NEW TEACHING & LEARNING FACILITY SOUTHERN GENERAL HOSPITAL FULL BUSINESS CASE TABLE OF CONTENTS: SECTION 1: EXECUTIVE SUMMARY ....................................................................... 1 1.1 CHANGE OF SCOPE POST OUTLINE BUSINESS CASE................................................................. 1 SECTION 2: THE STRATEGIC CASE ....................................................................... 3 2.1 STRATEGIC CONTEXT ......................................................................................................................... 3 2.2 ORGANISATIONAL OVERVIEW......................................................................................................... 5 2.3 BUSINESS STRATEGY & AIMS ........................................................................................................... 6 2.4 OTHER ORGANISATIONAL STRATEGIES ...................................................................................... 7 2.5 INVESTMENT OBJECTIVES ................................................................................................................ 7 2.6 EXISTING ARRANGEMENTS............................................................................................................. 13 2.7 BUSINESS NEEDS – CURRENT & FUTURE .................................................................................... 14 2.8 STRATEGIC RISKS ............................................................................................................................... 15 2.9 CONSTRAINTS & DEPENDENCIES .................................................................................................. 16 SECTION 3: THE ECONOMIC CASE ...................................................................... 17 3.1 PREFERRED OPTION .......................................................................................................................... 17 SECTION 4: THE COMMERCIAL CASE ................................................................. 18 4.1 SECTION OVERVIEW .......................................................................................................................... 18 4.2 REQUIRED SERVICES ......................................................................................................................... 19 4.3 RISK AND THE COMMERCIAL FRAMEWORK ............................................................................ 19 4.4 CHANGE CONTROL PROCEDURES ................................................................................................ 19 4.5 OPEN BOOK PHILOSOPHY ................................................................................................................ 20 SECTION 5: THE FINANCIAL CASE ...................................................................... 21 5.1 OVERVIEW............................................................................................................................................. 21 5.2 CHANGE TO SCOPE POST OBC ........................................................................................................ 21 5.3 CAPITAL REQUIREMENTS ................................................................................................................ 21 5.4 ASSUMPTIONS USED IN CALCULATING CONSTRUCTION COSTS ....................................... 22 5.5 RISK REGISTER .................................................................................................................................... 22 5.6 CAPITAL FUNDING .............................................................................................................................. 22 5.7 REVENUE IMPACT............................................................................................................................... 23 5.8 REVENUE AFFORDABILITY ............................................................................................................. 24 5.9 PROPOSED CONTRACT STRUCTURE ............................................................................................ 24 5.10 DISPOSAL OF LAND TO THE UNIVERSITY................................................................................... 24 5.11 IMPACT ON BALANCE SHEET ......................................................................................................... 24 SECTION 6: THE MANAGEMENT CASE ............................................................... 26 6.1 PROJECT MANAGEMENT.................................................................................................................. 26 6.2 CHANGE MANAGEMENT ................................................................................................................... 29 6.3 RISK MANAGEMENT .......................................................................................................................... 29 6.4 POST PROJECT EVALUATION ......................................................................................................... 30 APPENDIX 1: COST FORM FB1 ............................................................................. 32 APPENDIX 2: AGREED TARGET PRICE RISK REGISTER .................................. 33 APPENDIX 3: OWNERSHIP AGREEMENT LETTER ............................................. 44 APPENDIX 4: SCHEDULE OF ACCOMMODATION .............................................. 50 APPENDIX 5: DESIGN STATEMENT ..................................................................... 53 APPENDIX 6: SOUTHERN GENERAL HOSPITAL CAMPUS MASTERPLAN ...... 59 APPENDIX 7: AGREED SIGNED OFF GENERAL ARRANGEMENTS 1:200 ........ 60 APPENDIX 8: AEDET .............................................................................................. 64 APPENDIX 9: CHANGE CONTROL FORM ............................................................ 65 SECTION 1: EXECUTIVE SUMMARY As part of the development of a world class campus throughout Southern General site, NHS Greater Glasgow & Clyde and the University of Glasgow, as partners, intend to build a Teaching and Learning Facility. This facility will yield benefits for staff and students and ultimately improve services for patients and their communities. The Teaching and Learning Facility will consolidate a series of fragmented NHS training and meeting locations throughout Greater Glasgow and Clyde, replacing facilities on the Western Infirmary, Victoria Infirmary, Southern General and at the Royal Hospital for Sick Children (RHSC) hospital sites which will close following the transfer of clinical services to the New South Glasgow Hospitals in 2015. The University of Glasgow, as a strategic partner in this venture, seeks to further enhance their reputation as a world leader in medical academia, training and research. The only viable site available on the Southern General site for this facility is on the area currently occupied by Mental Health Services, who have transferred to the Leverndale site in 2013. By 2015, the Southern General site will comprise: a new 1,109 bedded adult hospital; a 256 bedded children’s hospital; a new laboratory building; maternity services; Institute of Neurological Sciences; the National Spinal Unit; Westmarc (the rehabilitation technology service for the West of Scotland); elderly services; and facilities for young physically disabled. There will be 10,000 staff and circa 1,000 undergraduate and post graduate students on the site, all requiring access to educational facilities to support their education and training needs. Providing the building on the Southern General site will be the most efficient way for staff and students to access the facilities. The NHS element of the capital cost of the Teaching and Learning Facility can be funded from within the New South Glasgow Hospitals’ project budget of £841.7m. This proposal was discussed and supported at the Boards Acute Services Strategy Board in December 2012. 1.1 CHANGE OF SCOPE POST OUTLINE BUSINESS CASE Scottish Enterprise approached NHS Greater Glasgow and Clyde post Outline Business Case (OBC) submission for the introduction of an additional floor (development of a Stratified Medicine Scotland Innovation Centre) to the Teaching & Learning Facility. The design and specification was fast tracked to align with the current programme, the University of Glasgow will be solely responsible for the management of the Stratified Medicine Innovation centre (SMIC) on completion of the construction. This floor will be maintained by NHS Greater Glasgow & Clyde with applicable cross charge as detailed within the Financial Case. This additional floor will have no impact on NHS Greater Glasgow and Clyde cost elements, however, will impact on the University share as identified within the financial case. The University of Glasgow share has subsequently increased to 60%. Due to this additional floor, a Pre Planning Notification was submitted with a new Planning Application. 1 | 65
