleckheaton Health Centre in June 2007. Representatives from commissioning, provider services estates, finance and Estates along with two Non Executive Directors of the PCT reviewed the needs of primary care and community nursing by locality or natural community. The conclusions of this meeting are contained in the outline strategy document at Appendix E.

The principles adopted in arriving at the strategy were: In the right place In the right condition of the right type and able to respond to future service needs

3.4 Refining the Strategy

The purpose of this Estates Strategy is to set the high level vision for the future estates provision. The PCT is confident that at the end of the 5 year implementation of the strategy that the PCT will have appropriate resources in all key areas of the PCT from which to deliver primary and community services. The actual functional content and detailed planning of these developments will be informed by more detailed service strategies covering:

• Childrens services • Long term conditions • Intermediate Care


• Secondary care out reach services • Public Health • Primary Prevention • Podiatry

The authors of these strategies will benefit fro the overall vision of the PCT future estate provided within this Estates Strategy.


4 Implementing the Strategy 4.1 Estate Development Principles 4.1.1 Kirklees PCT is committed to developing its estate to achieve appropriate facilities,

which support the delivery of high quality clinical services. Wherever possible the PCT will work collaboratively with local partner organisations to maximise efficiency and flexibility and deliver outcomes which represent value for money.

4.1.2 The PCT will ensure that estate development programmes are fair and balanced –

both in terms of clinical speciality and local area need within the area. 4.1.3 The PCT’s Estate Development Strategy describes broad directions for change

against which annual development plans will be prepared. The Strategy will leave scope for flexibility and opportunism.

4.2 Development Priorities

Appendix F lists the 23 capital projects that emerge from the outline strategy document. These were prioritised using the following scoring mechanism Prioritisation criteria

Criteria Range Low Medium High

Space 0 - 10 Acceptable or underused

Less than 50% overcrowded

More than 100% overcrowded

Physical condition 0 - 10 Green Amber Red Fire 0 - 10 Green Amber Red Health and safety 0 - 5 Green Amber Red DDA 0 - 5 Green Amber Red Functional suitability 0 - 10 Green Amber Red Planned loss of facility 0 - 20 No plans

Long term plans

Plans within 4 years

Strategic impact 0 - 20 No impact Desirable Essential Developments that scored high achieve a high priority rating.

4.3 Improving Compliance with Statutory Standards

The PCT is committed to ensuring that the estate is maintained and, where necessary upgraded in order to meet all relevant statutory standards. Compliance with statutory standards will be treated as a priority and sources of funding will be identified to enable improvements to be made and standards to be maintained. For those premises where major refurbishment is not envisaged in the short to medium germ, a programme of work will be implemented to fully address all non-complaint areas.

4.4 Quality of the Estate


The PCT will ensure that the properties that do not feature in major development programmes do not drop below the minimum quality standards. The PCT will continue to invest in the general upkeep and redecoration of these areas to ensure that standards are maintained. For those premises that fall below acceptable quality standards and which do not feature in any major redevelopment programme the PCT will develop a programme for minor improvement and refurbishment.


5 Financial Resources 5.1 Financial Allocations 5.1.1 At the time of writing this strategy the PCT has not received notification of its

revenue and capital resources for 2008/09 onwards. However, it can be assumed that the PCT will be in receipt of real terms revenue growth of around 3% for each of the next 3 years. The increase to the NHS as a whole over the next three years is 4% each year but it is expected that some of that increase will be required for central initiatives. A 3% increase will provide an additional £15m for investment in local health services. Additionally the PCT has significant non-recurrent revenue resources at its disposal.

5.1.2 The increase in capital resources allocated to the NHS in 2008/09 is some 10%. At the time of writing the level of the PCT’s Operational Capital has not been determined. Our allocation for 2007/08 was £790k and a similar sum can be assumed for the future.

5.2.2. Strategic Capital

Schemes valued in excess of £1m (e.g. major backlog maintenance, reprovision or major refurburbishment of premises) will not be financed from the PCT’s operational capital resource because: i) to do so would reduce the ongoing maintenance programme thus increasing

`risks’ on day-to-day estates operational issues.

ii) most major schemes have to be subject to NHS capital procurement processes involving the preparation/approval of Strategic Outline Case/Business Case.

for this type of scheme there may be opportunity to bid against the Strategic Capital’ allocation held by the Strategic Health Authority (SHA). However there are significant commitments against these funds in the short/medium term. Therefore the funding route is limited.

5.2.3 Public/Private Partnerships (PPP’s)

The majority of schemes targeted at developing GP surgeries will be developed by Third Party Developers(3PDs) on behalf of GPs. Funding will be provided by the developer. Subject to affordability and value for money GPs will be reimbursed their additional costs related to rent and business rates on these developments. Other developments within the capital plan may be attractive to the 3PD or PFI market. The suitability of individual schemes for private funding will be assessed at the time. Funding for such schemes will be sourced from the PCTs revenue budget.

5.2 Financial Strategy


The financial strategy of the PCT will use the following principles:

use of operational capital for ongoing maintenance and minor improvements maximum use of specific allocations and strategic capital by working with the

Strategic Health Authority to promote local needs and priorities which are not suitable for the Public/Private Partnership process

prepare business cases for major improvements/reprovision and seek to maximise private sector opportunities

5.3 Resource Assumptions for implementation of the Estates Strategy 5.3.1 The PCT will, as part of its business planning process for 2008/09 and beyond,

consider its deployment of new and existing revenue resources. This Estates Strategy prioritises our estates development requirements but each development must compete with the PCT’s other priorities for improving health and access to health services across Kirklees.

5.3.2 The PCT’s existing medium term financial plan includes a recurrent £425k investment in new GP premises.

5.3.3 Appendix F of this Strategy provides initial ‘rule of thumb’ estimates of the additional

revenue costs of the PCT’s top 23 estates priorities. The total sum is £2.8m, that is £2.4m more than the sum already identified.

5.3.4 It is proposed that the estates development priorities are considered over a 5 year period. Accordingly, this Estates Strategy proposes that the PCT makes available additional revenue funds over the next 5 year period as follows

2008/09 £425k (as already planned) 2009/10 £450k 2010/11 £525k 2011/12 £700k 2012/13 £700k

The phasing of this investment recognises the lead in time where the additional revenue costs are not incurred until a new or refurbished building opens.

5.3.5 The PCT Board will determine the affordability of this investment over this time period as it also considers other complementary and competing demands on resources.

5.3.6 The PCT will utilise its Operational Capital allocation of circa £800k per year on investment in IT infrastructure and, as stated in 5.2 above, for ongoing maintenance, refurbishments and furniture and equipment where the expenditure satisfies the NHS definition of capital expenditure. The Board will determine the allocation of capital resources.

5.3.7 Appendix F of this Strategy provides initial ‘rule of thumb’ estimates of the additional capital costs of the PCT’s top 23 estates priorities. The total sum is £1.7m but that includes £750k for a ward development at Holme Valley Memorial Hospital for which the PCT has been allocated specific funding (see 5.4 below). Additionally, the PCT expects to receive a capital receipt from the sale of Elmwood Health Centre to the Dr Jennison Practice.

5.3.8 Based on this assessment the PCTs requirement for operational capital for estates development should be affordable from available resources.


