year, continued capital investment of over £29.2m into the Estate will see the completion of a significant backlog maintenance programme and the development, Radiology Department, Single Isolation Suite, Outstanding Maternity Service es- tate transformation and enabling and designs for new Endoscopy, Pharmacy, Institute of Research and twin Operating Theatre estate developments at our sister site, St Luke’s Hospital. However, the fact remains that the majority of our buildings were built before the creation of the NHS in 1948 and our estate does not support modern-day healthcare practice. Where we have newer es- tate, it is largely made up of 1960s concrete materials which are now beyond their intended life. Our es- tate portfolio also has significant backlog maintenance investment needs. These are currently calcu- lated at over £86m net. In addition, our estate is compromised by a lack of expansion space, engineering in- frastructure and business continui- ty risks. Our buildings do not easily lend themselves to the provision of modern, efficient healthcare nor do they consistently provide a pleas- ant environment for patients, visi- tors or staff. We are now spending increasing amounts of public mon- ey on maintenance to keep these buildings safe and functional. As a result, the Trust is exploring a number of solutions to improve its estate. One of these solutions is the potential to build a new hospital to replace Bradford Royal Infirma- ry and St Luke’s Hospital. This new hospital,whendesignedwithfuture demand levels and our ability to
deliver virtual services in mind, will ensure that we can meet the health needs of Bradford for many years to come. A Strategic Outlines Case (SOC) has already been developed and submitted to NHS England for inclusion on the New Hopsital Pro- gramme (NHP) for funding. However, the Trust understands and accepts that a new acute teaching hospital is a medium term objective for our Bradford District and Craven Health and Care Part- nership. There are more immediate objectives in our local HCP to build new facilities for Bradford District Care NHS Foundation Trust and Airedale NHS Foundation Trust. These objectives and how we will address them as a Bradford health and care system will be set out in a Bradford District and Craven Estate Strategy. It is our vision for our new hospital to be more than a “repair centre” that our population only attend when they are sick. Through “Act as One” and other ambitions high- lighted in this strategy relating to research and population health management we will create health- care in Bradford District and Craven that is joined up and focusses on prevention and health inequalities. This will mean that we not only re- pair people when they are ill but also address some of the issues that caused someone to become ill in the first place. Bradford Teaching Hospitals will follow a twin track approach to the development of our estate. One workstream will be dedicated to the medium-term objective of building a new teaching hospital whilst we also focus on the backlog mainte- nance and targeted development
of the existing estate and net zero carbon. The second workstream will support the development of a Bradford District and Craven HCP- wide Estates strategy. A new short to medium term Trust Estate Strategy is being developed to focus on immediate investment priorities on a risk-based approach to provide on-going estate opera- tional safety and operational conti- nuity. The extent of any plans that focus on the maintenance and tar- geted development of our existing estate will, of course, be dependent on the Trust remaining financially stable and achieving its financial sustainability targets. Estate Management and Capital Developments are fundamental to the delivery of our Place objectives. Both the Senior Head of Estates and Senior Head of Capital Delivery are great roles and an opportuni- ty to join a highly performing and well-established Estates & Facilities Directorate and to make a differ- ence.
INTRODUCTION
Dear Candidate, Thank you for expressing an interest in working for Bradford Teaching Hospitals NHS Foundation Trust. This is both an exciting and challenging time for us as we seek to come out of Cov- id, manage our elective recovery, and at the same time look at our current and future Es- tate needs for the modernisation and trans- formation of our estate services and the de- velopment and creation of new and existing estate assets to provide modern healthcare environments. We have recently launched our new Corpo- rate Strategy which has ‘Our Place’ at the forefront. Our vision is to be an outstanding provider of healthcare, research and educa- tion and a great place to work. Our objec- tive for Our Place is to ensure that we have a ‘Strategic Estate: Fit for purpose facilities for Bradford’. Our buildings have been well managed by our Estates and Facilities teams. Our Board of Directors has also approved a number of strategic investments to help improve our facilities. This includes a £28m hospital wing at Bradford Royal Infirmary which was opened in 2017, boasting state of the art facilities for the care of older people, pae- diatric and critical care. We have also made a number of refurbishment investments. These totalled £28.5m during 2020/21 and provide new facilities including an Accident and Emergency department Single Isola- tion Suite, Intensive Care Unit (ICU), ENT Operating Theatre, Same Day Elective Care (SDEC) facilities and an Operating Theatre new build and refurbishment. In the current financial operating year 2022/23 and into the forthcoming financial
INTRODUCTION ABOUT US THE ROLE WORKING FOR US APPLICATION PROCESS
Mark Holloway, Executive Director of Estates and Facilities
Made with FlippingBook - PDF hosting