There has been active and collaborative input from technical, clinical and academic colleagues into the design of the Teaching & Learning Facility from both parties, NHS Greater Glasgow and Clyde and the University of Glasgow, and its governance processes. Key programme dates are summarised below: New Teaching & Learning Facility – Summary of Key Programme Dates OBC Capital Investment Group Approval 26th February 2013 Glasgow City Council Planning Approval 11th September 2013 Target Price Agreed 11th September 2013 FBC Capital Investment Group Approval 6th November 2013 Anticipated Construction Commencement 18th November 2013 Anticipated Construction Completion May 2015 Target price has been developed as part of an iterative process linked to a design that supports an efficient and functional building which will be a flagship to NHS Greater Glasgow and Clyde and the University of Glasgow. 2 | 65
SECTION 2: THE STRATEGIC CASE 2.1 STRATEGIC CONTEXT Following an Acute Services Review (ASR) of Glasgow services, two new Ambulatory Care Hospitals have been built in the North and South of the city at the Stobhill Hospital and Victoria Infirmary sites respectively. These represent Phase 1 of the ASR and opened in 2009. Phase 2 of the ASR is well underway with the investment of £842m in a new laboratory building (opened March 2012) and a new 1,109 bedded adult hospital and 256 bedded children’s hospital all on the Southern General Campus. The new hospitals are due to open in 2015. This will mean that the Southern General Campus will have triple location of adult, paediatric and maternity services. In addition, this site houses the national neurological services in the Institute of Neurological Sciences. The new laboratory will support both the new adult and children’s hospital on the Southern General Campus, and the centralisation of a number of laboratory services which are currently located across Glasgow. The 25,000m2 laboratory facility, opened in March 2012, also houses the City Morgue, an integrated Facilities Management Complex with a deliveries depot, and an underground link to the hospitals. There will be approximately 10,000 staff based at the New Southern General Campus. The programmed closure of the Royal Hospital for Sick Children at Yorkhill and the Western Infirmary requires the relocation of core teaching, learning and research space for the University of Glasgow’s College of Medicine, Veterinary and Life Sciences (MLVS). The Board has also identified a need to provide accommodation for professional and clinical training activities. The Board and the University have therefore agreed to develop a shared facility that co‐locates their respective requirements, taking advantage of operational and spatial synergies, and co‐location with one of the largest acute teaching hospitals in the UK, when completed in 2015. NHS Greater Glasgow and Clyde Requirements The new laboratory building, and the new adult and children’s hospitals include a range of flexible meeting and seminar rooms that will meet the needs of the majority of meetings and small groups training sessions. However, as 10,000 staff will be regularly based at the new Southern General Campus it would be advantageous to meet their on‐going educational and training needs, and a more efficient use of staff time to provide the facility within one of UK’s largest hospital sites. The types of training needs which could be met in this facility are: ¾ On‐going training for over 500 post‐graduate medical trainees who will be based on the site, this will include access to the skills laboratory. This facility will also be used for: medical examinations; on‐going training for medical staff, nursing staff, Allied Health Professionals (AHPs) and other staff working in clinical areas; and team exercise training. 3 | 65
¾ The Continuing Professional Development for consultant and trust grade staff to meet GMC requirements for revalidation. These will predominantly be seminar and small lecture activities, but also require access to the practical skills area. ¾ Hands on training including: Moving & Handling ‐ the practical element; Practice Development; Conflict Management; Resuscitation Training ‐ including Advanced Life Support courses; Child Protection; and Infection Control training. All of these topic specific areas have moved, or are moving to, a combination of e‐learning to cover the theory aspects of the programmes and practical clinical skills development where clinical practice can be observed. ¾ Core Mandatory and Statutory Programmes targeted at 70 plus participants per session, these sessions are currently run in lecture theatres across the Division. Induction programmes for all staff groups are also run on a similar scale throughout the year. These events could be held in the lecture theatre. ¾ IT applications training of large staff groups for example Trakcare and Eess. ¾ There is also a requirement for a staff library modelled on the library being developed at Glasgow Royal Infirmary. Whilst nearly all nursing and medical journals are available electronically, there are still significant AHP disciplines that require access to their periodicals (which are only produced in hard copy) and there remains a continuing demand for access to hard back reference books. This space would be multifunctional and contain a central computer cluster. University of Glasgow Requirements When the New South Glasgow Hospital opens in 2015 it will be one of the largest acute hospitals in the UK and home to major specialist services such as children’s services, renal medicine, transplantation and diagnostic services. The University therefore wishes to establish a multi‐professional and integrated facility which will: ¾ Enable a wide range of teaching and learning activities to take place, including e‐learning and traditional lectures, tutorials and small group teaching. ¾ Be one of the main academics teaching sites (together with the Wolfson Medical School Building and Glasgow Royal Infirmary) for the delivery of the Undergraduate Medical programme. ¾ Attract the best students and staff. ¾ Improve the quality of life and development of students and staff. ¾ Provide facilities for Clinical skills tuition, didactic lectures and tutorials, problem based learning and self directed study for FY1 & 2 (Foundation Year 1 & 2). 4 | 65
The strategy and operations of both organisations have been established and a schedule of accommodation developed. The schedule is attached at Appendix 4 and is based on the following assumptions: ¾ Public areas such as reception, café and resource spaces are shared by both partners. ¾ Teaching and training rooms are to be shared by both parties. ¾ Providing flexible office accommodation, negating dedicated office spaces, promoting a “hot desking” environment within staffed areas. ¾ Service and support spaces (plant rooms, horizontal and vertical circulation, WCs etc) are shared. Changes Post Outline Business Case to Scope In addition to this, the University of Glasgow is proud to lead the development of the Stratified Medicine Scotland Innovation Centre (SMIC), which is the result of successful collaboration across Universities, industry and Government. The Stratified Medicine Innovation Centre is recognised as a key strategic catalyst to the future of diagnosis and treatment of disease. It is being driven by scientists increasing understanding of disease, coupled with the accelerating costs of chronic disease and the impact of this upon services. The application of Stratified Medicine, which depends critically upon information datasets, will enable treatments to be tailored to benefit the most increasing health outcomes and reducing adverse reactions. The location of the SMIC, at the heart of the hospital campus, will provide unique access to sequenced human genomes combined with clinical data, to enable world leading developments in stratified medicine in chronic diseases including cancer, cardiovascular and diabetes, stroke, rheumatoid arthritis and respiratory disease. 2.2 ORGANISATIONAL OVERVIEW NHS Greater Glasgow and Clyde NHS Greater Glasgow and Clyde, serving a population of 1.2 million people, employs 44,000 staff with an annual budget of £2.7 billion. Acute services are delivered from 10 major hospitals, 3 of which lie within Clyde and 7 are located within Glasgow itself. University of Glasgow University of Glasgow was founded in 1451 and has over 23,000 undergraduate and post graduate students, and more than 6,000 staff. The Undergraduate Medical School has approximately 1,460 students of which, approximately 872 undergraduate students will be based at the Southern General Campus at any one time. In addition to this, circa 150 postgraduate students will also be based on the Southern General Campus. 5 | 65
2.3 BUSINESS STRATEGY & AIMS The new Southern General site will offer a unique opportunity for NHS and University collaboration in providing state of the art facilitates on a major site which offers a full range of children’s, adult and maternity services and, in addition, access to specialist services such as neurology, renal medicine and renal transplantation and national paediatric services. The University and NHS have been working collaboratively to develop a design brief for the facilities and it is planned that the teaching and learning facility will include the following: ¾ 506 seat Lecture Theatre. ¾ Clinical Skills Facility. ¾ Teaching Laboratory. ¾ Learning Resource Centre. ¾ Teaching/Training rooms of various sizes. ¾ Study rooms. ¾ Stratified Medicine Scotland Innovation Centre (SMIC). The total Gross Internal floor Area (GIFA) is 6,100m2. The lecture theatre will be used for a wide range of purposes examples of which are given below: ¾ Teaching and education by Glasgow University for university students. ¾ Holding induction sessions for junior doctors which occur several times a year. ¾ medical education lectures for medical staff with guest lecturers attracting 300 plus attendees. ¾ Primary /Secondary Care Staff interface meetings. ¾ Patient education /Support group meetings for example osteoporosis patient groups. ¾ Corporate Management and staff group meetings (10,000 staff on site therefore there will be a need to speak to whole staff groups). ¾ Medical staff Association meetings. The Teaching and Learning Facility will be physically linked to the New South Glasgow Hospitals building facilitating ease of access, improved adjacencies and pedestrian flows within the site. The SMIC will occupy the upper level over a floor area of 1,200m2. It will comprise a bio‐