5.4 Community Hospitals 5.4.1 In conjunction with Calderdale PCT and Calderdale and Huddersfield Foundation

Trust, Kirklees PCT has successfully bid for £14m of capital resource to develop community hospital provision across the Calderdale and Kirklees health economies. The Strategic Outline Case submitted to the SHA in October 2007 details the following developments that will support the delivery of health services in Kirklees: Holme Valley Memorial Hospital £2.5m build (including £750k ward upgrade) £0.5m equipment Princess Royal Hospital (owned by CHFT) £2.0m build £0.3m equipment) Huddersfield Royal Infirmary Community Hospital) (owned by CHFT) £1.3m build £0.2m equipment It is planned that these developments take place over the next 2 years.


A Appendix A: Services Commissioned and Provided by PC PCT Appendix A Services Commissioned and Provided by Kirklees PCT A General Practitioner Services – Co-ordinated by PCT 28 General Practices located throughout Kirklees B Primary and Community Care

i) Services provided by PCT

District Nursing Health Visiting Child and Family Therapy Podiatry Occupational Therapy Physiotherapy Substance Misuse Child Development School Nursing Family Planning Community Equipment Loans Community Children’s Nursing

Community Dental

ii) Services Commissioned by PCT

Elderly Medicine – provided by Mid Yorkshire Trust and Calderdale and Huddersfield Foundation Trust

Elderly Mental Health – South West Yorkshire Mental Health Trust Learning Disability – provided by XX Palliative Care – provided by Kirkwood Hospice C Secondary Care Services A range of services are commissioned in secondary care settings


B Appendix B1: Premises Schedule Category 1 Buildings – Primary Care and Community Based Premises Owned or Leased by the PCT Buildings located within Kirklees

Premises

Ownership Main use

Comments

Freehold Lease

NHS leased

Other

Holme Valley Memorial Hospital

yes no no Community hospital with 20 beds

Includes Elmwood a GP surgery. Site leased by developer from PCT

Skelmanthorpe H C yes no no Health centre GP practice Whitehouse Centre no yes no Surgery Asylum seekers Marsden HC yes no no Health Centre GP practice Golcar Clinic yes no no Health clinic Slaithwaite HC yes no no Health Centre PCT GP practice Keldregate yes no no surgery Operated by PMS

GP Fartown HC yes no no Health Centre Two GP practices Almondbury Clinic no yes no clinic Thornton Lodge Clinic

yes no no clinic

Moorfield Clinic no yes no Specialist clinics

Centre for GPwSI

Link Centre no yes no Health promotion

Health Promotion no yes no Health promotion

Mill Hill Clinic yes no no Clinic and staff base

Liversedge HC yes no no Health Centre Two GP practices Saville Town Clinic yes no no Clinic Shaw Cross Clinic yes no no Sub

lease to WYP

Clinic and SARC

Part used as Sexual Assault Resource Centre

Thornhill Clinic no yes no Staff base Beckside Court no yes no PCT Admin Broughton House no yes no GP surgery PCT PMS

practice Community Loan Store

no yes no Community Loan Store

Cleckheaton HC yes no no Health Centre Two GP practices. PFI contract

Dewsbury HC yes no no Health Centre Three GP practices. PFI contract

Eddercliffe IC Centre yes no no Intermediate care centre

PFI contract

Ravensthorpe HC yes no no Health Centre Three GP practices. PFI contract


Batley HC yes no no Health Centre one GP practices. PFI contract

St Lukes House no no yes PCT HQ Planned Acquisitions and Disposals Disposals

Premises

Ownership Main use

Comments

Freehold Lease

NHS leased

Other

Shepley Health Centre

yes no no no Health centre replaced by 3PD surgery

Sale agreed subject to planning approval

The Gables no no no Legal charge

Home for people with learning disabilities

Property held by St Annes Housing Association with the PCT holding 100%legal charge

Ringway Beck Road Huddersfield

no yes no no Joint community equipment statre

Marsden Health Centre

yes no no no Health Centre To be replaced by 3PD in Marsden

St Lukes House no no yes no PCT HQ To be replaced as main hospital site to close

Beckside Court no yes no no PCT Admin building

To be replaced by new PCT HQ

Thornton Lodge yes no no no Health Clinic To be replaced by Crosland Moor development

Savile Town Clinic

yes no no no Health Clinic To be replaced by Savile Town 3PD

Elmwood yes no no yes GP surgery Sale of freehold to existing leasehold developer

Skelmanthorpe yes no no no Includes GP surgery

Consider sale and lease back to 3PD developer


Acquisitions

Premises

Ownership Main use

Comments

Freehold Lease

NHS leased

Other

New community store

no yes no no Joint equipment store

To replace existing unsuitable building

New PCT HQ no yes no no PCT HQ To replace Beckside Court and St Lukes House.

Town Centre Development

possible likely no no General practice. Provider services. Secondary outreach

Need to consider future role and suitability of Princess Royal Hospital

C Appendix C: Locations of Key Premises Appendix C1: Kirklees PCT


C Appendix C: Locations and condition of Key Premises Appendix C2: Kirklees GP Surgery Locations KIRKLEES PRIMARY CARE TRUST GENERAL PRACTICE PREMISES CONDITION

PROP REF SURGERY

PRACTICE MANAGER TYPE PROPERTY

Post Code

Pract Pop

No GPs

OWNER TYPE Gia(m2)

