New hospital development under the NHP

The NHS’ NHP is the UK government’s commitment to build 40 new hospitals by 2030. The goal is to replace outdated infrastructure with modern, innovative, and sustainable buildings to provide world-class healthcare services and facilities for patients, staff and local communities.

James Paget University Hospitals NHS Foundation Trust (JPUH) is one of the hospitals identified for inclusion in the NHP. The hospital was constructed mostly using reinforced autoclaved aerated concrete (RAAC). This prompted the NHS to ask the government to prioritise the rebuilding of the hospital given the risks it poses. Patients and staff will now benefit from a major new-build hospital, equipped with the latest technology.

System-wide transformation programme

The system-wide transformation programme oversees the transformation and change projects needed to support the development of plans for the Outline Business Case for the new hospital. It also aligns with the Trust’s other transformation programmes.

We developed a Change Framework in partnership with the JPUH NHP and Transformation teams. Together we provided a programmatic approach, collating and evaluating the impact of system-wide transformation programmes to prioritise those that deliver local and system objectives. The approach assures that new models of care and activity assumptions driving the scope, scale and size of capital investment plans are supported by operational plans. It also ensures achieving other objectives delivered as part of wider work programmes eg digitalisation, net zero carbon and improved working environments.

The benefits of the programmatic approach include

• Operationalising local and system strategic goals
• Quantifying and measuring the impact of programmes on strategic objectives and providing assurance on plan delivery
• Enabling system-wide co-ordination and implementation of transformation programmes
• Strengthening system-wide governance, accountability and integration
• Facilitating a whole system approach to data analysis and population health management
• Identifying interdependencies to maximise use of resources across the system

Putting patients first

JPUH’s aim is to keep services person-centred and fully inclusive. Enablers will include digital technology, modern adaptable infrastructure, and an engaged and evolved workforce.

This will be achieved across three key themes:

1. Working with partners on alternatives to hospital care: supporting the population to live well at home, avoiding unnecessary hospital attendances and admissions.
2. Person-centred care with a focus on outcomes and user experience: receiving NHS care at the hospital or in the community needs to be a positive experience and centred on the patient.
3. Coming home and living well in the community: once care has been received, the patient should return home with support to recover and live well.

The service transformation programme and redevelopment of the new hospital will support these themes. This will result in the delivery of key patient benefits, including:

• Improved patient care and outcomes
• Prevention of ill-health
• Reduced waiting times
• Holistic care wrapped around the patient’s mental and physical health and wellbeing needs
• Seven-day service provision
• Number of elective operation cancellations minimised
• Single waiting list across the ICS supporting patient choice
• Seamless transition between hospital care and care provided in the community
• Improved self-management approach for patients with long-term conditions
• Virtual clinics to promote care at home, in the community or remotely
• Reduced lengths of stay through reablement and therapy input

Delivering strategic programme management and cost advice while adding value

Currie & Brown worked with the Trust to produce the Strategic Outline Case (SOC) for the NHP scheme, setting an ambitious but achievable programme plan. Our cost advisors also supported by completing the capital and revenue cost requirements for the SOC.

We met the Trust’s target to circulate drafts of the business case within seven weeks of appointment. Within the first week we recognised that to achieve this programme, the team needed to move towards a robust set of options, which were sufficiently defined and differentiated in line with HM Treasury Green Book guidance. We developed an options scoping framework to facilitate this. Throughout the programme, we used our experience and knowledge of producing NHS business cases to manage and focus the team and deliver at pace, meeting the Trust’s requirements.

We provided structure and process to the system-wide transformation programme. By establishing a Change Framework, this supported mapping and evaluating existing and proposed transformation programmes. We supported JPUH NHP team and JPUH Transformation team to collate the information needed to assess the requirements and outcomes of each project to understand which will deliver best value for the Trust. We developed an Evaluation Framework that provided a mechanism for evaluating existing and proposed transformation projects. This enabled the prioritisation of transformation projects.

Throughout the project, we used our experience and knowledge of setting up and mobilising a system-wide framework that provided a structured approach to enable service transformation to support the delivery of another NHP scheme. We applied lessons learnt, where applicable.

Endorsement of the Currie & Brown team

“The services Currie & Brown provided were first class in every aspect. They have a very strong team, whose breadth of knowledge and technical ability is impressive, and level of enthusiasm is inspiring.” James Hackett, Programme Director, Strategic Estates: New Hospital Programme, James Paget University Hospitals NHS Foundation Trust