informatics area and chemistry capable laboratory space with a proportion of shared access and circulation space. 6 | 65
2.4
OTHER ORGANISATIONAL STRATEGIES Key Staff Recruitment and Retention NHS Lothian has enjoyed success in attracting research focussed clinical staff with the facilities at Little France. At present Little France, comprises Acute Services in the Royal Infirmary of Edinburgh, University of Edinburgh Teaching and Research Buildings, and the Bio quarter Research and Development Park. NHS Greater Glasgow and Clyde recognises the success of this model, and wishes to emulate this with the location of Adult, Paediatric, Maternity and Neurosciences on the Southern General Site, alongside the construction of a Clinical Research Facility within the Institute of Neurosciences. The campus will offer an attractive combination of specialties for ambitious clinical staff and researchers. University of Glasgow The University of Glasgow is confident that the location of the New Teaching & Learning Facility within the campus of Adult, Paediatric, Maternity and Neurosciences on the Southern General Site, alongside a Clinical Research Facility, will attract the best students and staff for the University. 2.5 INVESTMENT OBJECTIVES Overview The investment will have a number of key objectives which can be presented in the broad categories of: ¾
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Strategic/Service. Design. Sustainability. Student/Staff Experience. Quality Strategy. These are detailed below: Strategic/Service NHS GGC With the closure of the Western Infirmary, the Victoria Infirmary, the RHSC and the facilities at the Walton Centre on the Southern General site (already demolished), a teaching and learning facility is required to re‐provide the training needs of staff based at the Southern General but will be utilised by all NHS Greater Glasgow and Clyde staff. A facility in the West of Scotland incorporating a clinical skills laboratory will save staff travelling times to other areas, and the inclusion of the high quality lecture theatre will attract external events. It will also: 7 | 65
¾ Enable NHS Greater Glasgow and Clyde to achieve the objectives set out in the Scottish Government’s 2020 vision: ¾ The Scottish Government's 2020 Vision is that by 2020 everyone is able to live longer healthier lives at home, or in a homely setting and, that we will have a healthcare system where: ¾ We have integrated health and social care. ¾ There is a focus on prevention, anticipation and supported self‐management. ¾ Hospital treatment is required, and cannot be provided in a community setting, day case treatment will be the norm. ¾ Whatever the setting, care will be provided to the highest standards of quality and safety, with the person at the centre of all decisions. ¾ There will be a focus on ensuring that people get back into their home or community environment as soon as appropriate, with minimal risk of re‐admission. ¾ Deliver NHS Greater Glasgow and Clyde planning goals by supporting strategies for service remodelling and redesign that have been the subject of extensive public engagement and involvement. ¾ Sustain the progress made towards establishing a culture of partnership and integration that is an essential foundation for the future of teaching & learning. University of Glasgow The University of Glasgow seeks to improve educational facilities for 4th and 5th year undergraduate medical students and FY1 & 2 (Foundation Year 1 & 2) students at the Southern General site. Design The design will deliver the following: ¾ Achieve a high design quality in accordance with the Board’s Design Action Plan, Design Statement and guidance available from Heath Facilities Scotland. ¾ Meet statutory requirements and obligations for public buildings e.g. with regards to Disability Discrimination Act (DDA), Health Environment Inspectorate (HEI), Healthcare Associated Infections (HAI). ¾ Achieve a Building, Research, Establishment, Environmental, Assessment, Method, (BREEAM) rating of ‘Excellent’. 8 | 65
Sustainability Sustainability Objective NHS Greater Glasgow and Clyde and University of Glasgow are committed to the Scottish Government’s purpose: “to create a more successful country where all of Scotland can flourish through increasing sustainable economic growth.” Sustainability is a key investment objective for the new Teaching & Learning Facility and a BREEAM Assessor has been appointed to the technical team. This appointment has been made at an early stage of the design process in order to maximise the potential to obtain a BREEAM Excellent rating, which is a requirement of the Scottish Government for New Build Projects. These projects will be assessed under BREEAM 2011 and it is estimated that a 5 – 10% increase in BREEAM 2008 scoring will be required in order to achieve a similar score under BREEAM 2011. The BREEAM Assessor has taken a proactive approach by meeting with members of the team, individually, to offer clarity around the duties of each professional discipline together with the NHS GG&C duties such as ensuring stakeholder participation. The BREEAM Accreditation will be assessed against the following categories: ¾ Management ¾ Health & Wellbeing ¾ Energy ¾ Transport ¾ Water ¾ Materials ¾ Waste ¾ Land Use and Ecology ¾ Pollution ¾ Innovation NHS Greater Glasgow and Clyde has taken cognisance of the principles laid down both locally and nationally for the promotion of sustainability. Due regard is being given to the framework set out in “A Sustainable Development Strategy for NHS Scotland”. The building will: ¾ Deliver more energy efficient premises within the NHS Greater Glasgow and Clyde estate, reducing CO2 emissions and contributing to a reduction in whole life costs. ¾ Achieve BREEAM Excellent ‐ provide a standard that will have a carbon emission level 25% lower than a building satisfying the current Technical Standards. This represents an overall reduction of 62.5% on the baseline 2002 Technical Standards. 9 | 65
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Demonstrate the commitment of the University of Glasgow in partnership with NHS Greater Glasgow and Clyde to reducing the environmental impact of its operations. The University of Glasgow Carbon Efficiency Overarching Technical recognises the need to incorporate best low carbon and sustainability practices into the design and operation of this building. Student/Staff Experience In terms of the staff and students the building will deliver: ¾ Access to a range of services in a single location and not previously available locally. ¾ Unified access ‐ this will improve service co‐ordination and ensure that students and staff have the best possible facilities. ¾ A more integrated and partnering approach to service delivery by NHS Greater Glasgow and Clyde and the University of Glasgow. ¾ An improved physical environment. ¾ Enhanced teaching and learning adjacencies. ¾ A flexible building that provides a combined shared education and learning facility that optimises higher education for both organisations. ¾ Close proximity to one of the largest acute hospitals sites in the UK. IT Pioneering work is progressing on the IT network infrastructure and related telecommunication requirements to support the development and collaborative working environment in the joint Teaching & Learning Facility on the New South Glasgow Hospital site. While there are extensive complexities around the unification of N3 NHS Network and JANET University Network the IT professionals from each of these organisations will provide joint working in this new facility. The New South Glasgow Hospital site currently has an integrated IP network integrating traditional data and IP voice services with many additional systems including Building Management Systems, CCTV, Fire and Intruder Alarms. It is essential that access to these systems and voice communication are provided to the highest available standards. The agreed solution will provide NHS and University network access from the same wireless infrastructure. The solution will maintain the security and integrity of both networks whilst displaying how network authentication will be achieved. IT and related communication systems are the foundation for clinical care across the New South Glasgow project. It is vital that the high standards implemented across the site are continued in the new education and teaching facility.