AREA ALLOWED

Phys Cond DDA Fire

H & S

Funct Suit

Space Util

Devel pot

97 Dr, B Ahmad Anne Wade Main Albion Street, Heckmondwike

WF16 9LQ 2773 2 GP 170 320 4B

80 Dr.Asmal & partners Janet Smith Main

New Brewery Lane, Thornhill Lees, Dewsbury

WF12 9DU 6105 3 Leased 227 443 3A

81 Dr.Asmal & partners Janet Smith Branch 37, Warren St, Savile Town, Dewsbury

WF12 9LX 3 GP 170 443 3B

113 Dr. Balasunderam & partners Lynne Bolton Main

Ravensthorpe Health Centre, Netherfield Road, Ravensthorpe

WF13 3JY 5537 3 PCT 472 443 1

109 Dr. Fox & Stringer Carol Eastwood Main

Cleckheaton Health centre, Green side Cleckheaton

BD19 5AP 6577 4 PCT 280 606 1

91 Dr. Cogna&partners Louise Manders Main

Broughton House Surgery, New Way Batley

WF17 5QT 3945 2 PCT 292 320 3A

108 Dr. Scrivens & partners Pam Fortune Main

Cleckheaton Health Centre, Greenside Cleckheaton

BD19 5AP 6021 4 PCT 460 606 1

110 Dr. Hicks &partners Anne Bibey Main

Dewsbury Health Centre, Wellington Road Dewsbury

WF13 1HN 6544 3 PCT 423 443 1

88 Dr. Houghton&partner Gillian Moody Main Kirkgate Surgery, Kirkgate Birstall 3708 2 GP 241 320 3A

106 Dr Khalique/Ghafoor/Khan Julie Clarke Main

Liversedge Health Centre, Valley Road Liversedge

WF15 6DF 2344 1 PCT 217 4A

S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07 Draft 4.12.06 27

101 Dr. Woodhall &partners Kathy Jowett Main St. Johns House, Cross Street Cleckheaton

BD19 3RQ 8119 5 GP 380 678 3B

86 Dr. Lynch &partners Dianne Fox Main Grove House Surgery, Soothill Batley

WF17 5SS 6970 4 GP 297 606 3B

84 Dr. Lynch &partners Dianne Fox Branch

Chickenley Medical Centre, Walnut Lane Chickenly

WF12 8NB 1923 GP 179 217 2

85 Dr. Mehrotra Sylvia Brown Main

Windsor Medical Centre, 2 William Street, Leeds Road Dewsbury

WF12 7BD 2404 1 GP 170 217 3B

89 Dr. Fowers & Ptns Katherine White Main Blackburn Rd Medical Centre

WF17 9PL 6503 4 GP 508 606 3B

102 Dr. Fowers & Ptns Katherine White Branch Health Centre, Town Street Birkenshaw

BD11 2HX 3800 2 Leased 73 320 1

79 Dr. Patel Sue Andrews Main

140, Slaithwaite Rd, Thornhill Lease Dewsbury

WF12 9DW 3841 2 GP 169 320 3A

82 Dr. Patel Sue Andrews Branch 90, Saville Rd, Savile Town Dewsbury

WF12 9LP 1584 1 GP 100 217 3B

107 Dr Rajpura&partners Lynne Batley Main

Mount Pleasant Medical Centre, 69 Purwell Lane, Batley

WF17 7PF 8758 5 GP 443 678 3B

83 Dr Rajpura&partners Lynne Batley Branch

Earlsheaton Medical Centre, 252 Wakefield Road, Earlsheaton Dewsbury

WF12 8AH 217 217 1

93 Dr. Sood Margaret Brook Main

Cherry Tree Surgery, Upper Commercial Street Batley.

WF17 5DH 2385 1 GP 145 217 3A

? Dr. Sood Margaret Brook Branch

York House, 284a Oxford Road Gommersal

BD19 4PY GP 26 217 4B


114 Dr. Unikrishnan Joanne Swords Main

Ravensthorpe Health Centre, Netherfield Road, Ravensthorpe

WF13 3JY 2645 1 PCT 243 320 1

98 Dr. Youd & partners John Pickford Main Brookroyd House, Cook Lane Heckmondwike

WF16 9LG 9733 6 GP 281 796 3B

92 Dr. Barker &partners Elizabeth Mullins Main Wellington House, Henrietta Street Batley,

WF17 5DN 5708 3 GP 410 443 3B

96 Dr. Barker &partners Elizabeth Mullins Branch 4, Bond St. Market Place Birstal.

WF17 9EL 3573 2 GP 117 320 4B

95 Dr. Bhat Famida Bhat Main

Saville Town Medical Centre, Scarborough Street Savile Town Dewsbury

WF12 9BA 3178 2 Leased 190 320 3A

78 Dr. Bullimore &partners Irene Mickelthwaite Main

The Paddock Surgery, Chapel Lane Thornhill Dewsbury

WF12 0DH 5825 3 GP 361 443 3B

87 Dr. J Lee&partners Margaret Clarke Main Undercliffe Surgery, 273 Healy Lane Batley

WF17 8DQ 8774 5 GP 424 678 4B

94 Drs Lidhar&Lidhar Anne Mitchel Main

Batley Health Centre, 130 Upper Commercial Street Batley

WF17 5ED 4429 2 PCT 267 320 1

104 Drs Lidhar&Lidhar Anne Mitchel Branch

york House, 284a Oxford Road Gommersal

BD19 4PY 593 GP 87 217 4B

111 Dr Medley &partners Clare Townend Main

Dewsbury Health Centre Wellington Road, Dewsbury

WF13 1HN 4522 3 PCT 380 443 1

90 Dr. Bedford &partners Pauline Auty Main Health Centre Doctor Lane Mirfield

WF14 8DU 17531 10 GP 750 1143 4B

103 Dr. Prasad Vacant Main 4, Greenside Cleckheaton

BD19 5AN 2339 1 GP 164 217 4B


99 DrThimegowda/ Salam Louise Manders Main The Surgery Albion Street Dewsbury

WF13 2AJ 3500 2 GP 176 320 3B

77 DrThimegowda/ Salam Louise Manders Branch

Mountain Rd Medical Centre 111 Mountain Road Thornhill Dewsbury

WF12 0BS 2444 1 GP 127 217 3A

105 Dr. Sarathy Vacant Main

Liversedge Health Centre Valley Road Liversedge

WF15 6DF 1646 1 PCT 114 217 4A

115 Dr. M Ahmad Vacant Main

Ravensthorpe Health centre Netherfield Road Ravensthorpe

WF13 3JY 2599 1 PCT 244 217 1

100 Dr. Ghafoor/Khan/ Khalique Robina Naz Main

West Park Surgery 20 West Park St Dewsbury

WF13 4LA 5097 3 GP 236 443 4B

112 Chilvers/Macrae Gillian Ellis Main

Dewsbury Health Centre Wellington Road, Dewsbury

WF13 1HN 963 1 PFI 296 217 1

19 Dr. Anderson & partners Sue Perkins Main

The Grange Group Practice,Spaines Rd, Fartown, HD2 2QA 11246 6 GP 864 796 3A

11 Dr. Anderson & partners Branch

268 Keldregate, Deighton HD2 1LE 2000 1 PCT 67.1 217 4B

33 Dr. Deacon & partners Adrienne Harman Main

The Health Centre,Victoria St Marsden. HD7 6DF 4455 3 PCT 294 443 4B

52 Dr. R Mitchell & partners Liz Kaye Main

Meltham Group Practice.1 The Cobbles, Meltham HD9 5QQ 6036 3 GP 502.2 443 3A

35 Dr. M Wright &partners Josephine Anderson Main

Croft House Surgery,Manchester Rd, Slaithwaite HD7 5JY 6361 4 GP 142.9 606

46 Dr.Aggarwal & partners Shada Chowdry Main Meltham Rd Surgery,9 Meltham Rd, Lockwood HD1 3UP 8101 5 GP 356.2 678 3B


29 Dr Shamsee &partners Jonathan Himsworth Main

Oaklands Health Centre,Huddersfield Rd, Holmfirth HD9 3TR 6850 4 GP? 910 606 1

36 Dr. Orme & partners Margaret Wade Main

The Health Centre,Fieldhead, Shepley HD8 8DR 6209 3 Other 873.6 606 1

28 Dr. Jennison&partners Roger Parkin Main

Elmwood Health Centre,Huddersfield Rd, Holmfirth HD9 3TR 13120 8 GP? 304.7 869

31 Dr. McArthey & partners Liz Williams Main

Slaithwaite Health Centre,New St, Slaithwaite HD7 5AB 3816 2 PCT 613.7 320 2

25 Dr. O'Leary &partners Janet Hallam Main The Health Centre,12, Sand St HD1 3AL 7759 5 Other 887.2 606 1

51 Dr. Pacynko&partners Trisia Walker Main Meltham Village Surgery,Parkin Lane HD9 4BJ 2644 2 GP 120.5 320 1

30 Dr. Parker & partners Eileen Broadbent Main The Surgery, Marsh Gardens, Honley HD9 6AG 8260 5 GP 359.6 678 3B

37 Dr J Priestman & partners Janet Atkinson Main

Health Centre, Shelley Lane, Kirkburton HD8 0SJ 7363 4 Other 956.6 606 1

40 Dr. Seeley &partners Fran Draper Main

Dearne Valley Health Centre,Wakefield Rd Scissett HD8 9LJ 3669 2 GP 189.3 320

39 Dr. Welch & partners Maria Grayson Main

Skelmanthorpe Health Centre,Commercial Rd, Skelmanthorpe HD8 9DA 8913 5 PCT 712.5 678 1

