Agenda item - Brighton & Sussex University Hospitals Trust: 3T Full Business Case

Introduction

25.1    The Board considered a report of the 3Ts Head of Communication Engagement.  Members were informed that on 1^st May 2014, Brighton & Sussex University Hospitals Trust (BSUH) received approval of the Outline Business Case for the 3Ts Redevelopment of the Royal Sussex County Hospital.  As the final step in the approval process the Trust was now required to submit a Full Business Care to the Trust Development Authority (TDA) and the Treasury by the end of September 2014.  As part of the approval process for the Full Business Case the TDA would want assurances that key partners and stakeholders continue to support the 3Ts Redevelopment.  BSUH was consequently seeking letters of support from key partners, including the Brighton & Hove HWB.

25.2    The report was presented by Matthew Kershaw, Chief Executive (BSUH), and Duane Passman, Director of 3Ts (BSUH).  Members were informed of the process for the decant and main development.  This was set out in the appendices to the report. 

25.3    Mr Passman stressed that the building project would provide significant improvements in services for patients.  It would be a better environment for patients and staff.  Disparate services such as neurology and stroke services would be brought together in one place. 

25.4    Matthew Kershaw informed the Board that the project would affect large numbers of patients and a far broader range of services would be available.  The current environment was massively out of date.  Mr Kershaw confirmed this was the final stage of the project.

            Questions and Discussion

25.5    Councillor Theobald commented that very few people would not want to support the project.  He raised that issue of fresh cooking and asked if there would be a facility for kitchens to provide fresh food. 

25.6    Councillor Norman fully supported the project but stressed that there needed to be some thought as to how food would be provided on the site as well as the car parking aspect of the project.  Councillor Norman thought that there should be local food provision either in the hospital or nearby.  This could be linked with the community meals service. 

25.7    Mr Passman confirmed that there would not be a major production kitchen in the new build.  Catering had been outsourced since the early 2000s.  The service had recently been retendered and part of the specification related to sustainability.  Mr Passman stated that he would be happy to have discussions on this subject with the local authority. 

25.8    Dr Darren Emilianos considered that the challenge was to reassure people that there would be an improvement in the general service.  Mr Kershaw agreed this was a challenge but stated that the CCG was positive about a number of the changes that were taking place.  BSUH needed to work with the CCG and social care.  The Better Care Fund was a good example of how the system could be reformed.  Mr Kershaw was confident that there would be improvements for patients.  

25.9    Dr Emilianos asked for confirmation that district general services would be improved.  Mr Kershaw replied that they would be improved.  He stressed that not many of these services were isolated in hospitals.  They were shared services.  There would be better facilities and pathways which would improve services. 

25.10  Frances McCabe was pleased to hear the reassurances regarding the clinical position whilst changes were taking place.  She noted that there had been a great deal of consultation about building works rather than the patient experience.  She asked for more information about the system for communicating.  Ms McCabe raised the issue of car parking and asked if payments would compromise the business case. 

25.11  Mr Passman stressed that people would receive more information during the decant stage over the next six months.  The information was being constantly updated and patients would be told the dates that the changes would take place.  The Trust would be communicating within its existing systems in the hospital and through the media and its facebook page.  Meanwhile, colleagues of Mr Passman were looking at implications of policy change made by the Secretary of State with regard to car parking.  The scale of change would not undermine the business case. 

25.12  Mr Passman explained that more car parking spaces were being created.  This would enable the trust to segregate staff and patient parking.  The trust was also providing 137 new cycle racks.  

25.13  Mr Kershaw pointed out that issues relating to changes to services and the involvement of staff were already moving out of the 3Ts project and moving to a wider remit project.  When funding was received there would be conversations about how the services would change. 

25.14  Councillor Morgan referred to paragraph 3.8 relating to consultation.  He thanked Mr Kershaw and Mr Passman for engaging and informing local residents.  Residents faced a 10 year process of construction and Councillor Morgan hoped it would result in a world class facility. 

25.15  Mr Passman stated that there would be 100 new beds on the site.  He was confident that the number of beds on the site was appropriate.  Mr Kershaw stressed that there needed to be some flexibility on the number of beds and what they were used for.  

25.16  Resolved –

(1) That the Full Business Case for the 3T initiative, as detailed in Appendix 1 to the report be supported.

(2)  That it be agreed that the HWB Chair should write a letter in support of the 3Ts programme.