Quality Strategy The Healthcare Quality Strategy for Scotland published in May 2010 sets out the three Quality Ambitions for NHS Scotland. 10 | 65
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Mutually beneficial partnerships between patients, their families and those delivering healthcare services which respect individual needs and values and which demonstrate compassion, continuity, clear communication and shared decision‐making. There will be no avoidable injury or harm to people from healthcare they receive, and an appropriate, clean and safe environment will be provided for the delivery of healthcare services at all times. The most appropriate treatments, interventions, support and services will be provided at the right time to everyone who will benefit, and wasteful or harmful variation will be eradicated. In order to support these ambitions, NHS Greater Glasgow and Clyde aspires to promote clinical excellence, by offering the 10,000 staff who will be based on the Southern General site, and indeed the other 34,000 staff based in other facilities, access to education and learning focussed facilities. The building will include a clinical skills facility with 12 beds, a teaching laboratory, and numerous state of the art training rooms, all of which are conducive to a learning environment away from busy clinical areas. Key Quality Commitments of NHS GG&C 1. The facility will be energy efficient: by lowering the Boards carbon footprint. The building design focuses on sustainability, carbon reduction and renewable energy. During the construction we will ask our construction partner to achieve a BREEAM Excellent build. 2. The facility is “to provide quality healthcare through investing in our staff, buildings, services and learning”. By building a Teaching and Learning Facility all of the Board’s staff will benefit: ¾ On‐going training for over 500 post‐graduate medical trainees who will be based on the site. ¾ Access to the clinical skills facility for all staff. ¾ Continuing Professional Development for consultant and trust grade staff. ¾ Hands on training facilities. ¾ Core Mandatory and Statutory Programmes. Strategic/Service Objectives Primary Objective Secondary Objective Measure:
Timetable Deliver training, lectures and clinical skills within the Southern General Campus (NHS Staff) Review attendance figures
Travel time reduction Measure number of course availability Review attendance figures
6 to 12 months from opening Improved Access to an Integrated Education Facility Deliver training, lectures and 6 to 12 11 | 65
Primary Objective Secondary Objective Measure:
Timetable clinical skills within the Southern
General Campus (University of Glasgow Students) Professional Requirements Improve Integration of Teaching & Learning for NHS Greater Glasgow and Clyde and University of Glasgow Improved Staff Experience, Recruitment and Retention Travel time reduction Measure number of course availability Clinical Adjacencies Course availability and specialised training Stats from Medical Professionals Student Surveys Professional Network Increased range of clinics from different specialties held within the centre Improving Specialised Training
Measure the number of placements/sessions taken up by each discipline Flexible working environment –
Increased clinical capacity
encourage access to work space rather than return to base Reduced travel time and travel cost Modernise clinical service delivery Measure the number of through use of skills centre placements/sessions taken up by each discipline Meets requirements of Number of membership Professional Bodies exams held on campus Mentor availability within one campus. Student Surveys
Improved Integration of Teaching & Learning between NHS Greater Glasgow and Clyde and University of Glasgow Produce Innovative ways of teaching, learning and working Better location for both organisations Designed to meet student and staff Requirements. Measure activity timetabling.
Reduction in costs to provide integrated services Reduced travel time and travel cost Retention rates
Reduced Sickness Absence Rates Staff survey months from opening 6 to 12 months from opening 12 to 18 months from opening 6 to 12 months from opening 6 to 12 months from opening 6 to 12 months from opening 6 to 12 months from opening 6 to 12 months from opening 12 to 18 months from opening 6 to 12 months from opening 12 | 65
Design Quality Objectives NHS Greater Glasgow and Clyde and University of Glasgow are committed to the integration of design quality in the procurement of the new Teaching & Learning Facility. A Design Statement has been prepared, in consultation with the key project stakeholders, and has been issued to representatives from Health Facilities Scotland (HFS). The design statement sets out in detail the specific objectives to be achieved and sets out a series of key, non‐negotiable performance criteria related to students, staff and visitors. It defines benchmarks for how the design will help to deliver these objectives. The design statement is attached at Appendix 5. The design statement is a key briefing document for the Design Team and has been used to inform the more detailed briefing documents such as the Schedules of Accommodation, key adjacencies and Room Data Sheets. The project has used the Achieving Excellent Design Evaluation Toolkit (AEDET) to assess design quality throughout the procurement process. The initial AEDET Assessment has been carried out based on the current design and is attached as Appendix 8. 2.6 EXISTING ARRANGEMENTS NHS Greater Glasgow & Clyde The current arrangements for the teaching and learning facilities for NHS GG&C staff are in the hospital sites that are being closed. The facilities at each are detailed below: ¾ Western Infirmary ‐ library, lecture theatre (shared with University of Glasgow) & IT clusters. ¾ Victoria Infirmary ‐ Ebenezer Duncan Centre comprising lecture theatre and meeting rooms. ¾ RHSC ‐ library and IT clusters. ¾ Southern General ‐ the Walton Centre (now demolished) comprising lecture theatre & meeting rooms, and a library (this is at present in a temporary area as the original library was demolished to allow the construct of the new hospitals). ¾ Currently having to utilise off site venues to cater for high volume lectures. There are also local training sessions in meeting rooms throughout all hospitals and this practice will continue in the new build. 13 | 65
University of Glasgow University of Glasgow has facilities at the Western Infirmary and the Royal Hospital for Sick Children at Yorkhill. These are varied in nature and quality and few of these areas were designed to meet their present function of teaching and learning. With the opening of the New South Glasgow Hospital and the transfer of clinical services both the Western Infirmary and RHSC sites will close. There is therefore a need to replace these facilities on the new hospital campus. 2.7
BUSINESS NEEDS – CURRENT & FUTURE A new, purpose built Teaching and Learning Facility on the Southern General Site will provide the following benefits: ¾ Establishment of a multi‐professional and integrated facility which will enable a collaborative NHS and University relationship providing a wide range of teaching and learning activities, including e‐learning and traditional lectures, tutorials and small group teaching. ¾ Provide facilities for clinical skills tuition, didactic lectures and tutorials, problem based learning and self directed study for FY1 & 2 (Foundation Year 1 & 2). ¾ As outlined in Sections 2 E.7 and 2H in the Full Business Case for the ‘New South Glasgow Hospitals’ in October 2010, the consolidation of four acute sites onto the Southern General Campus will allow access to a wide range of clinical services including regional and national specialist services thereby enhancing opportunities for teaching and research. The single site location will, for the first time in Glasgow, offer the opportunity for the co‐location of paediatric teaching and research staff with lecturers and researchers from adult disciplines. Not only will this foster professional collaboration but offers efficient use of educational and research facilities through the economies of scale. ¾ Will attract the best students and staff for the University and retain high quality staff in all disciplines for the NHS. ¾ Will be one of the main academic teaching sites (together with the Wolfson Medical School Building and Glasgow Royal Infirmary) for the delivery of the undergraduate medical programme. ¾ Will improve the quality of life and development of students and staff. ¾ Facilitates NHS Greater Glasgow and Clyde in maintaining core mandatory and statutory programmes of teaching and learning and continued professional development for medical and nursing staff. ¾ Will provide quality, fit for purpose teaching and learning facilities for all disciplines of NHS staff close to their point of work hence learning can be integrated with the work 14 | 65