41 Dr. Welch & partners Branch 313, Wakefield Rd,Denby Dale HD8 8RX GP 163.7 217

12 Dr Nazareth&partners Brigid Collinge Main

Waterloo Health Centre,Wakefield Rd, Waterloo HD5 9XP 8840 5 GP 678 1

58 Dr Bairstow&partner Sue Ramsden Main

Westbourne Surgery,11a St James Rd, Marsh HD1 4QR 3838 2 GP 148.2 320


59 Dr Balendran&partner Main 42, Westbourne Rd, Marsh HD1 4LE 2112 1 GP 89.2 217 3B

23 Dr. Bhuyan Maureen Darling Main

Fartown Health Centre,Spaines Rd, Fartown HD2 2QA 1942 1 PCT 80 217 3A

22 Dr Dutt Graham Jepson Main

Fartown Health Centre,Spaines Rd, Fartown HD2 2QA 1741 1 PCT 81.45 217 3A

60 Dr. Glencross Margaret Shaw Main 140 Fitzwilliam St HD1 5PU 2539 1 GP 116.3 217 3B

17 Drs Handa&Handa Vacant Main 34, Fartown Green Rd, Fartown HD2 1AE 3490 2 GP 87.5 320 3A

44a Drs Hariharan &Hariharan Jenifer Margerison Main

Clifton House Surgery,1Church St, Golcar HD7 4AQ 2780 3 GP 119.2 443 3A

44 Drs Hariharan &Hariharan Susan Hever Branch

144, Moor Hill Rd,Salendine Nook HD3 3XA 2000 1 GP 69.7 217 3B

6 Dr. Jabczynski &partners Carole Askham Main

Almondbury Surgery,Longcroft, Almondbury HD5 8XN 5670 3 GP 103.1 443 3A

15 Dr. Jenkinson &partners Judith Wilkinson Main

364a Wakefield Rd, Dalton HD5 8DY 6027 4 GP 152.5 606 3B

53 Dr. M. Singh Manohar Singh Main 37, Norwood Rd, Birkby HD2 2YD 2538 1 GP 152.9 217 3B

48 Dr. Swift & partners Susan France Main 1Speedwell St, Paddock HD1 4TS 5699 4 GP 231.2 606 3B

47 Dr. Swift & partners Branch 101, Thornhill Rd, Longwood HD3 4UL 2457 1 GP 208.5 217 3B

9 Drs, Watts and Selby Margaret Turner Main

Junction Surgery,Birkhouse Lane, Moldgreen HD5 8BE 5256 3 GP 462.48 443 1

62 Drs. Wybrew&Wybrew Debbie Brook Main 15 Wentworth St HD1 5PX 5256 3 GP 146.3 443 3B

10 Dr. Barnwell & partners Yvonne Armstrong Main

Lepton Surgery,Highgate Lane, Lepton HD8 0HH 7543 4 GP 175.2 606 3A


5 Dr. Barnwell & partners Branch 2 Heaton Moor Rd, Kirkheaton HD5 0ET GP 97.15 217 3A

50 Dr Boulton & partners Gill Jones Main The Surgery,327, Meltham Rd, Netherton HD4 7EX 2128 1 GP 183.4 217 3B

65 Dr Boulton & partners Branch 21, New St, Milnsbridge HD3 4LB 4009 2 GP 533.4 320 1

21 Drs. Butt & Ahmed Graham Jepson Main Bradford Rd Medical Centre,93, Bradford Rd HD1 6DZ 2942 3 GP 175.52 443 3B

16 Drs. Butt & Ahmed Branch 8-10 Brook St,Thornton Lodge HD1 3JW 1800 1 GP 160.9 217 3B

13 Dr. Hamid&partners Fiona Lee Main 1 Church Lane, Newsome HD4 6JE 6554 4 GP 272.7 606 3A

26 Dr. Miller &partners Diana waite Main

Whitehouse Centre,23a, New North Parade 931 1 OTHER 140.25 217 4B

20 Dr Das & partners Diana Macfarlane Main 71a Woodhouse Hill, Fartown HD2 1DH 2754 2 GP 85.7 320 3B

43 Dr. Faulkner & partners Susan Robinson Main

Fieldhead Surgery, Fieldhead,Leymoor Rd, Golcar HD7 4QQ 7805 4 GP 288 606 3A

61 Dr. Gowa Isobel Halstead Main 124, Trinity St HD1 4DT 1965 1 GP 128.1 217 3B

7 Dr. Rehman Anne Holdsworth Main 60 Thornton Lodge Rd, Thornton Lodge HD1 3SB 2037 1 GP 155.1 217 3B

55 Dr. Mason & partners Janet Black Main

Lindley Group practice,62a Acre St, Lindley HD3 3DY 8771 5 GP 207.3 678 3B

56 Dr. Reddy Shoba Reddy Main 19, Greenhead Rd HD1 4EN 2313 1 GP 91.6 217 3B

66 Dr. Reddy Branch

584, Wakefield Rd, Greenside, Huddersfield HD5 8PY inc above GP 63.7 217 3B

49 Dr. Sharman &partners Colin Drake Main

Lockwood Surgery,3,Meltham Rd, Lockwood HD1 3XH 4610 3 GP 202.3 443 3B


S:Premises Development/Kirklees PCT/Kirklees Estate Development Strategy 2006/07 34 Draft 4.12.06

54 Dr. Shembri &partner Jo. Markiewicz Main

Lindley Village Surgery,Thomas St, Lindley HD3 3JD 4279 2 GP 167.6 320 3B

8 Dr. Taylor & partners Pat Guy Main

Crossland Moor Practice,St Lukes Hospital,Blackmoorfoot Rd, Huddersfield HD4 5RQ 4531 3 GP? 141.6 443 3B

Appendix D Condition Survey of PCT premises

Kirklees PCT

Report on the findings from the Estate Appraisal Exercise

Version 3 May 2007


Kirklees PCT Estate Appraisal

Strategem Management and Technical Consultants Kirklees PCT Estate Appraisal Report

Contents

Contents 1 Introduction ....................................................................................................................................................................... 1

1.1 Estate Appraisal Exercise ................................................................................................................................................ 1 2 Estate Appraisal Overview ............................................................................................................................................... 3

2.1 Physical Condition ........................................................................................................................................................... 3 2.2 Fire Safety Compliance ................................................................................................................................................... 5 2.3 Health and Safety Compliance ........................................................................................................................................ 6 2.4 DDA Compliance ............................................................................................................................................................. 8 2.5 Energy Consumption / Conservation ............................................................................................................................. 10 2.6 Space Utilisation ............................................................................................................................................................ 11 2.7 Functional Suitability ...................................................................................................................................................... 13 2.8 Quality ........................................................................................................................................................................... 15

3 Backlog Maintenance ..................................................................................................................................................... 16 4 Summary .......................................................................................................................................................................... 18 Appendix A - Overview of each Property included within the Appraisal


• Introduction

Estate Appraisal Exercise

Kirklees PCT appointed consultancy practice STRATEGEM Management and Technical Consultants to undertake a detailed property appraisal of the land, building fabric and engineering services of a range of primary care facilities within Kirklees PCT.

The following is a list of those premises that were appraised:

• Holme Valley Memorial Hospital.

• Skelmanthorpe Health Centre.

• Whitehouse Centre.

• Marsden Health Centre.

• Golcar Clinic.

• Slaithwaite Health Centre.

• Keldregate Surgery.

• Fartown Health Centre.

• Almondbury Clinic.

• Thornton Lodge Clinic.

• Moorfield Clinic.

• Link Centre.

• Health Promotion Resource Centre.

• Psychological Services.

• Mill Hill Clinic.

• Liversedge Health Centre.

• Saville Town Clinic.

Page 1 of 14


• Shaw Cross Clinic.

• Thornhill Clinic.

• Beckside Court.

• Broughton House.

• Community Loan Store.

A desktop assessment was carried out on the following five other Kirklees PCT properties:

• Cleckheaton.

• Dewsbury.

• Eddercliffe.

• Ravensthorpe.

• Batley.

This report provides an overview / summary of the appraisal predominantly in the form of tables, charts and graphs. An overview summary of each property can be found within Appendix A of this report and there is also a detailed database of the survey information available to accompany this report.

The categorisation of each facet of appraisal uses the Estatecode categorisation of A – D. Reference should be made to that publication for a detailed definition of each category but in general terms A = as new/excellent condition / performance, B = Sound/ operationally safe/reasonable condition / performance, B ( C) = generally reasonable condition but with some items of attention required, C =Operational but poor condition / performance, replacement needed soon and D = very poor / unacceptable condition / performance/ serious risk of imminent breakdown.

Page 2 of 14


• Estate Appraisal Overview

Physical Condition

The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories of condition:

Physical Condition (including hospital)

B16%

B ( C)5%

C29%

D0%

A46%

C/D4%

Physical Condition (excluding hospital)

B20%

B ( C)6%

C13%

D0%

A56%

C/D5%

Note: The categorisation of physical condition from A to D represents the order of condition, with A representing the best condition and D the worst. B is considered to be an adequate condition.

The following table outlines which properties fall within which category for physical condition: Category B Category B (C) Category C Category C/D

Keldregate Surgery Whitehouse Centre Holme Valley Memorial Hospital Golcar Clinic Fartown Health Centre Slaithwaite Health Centre Skelmanthorpe Liversedge Health Centre

Moorfield Clinic Link Centre Marsden Health Centre Mill Hill Clinic Almondbury Clinic Category A

Shaw Cross Clinic Thornton Lodge Clinic Cleckheaton Thornhill Clinic Health Promotion Resource Centre Dewsbury Beckside Court Psychological Services Eddercliffe

Broughton House Saville Town Clinic Ravensthorpe Community Loan Store Batley

Page 3 of 14


The following pie chart provides a more detailed breakdown of the physical condition of Holme Valley Memorial Hospital in relation to each department:

Physica Condition (hospital only)

B ( C)45%

C45%

B10%

A0%

C/D0%

D0%

The following table outlines which buildings etc on the hospital site fall within which category for physical condition: Category B Category B (C) Category C

External Works Day Surgery / Offices Whole Site Engineering

Infrastructure Physio / OT Kitchen / Dining etc Maple Ward

Health Promotions Hawthorne Ward Rowan (Maple) Ward Hospital Street Dental Building Sitting Room

Page 4 of 14


Fire Safety Compliance

The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for compliance with fire regulation standards:

Fire (including hospital)

B24%

B ( C)6%

C24%

D0%

A46%

C/D0%

Fire (excluding hospital)

B29%

B ( C)7%

C7%

D0%

C/D0%

A57%

The following table outlines which properties fall within which category for fire safety compliance: Category A Category B Category B (C) Category C Cleckheaton Skelmanthorpe Keldregate Surgery Holme Valley Memorial Hospital Dewsbury Marsden Health Centre Moorfield Clinic Whitehouse Centre Eddercliffe Golcar Clinic Link Centre Almondbury Clinic.

Ravensthorpe Slaithwaite Health Centre Community Loan Store Thornton Lodge Clinic

Batley Fartown Health Centre Health Promotion Resource Centre

Mill Hill Clinic Psychological Services Shaw Cross Clinic Liversedge Health Centre Thornhill Clinic Saville Town Clinic Beckside Court Broughton House

Page 5 of 14


Health and Safety Compliance

The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for compliance with health and safety regulation standards:

Health & Safety (including hospital)

B11%

B ( C)0%

C42%

A47%

C/D0%

D0%

Health & Safety (excluding hospital)

B13%

B ( C)0%

C30%

C/D0%

A57%

D0%

The following table outlines which properties fall within which category for health and safety compliance: Category A Category B Category B (C) Category C

Cleckheaton Health Promotion Resource Centre Thornhill Clinic Holme Valley Memorial Hospital

Dewsbury Mill Hill Clinic Skelmanthorpe Eddercliffe Shaw Cross Clinic Whitehouse Centre

Ravensthorpe Beckside Court Marsden Health Centre Batley Golcar Clinic

Slaithwaite Health Centre Keldregate Surgery Fartown Health Centre Almondbury Clinic. Thornton Lodge Clinic Moorfield Clinic Link Centre Psychological Services Liversedge Health Centre

Page 6 of 14


Saville Town Clinic Broughton House Community Loan Store

Page 7 of 14


DDA Compliance

The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for compliance with Disability Discrimination Act (DDA) regulations:

DDA (including hospital)

B14%

B ( C)8%

C32%

A46%

C/D0%

D0%

DDA (excluding hospital)

B17%

B ( C)10%

C16%

C/D0%

A57%

D0%

The following table outlines which properties fall within which category for DDA compliance:

Page 8 of 14

Category A Category B Category B (C) Category C Cleckheaton Slaithwaite Health Centre Skelmanthorpe Holme Valley Memorial Hospital

Dewsbury Health Promotion Resource Centre Broughton House Whitehouse Centre

Eddercliffe Mill Hill Clinic Community Loan Store Marsden Health Centre Ravensthorpe Shaw Cross Clinic Golcar Clinic

Batley Thornhill Clinic Keldregate Surgery Beckside Court Fartown Health Centre Almondbury Clinic. Thornton Lodge Clinic Moorfield Clinic Link Centre Psychological Services Liversedge Health Centre


Saville Town Clinic

Page 9 of 14


Energy Consumption / Conservation

The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for energy consumption / conservation performance:

Energy Consumption / Conservation (including hospital)

A47%

B11%

B ( C)4%

C9%

C/D23%

D6%

Energy Consumption / Conservation (excluding hospital)

A57%

B13%

B ( C)5%

C11%

C/D6%

D8%

Note: The categorisation of energy consumption / conservation from A to D represents the order of performance, with A representing the best performance and D the worst. B is considered to be an adequate performance.

The following table outlines which properties fall within which category for energy consumption / conservation performance: Category A Category B (C) Category C Category C/D Cleckheaton Keldregate Surgery Skelmanthorpe Holme Valley Memorial Hospital

Dewsbury Fartown Health Centre Whitehouse Centre Golcar Clinic Eddercliffe Shaw Cross Clinic Marsden Health Centre Health Promotion Resource Centre

Ravensthorpe Thornhill Clinic Almondbury Clinic. Liversedge Health Centre Batley Thornton Lodge Clinic Saville Town Clinic

Category B Moorfield Clinic Mill Hill Clinic Link Centre Category D

Beckside Court Psychological Services Slaithwaite Health Centre Broughton House Community Loan Store

Page 10 of 14


Space Utilisation

The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for space utilisation:

Space Utilisation (including hospital)

Empty0%

Under-utilised50%

Fully utilised47%

Overcrowded3%

Space Utilisation (excluding hospital)

Empty0%

Under-utilised38%

Fully utilised58%

Overcrowded4%

The following table outlines which properties fall within which category for space utilisation: Under-Utilised Fully Utilised Fully Utilised (cont’d)

Holme Valley Memorial Hospital Marsden Health Centre Cleckheaton Skelmanthorpe Slaithwaite Health Centre Eddercliffe

Whitehouse Centre Fartown Health Centre Ravensthorpe Golcar Clinic Almondbury Clinic. Batley

Keldregate Surgery Moorfield Clinic Thornton Lodge Clinic Link Centre Overcrowded Saville Town Clinic Health Promotion Resource Centre Community Loan Store Shaw Cross Clinic Psychological Services

Beckside Court Mill Hill Clinic Dewsbury Liversedge Health Centre

Thornhill Clinic Broughton House

Page 11 of 14


Page 12 of 14


Functional Suitability

The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for functional suitability:

Functional Suitability (excluding hospital)

A63%

B23%

B ( C)2%

C8%

C/D1%

D3%

Functional Suitability (including hospital)

A54%

B18%

B ( C)1%

C24%

C/D1%

D2%

Note: The categorisation of functional suitability from A to D represents the order of performance, with A representing the best performance and D the worst. B is considered to be an adequate performance.