without loss of time in travelling from site to site, and thereby, maximising time dedicated to patient care. ¾ Shared space utilisation resulting in a more effective, efficient and economical modelling of the building. 2.8 STRATEGIC RISKS The main project risks and mitigation factors were identified as below: Description Business Risks Financial Mitigation Robust business case & procurement process Regulation Encompass current legislation Environmental Early sustainability briefing and Planning consultation Strategic Joint development agreement with partners Quality Detailed briefing & monitoring Procurement method Adopt NHS Framework Scotland Organisational Agreed early project management framework and delegated authority limits Service Risks Technical Employ strict change control management processes Cost Employ strict change control management processes Programming Employ strict change control management processes Operational Support Control service User input effectively Resource Adequate resources have been identified and dedicated team aligned External Environmental Risks Ground Conditions Review and additional Site Investigations (SI) for surrounding areas. Neighbouring Disturbance Manage with appropriate communications – NHS Southern General Campus Only 15 | 65
2.9
CONSTRAINTS & DEPENDENCIES Constraints
Programming & Site ▫ Maintaining vehicular access and egress during the Conditions : course of construction to the existing services within Southern General Site. ▫ Review of surrounding area site investigations and arrange for additional SI when site becomes available.
Planning Approvals: ▫ Initial engagement with Glasgow City Council Planning concluded and continuous liaison as the project develops. Full Planning Consent anticipated September 2013 Quality: ▫ Achieve a minimum target score of 4/6 in the AEDET categories under the AEDET review process.

Sustainability: ▫ Achievement of BREEAM ‘Excellent’ for the new building. Dependencies Land: The development will be created within the boundaries of the Southern General Hospital and the land and buildings will be shared on a pro indiviso basis for capital costs and ongoing services costs. The Board and University of Glasgow have agreed a draft Heads of Terms to reflect the respective pro indiviso share of costs and the terms of the service agreement for building hard and soft FM services provided by the Board on behalf of all parties. The term of the pro indiviso agreement will be 45 years with an option at year 20 for University of Glasgow to terminate their pro indiviso share of the land and property with a buy back clause in favour of the Board. 16 | 65
SECTION 3: THE ECONOMIC CASE The New South Hospitals (new adult and new children’s hospital on the Southern General Campus) will result in circa 10,000 employed staff on the campus. The Teaching and Learning Facility provides facilities for staff to meet their ongoing programme of continuing learning and professional development. The proposed Teaching and Learning Facility must be located next to the acute services to allow access to specialty services, integrate with clinical teaching and, for NHS staff, near to their work base. Limited land is available on the Southern General Campus and, with the massive building infrastructure on site there is only one option for siting the Teaching and Learning Facility on the campus. This is on the site of the current Acute Mental Health Services which are relocating to new facilities at Leverndale in June 2013. There is no other land of the required footprint available on the Southern General Site to meet the current new adult & children’s hospital build programmes: Adult and Paediatric Hospitals’ completion date is Feb 2015; Teaching & Learning Facility completion date May 2015; The medical academic term commences Sept 2015. The preferred option for the scheme is a new build Teaching and Learning Facility on the site of the Mental Health Building on the Southern General site. 3.1 PREFERRED OPTION As described, the aim of the Teaching and Learning Facility is to consolidate a series of fragmented NHS training and meeting locations throughout Greater Glasgow and Clyde, replace facilities on the Western Infirmary, Victoria Infirmary, Southern General and at the Royal Hospital for Sick Children (RHSC) hospital sites which will close following the transfer of clinical services to the New South Glasgow Hospitals in 2015. Staff time may be freed up from un‐productive travelling and provide added value to clinical activities, including delivery services to patients. The University of Glasgow, as partners in this venture, seek to further enhance their reputation as a world leader in medical related academia and research. For that reason, the preferred location for the Teaching & Learning Facility is next to a hub of acute services to support access to specialty services and integrate academic, clinical teaching and research activities. 17 | 65
SECTION 4: THE COMMERCIAL CASE 4.1 SECTION OVERVIEW It is proposed that NHS Greater Glasgow and Clyde will, subject to receiving approval from Capital Investment Group (CIG) to proceed, enter into a contract with Bam Construction Limited for the total construction cost of the Teaching and Learning Facility. NHS Greater Glasgow and Clyde will be responsible for managing all commercial transactions made to Bam Construction Limited for the construction of the Teaching and Learning Facility. NHS Greater Glasgow and Clyde will recharge the University of Glasgow based on the agreed proportion of ownership with the University of Glasgow reimbursing NHS Greater Glasgow and Clyde for payments made on their behalf. The allocations of the areas reflect the NHS Greater Glasgow and Clyde proportion of ownership as 40% and the University of Glasgow proportion of ownership as 60%. A University of Glasgow letter of agreement is attached and located within Appendix 3. Property ownership will be progressed through a Proindiviso Agreement for the building reflecting the areas outlined within the Schedule of Accommodation attached in Appendix 4. The impact of the above proposal will ensure the balance sheet of NHS Greater Glasgow and Clyde reflects only its share of the jointly owned Teaching & Learning Facility. A Service Level Agreement will be established between NHS Greater Glasgow and Clyde and the University of Glasgow formalising the ongoing operational aspects of the building. The design and construction of the Teaching & Learning Facility will be procured under Frameworks for Scotland. This Framework is founded on collaborative working principles and the New Engineer & Construction Contract (NEC3) ‐ Option C NEC3 Form of Contract is used to support these principles. As noted above, the mechanism for ensuring that this partnership ethos is carried through to the construction of the new facility is through the use of the NEC3 Form of Contract. 18 | 65