The following table outlines which properties fall within which category for functional suitability: Category A Category B Category B ( C) Category C/D

Beckside Court Skelmanthorpe Link Centre Whitehouse Centre Cleckheaton Marsden Health Centre

Dewsbury Slaithwaite Health Centre Category C Category D

Eddercliffe Fartown Health Centre Holme Valley Memorial Hospital Golcar Clinic

Ravensthorpe Moorfield Clinic Keldregate Surgery Almondbury Clinic.

Batley Health Promotion Resource Centre Liversedge Health Centre Thornton Lodge Clinic

Psychological Services Community Loan Store Mill Hill Clinic

Saville Town Clinic

Page 13 of 14


Shaw Cross Clinic Thornhill Clinic Broughton House

Page 14 of 14


Quality

The following two pie charts (including hospital data and not) represent the percentage (by floor area) of the estate that is considered to be within each of the defined categories for quality:

Quality (including hospital)

A50%

B17%

B ( C)0%

C29%

C/D0%

D4%

Quality (excluding hospital)

A61%

B21%

B ( C)0%

C13%

C/D0%

D5%

Note: The categorisation of quality from A to D represents the order of performance, with A representing the best performance and D the worst. B is considered to be an adequate performance.

The following table outlines which properties fall within which category for quality: Category A Category B Category B ( C) Category D

Slaithwaite Health Centre Whitehouse Centre Psychological Services Marsden Health Centre Cleckheaton Keldregate Surgery Golcar Clinic

Dewsbury Fartown Health Centre Category C Almondbury Clinic.

Eddercliffe Health Promotion Resource Centre Holme Valley Memorial Hospital Thornton Lodge Clinic

Ravensthorpe Mill Hill Clinic Skelmanthorpe Moorfield Clinic Batley Saville Town Clinic Link Centre

Shaw Cross Clinic Liversedge Health Centre Thornhill Clinic Community Loan Store Beckside Court Broughton House

Page 15 of 14


• Backlog Maintenance

The following table outlines the total backlog maintenance expenditure requirement for all properties included within this appraisal:

Physical Condition

Fire, H&S and DDA Compliance

TOTAL

Holme Valley Memorial Hospital

1,127 62 1,189

All other properties

760 207 967

TOTAL 1,887 269 2,156 Note: All figures are reported in £’000’s)

The total backlog maintenance expenditure requirement to bring all Kirklees PCT properties included in the appraisal back to a reasonable condition (i.e. to Estatecode category B) is therefore £2.156m.

A standard backlog maintenance risk assessment was then carried out on each item of work to identify the risk adjusted level of expenditure required. The risk adjusted backlog maintenance expenditure requirement is thus reduced to £1.35m. This suggests that a significant amount of backlog maintenance consists of either low to moderate risk items.

Page 16 of 14

Kirklees PCT Estate Appraisal The following chart outlines for each property, excluding the hospital, the level of expenditure requirement (overall and risk adjusted) in comparison with each other:

Backlog Maintenance(excluding Hospital)

0.00

50.00

100.00

150.00

200.00

250.00

Ske

lman

thor

pe

Whi

teho

use

Cen

tre

Mar

sden

Hea

lth C

entre

Gol

car C

linic

Sla

ithw

aite

Hea

lth C

entre

Kel

dreg

ate

Sur

gery

Farto

wn

Hea

lth C

entre

Alm

ondb

ury

Clin

ic.

Thor

nton

Lod

ge C

linic

Moo

rfiel

d C

linic

Link

Cen

tre

Hea

lth P

rom

otio

n R

esou

rce

Cen

tre

Psy

chol

ogic

al S

ervi

ces

Mill

Hill

Clin

ic

Live

rsed

ge H

ealth

Cen

tre

Sav

ille

Tow

n C

linic

Sha

w C

ross

Clin

ic

Thor

nhill

Clin

ic

Bec

ksid

e C

ourt

Bro

ught

on H

ouse

Com

mun

ity L

oan

Sto

re

Cos

t (£'

000'

s)Overall BacklogRisk Adjusted Backlog

Those properties with an expenditure requirement above £50,000 include:


• Skelmanthorpe.

• Marsden Health Centre.

• Golcar Clinic.

• Psychological Services.



Page 17 of 14


Page 18 of 14

• Summary

Once the full extent of the overall condition is know of a range of properties, such as included in this exercise, it is useful to understand which properties require attention first. A simple prioritisation of those properties with the worst condition and which are also functionally performing poorly is a good starting point for review.

The following properties are those with a physical condition of C or below and a functional suitability assessment of C or below:


• Almondbury Clinic.

• Thornton Lodge Clinic.


• Golcar Clinic.


Whilst issues with all the other properties included in this appraisal should not be ignored, it is interesting to understand that the properties listed above amount to 85% of the overall backlog maintenance expenditure requirement. Also, due to the problems that these properties have with functional suitability, it is likely that any expenditure allocated to them will be higher than the reported backlog cost as alterations / further investment is probable to improve such functional suitability problems.

Specific issues related to these, or any other property included in this appraisal, are summarised in Appendix A or can also be found in the Kirklees PCT Database which accompanies this report.


Appendix A

Overview of each Property included within the Appraisal

Page 19 of 14


Holme Valley Memorial Hospital • Whilst the building structure remains sound the major problems with the buildings on this site are the need to replace most of the softwood

windows and the likely need to completely re-engineer the mechanical and electrical engineering services which are generally reaching the end of their useful life.

• Each of the departments with the hospital are generally functionally adequate for their requirements except the two parts of Maple Ward which is completely outdated and functionally unsuitable.

• The Hawthorne Ward is a newer addition to the site with its own independent engineering services serving it but the previous occupants have moved out and it is currently lying empty.

• An obvious solution would be to move the Maple Ward into the Hawthorne Ward on either a temporary or permanent basis.

Skelmanthorpe Health Centre • Generally, the building requires upgrading including new damp proof course, new floor finishes, re-decorating and re-wiring of electrical

system including lighting.

• A banister is required along the external footpath with a sharp drop to one side.

• Replacement of single glazed windows would improve energy performance.

• Functionally it is adequate considering its aged design and there are vacant rooms throughout the building.

Whitehouse Centre • The building is in a reasonable condition except for some minor improvements.

• A significant amount of external cracking to walls was evident which needs a further structural investigation.


• The building is a converted old house which is unlikely to be functionally suitable and the facility appears to be empty for long periods of the day.

Page 20 of 14


Marsden Health Centre • Generally the building requires upgrading including new floor finishes, redecoration, new boiler plant and re-wiring of the electrical system

including lighting.

• There are concerns over the storage of flammable items in the plant room and flaking panels to the rear room which need to be tested for asbestos.


• Functionally the building is adequate for its requirements and is fully utilised (possible overcrowded in some instances).

Golcar Clinic • The building is in a poor condition and a full refurbishment may be required rather than rectification of individual backlog maintenance

issues.

• The main issues are the need to replace the roof covering, windows, external door, floor and ceiling finishes, the boiler plant and upgrade the electrical system.

• The building is poor in terms of DDA accessibility.

• It is an old building that is functionally inadequate and there are a number of vacant rooms throughout the facility.

Slaithwaite Health Centre • Generally the building is in reasonable condition except a few minor improvements are required, plus the boiler plant is old and will need

replacing in the near future.


• The building is functionally suitable.

Keldregate Surgery • Generally the building is in a good condition with only a few minor improvements required.

• The entrance ramp is too steep and could be a trip hazard.

• The building is a converted dwelling therefore not ideal for modern primary care services but seems to be adequate for its requirements.

Fartwon Health Centre Page 21 of 14


• The building is generally in a good condition.

• There is an excessive amount of air conditioning units attached to the building which will be expensive to run and will affect the energy performance of the building.

• The building is reasonably modern and purpose built therefore is functionally adequate and well used.

Almondbury Clinic • There are several small items of repair required to this building which could be rectified as part of a redecoration programme. The major

item of concern was the probable need to re-wire the facility, including the lighting system.

• The fire alarm may also need to be upgraded due to age and evacuation procedures need to be re-assessed – the fire exit door is security controlled.

• The building is poor in terms of DDA accessibility with the need for an entrance ramp, dedicated parking space and an accessible WC.

• The building is a converted shop and is functionally poor.

Thornton Lodge Clinic • Generally the building needs new flooring and redecorating, along with an upgrade to the electrical system including the lighting.

• The fire alarm system needs upgrading.

• The building could be improved in terms of DDA accessibility.


• The building is a converted house and is therefore functionally poor and appears to be under-utilised.

Moorfield Clinic • Generally the building is in good condition except for a few minor items of repair.


• Functionally and spatial the building provides good accommodation.

Page 22 of 14


Link Centre • The building requires a full redecoration along with other repairs / improvements, including the replacement of the rotten windows.

• The building design is generally adequate for its intended use.

Health Promotion Resource Centre • The department is part of the Princess Royal CHC site and is therefore generally affected by the need to upgrade the engineering services

to the whole site.

• The department is in need of redecoration.

• The facility is adequate for its purpose.

Psychological Services • There are structural concerns regarding the stability of the roof and the attic space – recommend a full structural survey is carried out

which could result in need for new roof.

• The upper floor needs upgrading to floor finishes and decoration.

• There are several items of DDA accessibility improvements required.

• Whilst located in an old building the facility is functionally adequate for its purpose.

Mill Hill Clinic • Reasonably modern building in good condition

• Purpose built facility that works well functionally.

Page 23 of 14


Liversedge • The building is in poor condition and a full refurbishment may be better than attempting to rectify individual backlog maintenance items.

• Items in need of upgrading include new flat roof, new floor and ceiling finishes, general redecoration, heating and hot and cold water system and resurfacing of worn road surface.

• The fire alarm system needs upgrading.

• The building is prone to vandalism.

• Improvements needed to DDA accessibility.

• Functionally the building is an old layout and could be improved but it is generally adequate for requirements.

Saville Town Clinic • Externally the building needs new windows (with protection from vandalism) and general repairs mainly caused by vandalism.

• Internally, the building needs new floor finishes and consideration of re-decoration even though this is generally in sound condition.

• A new boiler plant is also required along with an upgrade to the electrical system and fire alarm system.

• Need to ensure that asbestos panels in the plant room are appropriately managed.

• There are periods when the facility is under-used but functionally the building seems to be adequate for its purpose.

Shaw Cross Clinic • Generally the building is in good condition apart from a few items of repair.

• The building use is currently being shared with the Police but the clinic aspect is small and under-used.

Thornhill Clinic • Generally the building is in good condition apart from a few items of repair.

• Adequate storage of clinical waste bins needs to be provided.

• Designed as a pharmacy space but functionally ideal for district nurse base, except remote from other primary care services

Page 24 of 14


Page 25 of 14

Beckside Court • Generally in very good condition.

• Converted old building into a modern office suite which is therefore functionally very good.

Broughton House • Generally in good condition.

• Purpose built facility that is functionally good.

Community Loan Store • Recommend a full review of the asbestos roof as it leaks yet its frail structure and hazardous material will be difficult to repair without full

replacement – yet the lease on the property is about to expire in the next few years.

• Internally the office accommodation is poor and consideration should be made to completely replace rather than rectify individual items of backlog maintenance.

• The warehouse area was generally adequate condition for its requirements except for the need of a good clean to remove dust etc.

• The location of the laundry room in the plant room was a concern, particularly with the electrical distribution board within this area.

• Purpose built as a warehouse facility but the operational aspects of the facility are inadequately provided for and therefore encroach into storage areas and poor office space makes it functionally poor too

• The office area is overcrowded.


Page 26 of 14

Appendix E: Outline Estate Development Strategy KIRKLEES PRIMARY CARE TRUST Premises Strategy

Community Facility Ref Cond Proposal Comments CAND

Crosland Moor/ Thornton Lodge

Taylor and Martin

8 4B Develop new multi service centre in Crosland Moor, Thornton Lodge area. Include facilities for Community Nursing.

Need to understand impact of Childrens centers on need for community nursing space. Also need to overlay with commissioning plans for Podiatry and CASH

Butt and Ahmed

16 3B

Rehman 7 3B Thornton Lodge Hall

3 4B

Netherton Boulton 50 3B Strategically acceptable. Need to consider replacement in longer term

Newsome health visitors currently based here

Newsome Hamid 13 3A Strategically acceptable. Need to consider replacement in longer term

Newsome district nurses based here

Lockwood Aggarwall 46 3B Strategically acceptable. Need to consider replacement in longer term

Crosland Moor district nurses based here but could potentially move to the new build proposed for the Crosland Moor/Thornton Lodge area

Sharman 49 3B Strategically acceptable. Need to consider replacement in longer term

Crosland Moor health visitors based here but could potentially move to the


Page 27 of 14

new build proposed for the Crosland Moor/Thornton Lodge area

University O’leary 25 1 New premise Strategically acceptable.

Almondbury Almondbury Clinic

2 4b Relocate community nurses into Mill Hill or into the planned Children’s Centre. Almondbury health visiting team and two staff from the children’s centre are based here

Need for replacement facilities for Podiatry. Possibly within redeveloped practice premises

Jabczinski 6 3A Significantly undersized. Needs replacing

Waterloo Dr Adam 12 1 New premise Strategically acceptable.