4.2 REQUIRED SERVICES NHS Greater Glasgow and Clyde has appointed external advisors who sit on the core team with the specific remit under Frameworks Scotland. This team will see the project through to completion: ¾ PSCP: Bam Construction Limited ¾ PSC Project Manager: Currie & Brown UK Limited ¾ PSC Cost Advisor: Sweett Group ¾ PSC CDM Co‐ordinator: Sweett Group 4.3 RISK AND THE COMMERCIAL FRAMEWORK The key features of the NEC3 contract are: ¾
The parties are encouraged to work together as partners in an open and transparent approach and to ensure that this partnering ethos is maintained. ¾
There is a ‘Gain/Pain share’ mechanism to act as an incentive to the delivery team, by rewarding good performance and penalising poor performance. ¾
A clear and transparent system is ‘on the table’ to enable negotiation to take place on prices. ¾
A level of ‘price certainty’ is determined. ¾
All price thresholds are set using quantitative risk analysis. ¾
An agreed Target Price approach. In accordance with the Frameworks Scotland guidance notes, NHS Greater Glasgow and Clyde and Bam Construction Limited (PSCP) act as joint owners of the Project Risk Register. The Board and its professional advisors will ensure that there is an appropriate allocation of risks between themselves and Bam Construction Limited. Risks are allocated to the party best able to manage the risk. Agreed risk allocations are within the costed Risk Register attached in Appendix 2. 4.4 CHANGE CONTROL PROCEDURES Change Control procedures are not intended to prevent change but to ensure that all parties are in a position to make informed decisions based upon a position of certainty of commitment at all times and with a high degree of predictability of outcome. The change control process will manage and record the issue, approval or rejection of changes. This process will be managed by the Project Manager using the CAT proformas electronically on Asite and in accordance with the NEC3 contract terms. The NEC3 contract requires early and prompt consideration of any matters which may affect the price paid by the Board. The procedures detailed in this section will be used to control all changes or other events, which may arise during the construction stage of the project. 19 | 65
Change may arise as a result of the following: ¾ Approved changes identified as a result of proposed responses to Requests for Information (RFI). ¾ Changes initiated by the Design Team (and Project Manager) including drawing revisions and Provisional Sums. ¾ Changes arising from NHS Greater Glasgow and Clyde & University of Glasgow representatives. The NEC3 Early Warning and Compensation Event procedures will be implemented in line with Frameworks Scotland procedures. 4.5 OPEN BOOK PHILOSOPHY A key principle of the NEC3 contract is the payment of ‘Defined Cost’ and an open book accounting philosophy. These require a robust, reliable and transparent system to record staff time and manage the invoicing process. This allows the Cost Advisor not only to identify costs but also to establish that the costs have been properly expended on the project and that they are allowable under the NEC3 contract as defined under the “schedule of cost components”. Project costs must be referenced to items on the activity schedules with detail added against 5 main headings; labour; plant; materials; sub contractors; and preliminaries. Orders, deliveries, invoices for payment, external plant hires and sub‐contracts also have to be cross‐checked against Goods Received Notes. The target price is key to the cost operation of the contract and is detailed within the Financial Case. 20 | 65
SECTION 5: THE FINANCIAL CASE 5.1 OVERVIEW The Outline Business Case (OBC) for the proposed joint Teaching and Learning Facility on the Southern General Campus was submitted to the Capital Investment Group in January 2013 and subsequent approval to proceed to Full Business Case (FBC) was received on 26th February 2013. The new facility will be procured using Frameworks Scotland. This procurement route is described in detail under the Commercial Case section of the FBC. 5.2 CHANGE TO SCOPE POST OBC Scottish Enterprise approached NHS Greater Glasgow & Clyde post Outline Business Case submission for the introduction of an additional floor (development of a Stratified Medicine Scotland Innovation Centre) to the Teaching & Learning Facility. The design and specification was fast tracked to align with the current programme, the University of Glasgow will be solely responsible for the management of the Stratified Medicine Innovation Centre (SMIC) on completion of the construction. This floor will be maintained by NHS Greater Glasgow & Clyde with applicable cross charge as detailed within the Financial Case. This additional floor will have no impact on NHS Greater Glasgow & Clyde cost elements, however, it will impact on the University share as identified within the financial case. The University of Glasgow share has subsequently increased to 60%. 5.3 CAPITAL REQUIREMENTS The target capital costs shown below are derived from cost schedules produced by Bam Construction Ltd, our PSC partners. FB1 forms are included within the Appendices. As previously noted, this is a joint development with the University of Glasgow. Both organisations have agreed on an ownership split of NHS 40% and University of Glasgow 60%. The agreed contribution levels have been formally agreed and a letter from the University of Glasgow confirming support is included within the appendices. This financial case will deal with only the NHS element of capital costs. The target capital costs together with equipment costs and fees associated with the Teaching and Learning Facility is a total of £24.381m with the NHS element being £9.752m based on the agreed 40% split. For clarity and to highlight the total capital cost of the new facility, the table below provides an analysis of the capital split between NHS and University of Glasgow. 21 | 65
Table showing Capital Costs
40.0%
NHS
60.0%
UNIV
100%
TOTAL
£'000
£'000
11,437
19,061
632
1,054
690
1,150
273
454
284
474
Equipment Other
£'000
7,624
422
460
181
190
875
1,313
2,188
Total Capital costs incl VAT
9,752
14,629
24,381
CAPITAL COSTS
Construction costs
Risk Register
Fees
Abnormals incl Asbestos
Equipment IT
Split
5.4 ASSUMPTIONS USED IN CALCULATING CONSTRUCTION COSTS The target capital costs have been prepared by our PSC partners, Bam Construction Ltd and include the following assumptions. ¾ The project is planned to commence on site construction in November 2013 and completion is due in May 2015. ¾ A construction contingency allowance of £304k (excl VAT) is included within the construction costs provided by Bam Construction Ltd. ¾ Costs for demolition of both the pharmacy and mental health buildings are included together with an allowance for the cost of a link bridge to the new adult hospital. 5.5 RISK REGISTER A fully costed risk register has been developed and applied to the capital costs as a result of reviews and workshops, which are described in further detail within Appendix 2, Target Price risk register. This approach is reflective of the inherent risk management processes within the NEC form of contract used under Frameworks Scotland and replaces an Optimism Bias allowance which previously would have been applied to the capital costs at FBC stage. 5.6 CAPITAL FUNDING Through the effective management and mitigation of risks associated with the design and construction of the Adult and Children’s Hospital and Laboratory Facilities, it has been confirmed that the NHS element of the capital costs of the Teaching and Learning Facility can be funded within the New South Glasgow Hospitals’ project budget of £841.7m. This decision was supported by the Acute Services Strategy Board in December 2012. 22 | 65
5.7 REVENUE IMPACT The recurring revenue impact of the above investment is £553k. This comprises of deprecation on building and equipment of £343k and estate and sundry costs of £210k. There are no additional staffing costs as staff will transfer from the existing facilities into the new Teaching & Learning Facility. The table below presents the profile of capital and revenue costs. Capital & Revenue Spend Profile
NHS only
2014/15 2015/16
£'000
£'000
2012/13
£'000
2013/14
£'000
CAPITAL COSTS Incl VAT
Construction costs
Risk Register
Fees
Abnormals incl Asbestos
Equipment Including IT & Telecoms
0
0
139
0
0
2,668
148
112
181
0
4,041
223
171
0
532
Total Capital Costs
139
3,109
4,967
REVENUE COSTS
Depreciation on Building
Depreciation on Equipment
Depreciation on IT Equipment
Stationery /Sundries
HL&P
Rates
Domestics
Portering
Estate Costs
Total additional recurring revenue costs
2016/17
£'000
Total
£'000
915
51
38
0
533
0
0
0
0
0
7,624
422
460
181
1,065
1,537
0
9,752
2015/16 2016/17
Part year Full year
£'000
£'000
163
217
66
88
29
38
4
5
41
49
43
51
27
32
41
49
20
24
432
553
As noted within paragraph 5.6, as a result of the effective management and mitigation of risk, it has been confirmed that the NHS element of the capital costs of the Teaching and Learning Facility can be funded within the New South Glasgow Hospitals’ project budget of £841.7m. The table below summarises the position of the remaining residual risk provision as at the end of August 2013: Residual Risk
£'000
Residual funding available for other priorities
as a result of effective risk management and
mitigation as at 31st August 2013
19,850
Capital expenditure related to the NHS
element of the Teaching and Learning
Facility
-9,752
Balance of residual funding remaining
available for other priorities
10,098 23 | 65
For recurring revenue costs such as rates, heat light & power, cleaning and portering etc for the University’s share of the facility, there will be an Operational Agreement in place where the University will reimburse NHSGG&C for any costs incurred on its behalf. Both parties have agreed to a 40:60 split of these costs. 5.8 REVENUE AFFORDABILITY In revenue affordability terms, a significant element of the additional revenue costs relate to depreciation and were incorporated in the detailed analysis that was undertaken as part of confirming the overall revenue savings to be achieved as a result of the New South Glasgow Hospitals. As noted in the original Full Business Case, submitted in October 2010, the overall project presented recurring net revenue savings of £18.2m. It can therefore be confirmed that the Teaching and Learning Facility is affordable in revenue terms. 5.9 PROPOSED CONTRACT STRUCTURE It is proposed that NHSGG&C will, subject to receiving approval from the Capital Investment Group (CIG) to proceed, enter into contract with Bam Construction Ltd for the full construction cost of the Teaching and Learning Facility. NHSGG&C will therefore be responsible for managing all financial transactions made to Bam Construction Ltd for the building of the Teaching and Learning Facility. NHSGG&C will recharge the University of Glasgow based on the agreed proportion of ownership, with the University reimbursing NHSGG&C for payments made on its behalf. The impact of the above proposal will be to ensure the balance sheet of NHSGG&C reflects only its share of the jointly owned Teaching & Learning Facility. 5.10 DISPOSAL OF LAND TO THE UNIVERSITY It is proposed that NHSGG&C will dispose of a small area of land to the University of Glasgow to reflect the University’s 60% ownership share of the Teaching and Learning Facility. The value of this area of land will be agreed with the District Valuer prior to disposal.
5.11 IMPACT ON BALANCE SHEET The expenditure will be capitalised in the Board’s Balance Sheet and will be recorded as a fixed asset on NHSGG&C’s Fixed Asset Register in accordance with International Financial Reporting Standards (IFRS) and the requirements of the NHS Capital Accounting Manual. On completion, the new building will be subject to initial valuation by the District Valuer. In the likely event that the assessed value of the asset is less than the capital spend, an impairment value will be calculated. This impairment value will be communicated to the Scottish Government Health Directorate and a request for funding made. 24 | 65
This business case makes the assumption that funding for the NHS proportion will be granted by the Scottish Government for the full amount of impairment. The asset will subsequently be capitalised at the assessed value and depreciated over the useful life of the asset. During construction, the level of any potential impairment will be kept under regular review and updates will be provided to Scottish Government Health Directorate as required. 25 | 65
SECTION 6: THE MANAGEMENT CASE 6.1 PROJECT MANAGEMENT The New Teaching & Learning Facility will be project managed through the project management arrangements for the New South Glasgow Hospitals’ Project. The management arrangements for the New South Glasgow Hospitals were originally detailed in the Full Business Case for the New South Glasgow Hospitals submitted to the Scottish Government in October 2010. The diagram 1 below illustrates current approved arrangements. The skill base of the Project Manager leading the Teaching and Learning Facility (reporting into the Project Director) includes: ¾ Experience of NEC3 and Frameworks Scotland contracting. ¾ Expertise in the complexities of working with multiple organisations and multi‐
disciplines. ¾ Knowledge and experience of the SCIM and business Case approvals procedures. ¾ Experience in delivering large complex project working to governance structures and processes. The Project Manager will be able to draw upon the skills and expertise of the full New South Glasgow Hospitals Project Team when necessary. Diagram 2 gives the Project Team for the New South Glasgow Hospitals, including the Teaching & Learning facility, in more detail. 26 | 65
Diagram 1 ‐ Organisation Development Plan Quality & Performance Committee
Acute Services Strategy Board
University of
Glasgow
Governance
COURT
Acute Services Strategy
Board Executive Sub Group
On The Move
Programme Board
Joint NHSCC&C &
University of
Glasgow
Operational Group
Project Team
Teaching &
Learning
Facility
NCH
Adult /Children’s
University of
Glasgow
Governance
FINANCE
University of
Glasgow
Governance
ESTATES
University of
Glasgow
Governance
CAPEX
Laboratory
Medicine
Project Management Group
Commercial Group
Construction Interface Group
Technical Design Group
IT Group
Equipment Selection Group
1
27 | 65
Diagram 2 ‐ New South Glasgow Hospitals Project Team PROJECT DIRECTOR
David Loudon
DEPUTY PROJECT DIRECTOR
Peter Moir
PROJECT ADMIN SUPPORT
Shiona Frew
Allyson Hirst
Carol Craig
NHS SUPPORT
Fire
Energy
Telecommunications
Finance
HR
Infection Control
TECHNICAL PROJECT MANAGERS
Frances Wrath
Hugh McDerment
Alastair Smith
Teaching & Learning Project Manager
CURRIE & BROWN
David Hall
Douglas Ross
Paul Fairie
Graeme Thomson
HULLEY & KIRKWOOD
Medical Gases
Ian Sandford
FM/ESTATES
Karen Connelly
Ian Powrie
CAPITA
John Redmond
Douglas Wilson
William Roxburgh
IT
CLINICAL PROJECT MANAGERS
Eleanor McColl
Frank Carnie
Mark Greig
Mairi Macleod
Heather Griffin
Fiona McCluskey
MIGRATION PROGRAMME MANAGER
Lorraine Peebles
MEDICAL ADVISORS
Stephen Gallacher*
Graeme Stewart**
PROCUREMENT
COMMUNITY ENGAGEMENT
Robert Stewart
Mark McAllister
PROCUREMENT TEAM
PHYSICS
X 4 (FTE)
John McGarrity
SWEETT
Cost Advisors
Simon Brooke
Liam Anthony
28 | 65
6.2 CHANGE MANAGEMENT The Change Management process: Design Change Design change will be managed by the Project Manager in the first instance to limit any change, or by re‐designing within the cost envelope. If however, there are changes due to legislation or a change in the requirements of a user, this process will be managed through the Project Governance structure (as above) via the use of a Change Control Form, see Appendix 9. Change Strategy Managing Workforce Change Strategy
There is a limited impact on the Board’s workforce with any change limited to a small group of staff who will support the operational management of the teaching and learning facility. The following functions will transfer into the building with discussions underway regarding the numbers of staff required to transfer. ¾
¾
¾
¾
¾
FM staff to support the actual build – NHS.