Moldgreen The Dram Centre

4 4b Re-provide within new Rawthorpe development

Watts and Selby

9 1 Strategically acceptable

Dalton, Rawthorpe, Bradley

Mill Hill 1 2 Strategically acceptable

Jenkinson 15 3B Both practices undersized. Replace with new premises to the north of Wakefield road to serve Dalton, Rawthorpe

Reddy 56 3B

Kirkheaton Barnwell 5 4b Premises undersized. Needs replacement. Practice also manage Lepton. Suggest Lepton be maintained as a branch surgery of Kirkheaton

Lepton Barnwell 10 2


Page 28 of 14

COLNE VALLEY Golcar Golcar Clinic 42 4a Need to develop

service strategy with a view to providing a single building to replace clinic and two practices. Liaise with KMC re siting of LIC

Faulkner ptns 43 3A Hariharan 44a 3A

Slaithwaite Slaithwaite HC 32 3B Strategy will depend on outcome of tendering exercise

Mcarthy 31 3B Within health

centre

Wright ptns 35 Strategy will depend on outcome of tendering exercise

Marsden Marsden HC 34 4B Plans advanced to replace existing building in new 3PD development

Deacon ptns 33 4B Within Health

Centre

Milnsbridge Boulton 65 1 HOLME VALLEY

Holmfirth HVMH 27 4A Strategy to be developed as part of Community Hospital project

Jennison ptns 28 2 Negotiations ongoing to dispose of KPC freehold to Practice or developer.

Clayden ptns 29 1 Strategically acceptable. No requirement to improve or replace

Pacynko 51 1 Mitchell 52 3A Honley Parker 30 3B

DEARNE VALLEY Kirkburton Priestman ptns 37 1 Skelmanthorpe Skelmanthorpe

HC 38 1 Need to

understand future


Page 29 of 14

Welch ptns 39 1 configuration of provider services within Dearne Valley. Consider disposing of HC to 3PD

Within HC

Scissett Seely ptns 40 Denby Dale Welch 41 Sheply Orme 36 1

ASHBROW Fartown Fartown HC 18 3A Dutt 22 3A Single handed

practice in unsuitable premises

Bhuyan 23 3A Single handed practice in unsuitable premises

Handa 17 3A Anderson ptns 19 3A Strategically

acceptable. No requirement to improve or replace

Butt and Ahmad

21 3B Urgent need to replace due to condition and DDA and space. Consider impact on other practices in area

Singh 53 3B Deighton Keldregate 11 3B Consider as part

of “Deighton” Primary Care Centre

Das 20 3B

March/Lindly Hariharan 44 3B Consider including in “Acre Mill” development

Spencer 54 Mason 55 3B Bairstow 58 GreenHead Balindren 59 3B Consider

including within a “Town Centre” development

Wybrew 62 3B Glencross 60 3B Gowa 61 3B Reddy 66 3B Hudd Town Centre Resource

Centre 57 4B Consider

including within a “town centre” development

Princess Royal 67 3A Moorfield 14 4B WhiteHouse 26 4B


Page 30 of 14

Joint Equip Store

24 4B Need to consider future model of service. Existing building not suitable for long term. Lease expires 2012.

DEWSBURY Dewsbury Dewsbury

Centre 68 1 Strategically


Eightlands 110 1 Within HC Medley ptns 111 1 Within HC Victoria

Medical 112 1 Within HC

Mehrotra 85 3B Accommodation included with DHC

Khan, Gafoor 100 4B Accommodation included with DHC

Thimme Gowda/Salam

99 3B Accommodation included with DHC

Earlheaton/Chickenly Rajpura 83 1 Strategically acceptable. No requirement to improve or replace

Lynch 84 2 Practice currently seeking site for development

Shaw Cross Clinic

75 3B Joint use with WYP as SARC. Minimal health use

Mirfield Bedford 90 4B Practice currently seeking new premises

Ravensthorpe Ravensthorpe Centre

70 1 Strategically acceptable. No requirement to improve or replace

North Road 113 1 Within HC Unikrishnan 114 1 Within HC Ahmad 115 1 Within HC Thornhill Thimmegowda 77 3A Strategically


Acceptable as a branch surgery

Bullimoor 78 3B Strategically acceptable. No

Recently extended


Page 31 of 14

requirement to improve or replace

Thornhill Lees New Brewerly

Lane 76 1 Strategically


Asmal 80 2 Strategically acceptable. No requirement to improve or replace

Patel 79 3A Strategically acceptable however long term replacement required

Savile Town Savile Town

Clinic 69 3B

Asmal 81 3B Practice at advanced stage of design for new premises that would cater for.

Patel 82 3B Bhat 95 3A Heckmondwike Ahmad 97 4B Youd 98 3B

SPEN Cleckheaton Cleckheaton

HC 73 1 Strategically


Greenway 108 1 Within HC Fox and

Stringer 109 1 Within HC

Khan, Woodall 101 3B Prasad 103 4B Liversedge Liversedge HC 72 4A Sarathy 105 4A Khan,

Khallique 106 4A

Eddercliffe 74 1 BATLEY

Batley Batley HC 71 1 Strategically acceptable. No requirement to improve or replace

Lidhar 94 1 Within HC


Page 32 of 14

Barker 92 3B Sood 93 3A Broughton

House 91 3A

Rajpura 107 3B Lynch 3B Lee ptns 87 4B Birstal Barker 96 4B Fowers ptnrs 89 3B Strategically


Houghton 88 3A Strategically acceptable. No requirement to improve or replace

Gommersal Lidhar 104 4B Sood 4B Birkenshaw Fowers ptnrs 102 1


Page 33 of 14

Appendix F: Capital Plan Priority

Priority score

Scheme Functional Content Capital £000’s

Additional revenue £000’s

PotentialGP stakeholders

Other Area sqm

1 57 Upgrade Hawthorne Ward HMVH

Intermediate Care in patients

750

2 55 Crosland Moor

Dr Taylor and Martin Dr Butt and Ahmed Dr Rehman

Thornton lodge District Nurses Health Visitors

1100 166

3 54 PCT HQ PCT HQ 4300 500 0 4 53 Huddersfi

eld Town Centre

Dr Balindren Dr Wybrew Dr Glencross Dr Gowa Dr Reddy

Need to establish full PCT and CHFT functional content

1311 +PCT+CHFT

230+PCT+CHFT

5 48 Savile Town

Dr Asmal District nurse CASH

700 50 130

6 47 Acre Mill Dr Hariharan Dr Spenser Dr Mason Dr Bairstow

Need to establish full PCT functional content

1535 + PCT

? 250+PCT

7 47 Golcar Dr Faulkner Dr Hariharan

Community nurses and podiatry

1400 220

8 46 Community Store

Need to establish long term strategy

9 39 Dalton Rawthorpe

Dr Jenkinson Dr Reddy

Community nurses

1033 200

10 36 Bradford Road

Dr Butt and Ahmed

na 443 95

11 35 Newsam Dr Hamid Community nurses

706 130

12 35 Heckmondwike

Dr Youd Dr Lee Dr Ahmad

District nurse treatment room

1538 276

13 32 Marsden Dr Deacon District Nurse Treatments

855 150

14 32 Skelmanthorpe

Dr Welch Community Nurses

200

15 30 Deighton Dr Daz Dr Anderson

Community nurses

637 123

16 28 Liversedge

Dr Sarathy ? 200

17 26 Soothill Dr Lynch 936 190


Page 34 of 14

Batley 18 25 Kirkheato

n Dr Barnwell 1001 201

19 25 Mirfield Dr Bedford ? 1443 250 20 23 Elmwood Dr

Jennison Community Nurses Podiatry

-900

21 17 West Park Dewsbury

Dr Ghafoor n/a 443 72

22 17 Wellington House

Dr Barker n/a 860 140

23 HMVH To be assessed as part of community hospital project.

Note: additional revenue costs estimated as follows. Current costs = area x £110 sqm, new costs = proposed area x £220 sqm.

20kirklees%20estate%

Documents

condition bc

condition cd

physical condition

condition survey reports

pcts estate

current estate

floor area percentage

pct board