Librarian/Resource staff – NHS.
Catering staff – NHS.
Postgraduate staff – NHS. University Undergraduate staff‐ University. The majority of teaching and research staff will be based on other sites and will use the building on a hot desking basis for course preparation. All NHS Greater Glasgow and Clyde staff will be covered by our current Managing Change Policy and Procedure. 6.3 RISK MANAGEMENT The project’s Risk Register has been set up in accordance with the standard format for the Frameworks Scotland Joint Project Risk Register. The risk register will drive the ongoing management of the risk register throughout the construction phase of the project. The costed target price Risk Register, split into NHS Greater Glasgow and Clyde and Bam Construction Limited is attached within Appendix 2. 29 | 65
6.4 POST PROJECT EVALUATION NHS Greater Glasgow and Clyde is aware that in order to assess the impact of the project, an evaluation of activity and performance must be carried out post completion. This is an essential aid to improving future project performance, achieving best value for money from public resources, improving decision‐making and learning lessons for both the Board and others. Sponsors of capital projects in NHSScotland are required by the Scottish Government Health Directorates to evaluate and learn from their projects. Purpose The Board has an evaluation framework in place as follows: ¾ A post project evaluation will be carried out no later than 12 months after occupation. ¾ The strategic/service objectives detailed in this FBC will be used to assess project achievement. ¾ Education benefits through student and staff surveys will be carried out and prescribing trends will be assessed. Pre‐ requisites for successful evaluation To ensure maximum pay‐off from evaluation, the following criteria are deemed as important: ¾ The evaluation is viewed as an integral part of the project and it is planned for at the outset. ¾ There is commitment from senior managers within the organisation. ¾ All key stakeholders are involved in its planning and execution. ¾ Relevant criteria and indicators will be developed to assess project outcomes from the outset of the project. ¾ Mechanisms will be put in place to enable monitoring and measurement of progress. ¾ A learning environment will be fostered to ensure lessons are heeded. ¾ There is a commitment to feedback to Framework Scotland monitoring groups. The stages of evaluation: when should evaluation be undertaken? Although evaluation will be carried out continuously throughout the life of a project to identify opportunities for continuous improvement, evaluation activities will be undertaken at four main stages: Stage 1: at the project appraisal stage the scope and cost of the work will be planned out. Stage 2: progress will be monitored and evaluation of the project outputs will be carried out on completion of the facility. 30 | 65
Stage 3: there will be an initial post‐project evaluation of the service outcomes 6 to 12 months after the facility has been commissioned. Stage 4: there will be a follow‐up post‐project evaluation to assess longer‐term service outcomes two years after the facility has been commissioned. At each of these stages, evaluation will focus on different issues. In the early stages, emphasis will be on formative issues. In later stages, the main focus will be on summative or outcome issues. Formative Evaluation – As the name implies, is evaluation that is carried out during the early stages of the project before implementation has been completed. It focuses on ‘process’ issues such as decision‐making surrounding the planning of the project, the development of the business case, the management of the procurement process, how the project was implemented, and progress towards achieving the project objectives. Summative Evaluation – The main focus of this type of evaluation is on outcome issues. It is carried out during the operational phase of the project. Summative evaluation builds on the work done at the formative stage. It addresses issues such as the extent to which the project has achieved its objectives; how out‐turn costs, benefits, and risks compare against the estimates in the original business case; the impact of the project on student and other intended beneficiaries; and lessons learned from developing and implementing the project. 31 | 65
APPENDIX 1: COST FORM FB1 32 | 65
APPENDIX 2: AGREED TARGET PRICE RISK REGISTER 33 | 65
34 | 65
35 | 65
36 | 65
37 | 65
38 | 65
39 | 65
40 | 65
41 | 65
42 | 65
43 | 65
APPENDIX 3: OWNERSHIP AGREEMENT LETTER 44 | 65
45 | 65
46 | 65
47 | 65
48 | 65
49 | 65
APPENDIX 4: SCHEDULE OF ACCOMMODATION 50 | 65
51 | 65
52 | 65
APPENDIX 5: DESIGN STATEMENT 53 | 65
54 | 65
55 | 65
56 | 65
57 | 65
58 | 65
APPENDIX 6: SOUTHERN GENERAL HOSPITAL CAMPUS MASTERPLAN New Teaching & Learning Facility 59 | 65
APPENDIX 7: AGREED SIGNED OFF GENERAL ARRANGEMENTS 1:200 Level 0 60 | 65
Level 1 61 | 65
Level 2 62 | 65
Level 3 63 | 65
APPENDIX 8: AEDET 64 | 65
APPENDIX 9: CHANGE CONTROL FORM CHANGE CONTROL PROCEDURE NHS GG&C & University of Glasgow Teaching & Learning Facility Project Unique CCP Reference No: TLF SECTION 1: INITIATION Date CCP Raised: Raised By: Date Decision Required By: SECTION 2: DESCRIPTION OF CHANGE AND BUSINESS JUSTIFICATION Description of Change: Business Justification for Change: Enclosures: Drawing Narrative Budget Cost Print Name Signature Directorate Date Authorised by Joint Operational Group: Signature Date: Authorised by Chief Operating Officer/ Prof of Medicine and Head of College of MVLS SECTION 3: IMPACT OF CHANGE Time: Revenue Cost: Capital Cost: Contained within Existing Budget We recommend that the Total Sum Funded from within the Optimism Bias Sum should be: Funded from Organisation Budget NHS UofG No change or effect to the project budget Impact Assessed By: Date Assessed: SECTION 4: AUTHORISATION Levels of Authority: Value (£) Assessed Date Joint Operational Group 10‐100k ASSB/University Board 100k‐1.5m Q&P/Senate > 1.5m PM to issue instruction to carry out the works if approved Unique CE Reference No: 65 | 65