Published date: 20 August 2024
Hythe and Dibden War Memorial Hospital Redevelopment
Throughout this seven-year redevelopment project, NHSPS worked collaboratively with our NHS partners to deliver a modern, sustainable health hub. Hythe and Dibden War Memorial Hospital now provides the local community with access to modern diagnostics, physiotherapy, primary care, maternity, and a range of outpatient services. The compact footprint is more cost-effective, with surplus land generating funds to reinvest in the NHS.
NHSPS worked with Hampshire and Isle of Wight Integrated Care Board, Kier, GBP consultants and the many NHS providers who will use the building, including the local Primary Care Network, Southern Health NHS Foundation Trust and University Hospitals Southampton NHS Foundation Trust.
“NHSPS’s commitment to sustainability is evident in all stages of this project, as recognised with a prestigious BREEAM Excellent rating and their alignment with the broader NHS goal of achieving net zero carbon by 2040. The new build has not only reduced the hospital’s footprint but also allowed us to expand services, bringing them closer to the homes of 80,000 local people."
Sara Tiller, Hampshire Place Director, NHS Hampshire and Isle of Wight
The challenge
Various local commissioning and estate strategies highlighted the need to redevelop Hythe and Dibden War Memorial Hospital, finding:
- The site needed major repairs and upgrades to continue offering quality patient care, particularly since the inpatient beds closure in April 2010.
- The outpatient facility wasn’t suitable to deliver modern standards of care.
- Void space costing the CCG £186,000 per annum and no demand for this space.
- Lack of strategic oversight and service integration not meeting the needs of the local population.
The project was identified as a priority due to the escalating healthcare needs of the 80,000+ population within the Totton and Waterside area,
coupled with the outdated and non-compliant state of the existing facilities.
As well as improving site quality, there was also a significant opportunity for streamlining operations and achieving cost efficiencies.
Since the closure of inpatient beds in 2010, services delivered from the site at Hythe required significantly less space than their current
accommodation.
Key NHSPS value-add areas
- Emphasising sustainability: Sustainability was a key decision-making factor throughout the design and construction phase, aligning with the NHS goal of achieving net zero carbon by 2040. As such, the project received a BREEAM* Excellent rating.
- Comprehensive End to End Support: NHSPS provided end-to-end support from options analysis through delivery of the new facility. This involved several teams across the organisation, including Planning, Optimisation, Disposal Transactions, Procurement, Finance, Construction, FM Operations, Evaluation and Analytics.
- Adaptive problem solving: Throughout the project, NHSPS’ flexible approach allowed us to navigate physical on-site challenges, Brexit, Covid-19 as well as evolving customer needs, to deliver a facility that meets customer requirements and supports excellent patient care.
- Effective Collaboration: NHSPS cultivated a spirit of collaboration when working with the CCG and Trusts, uniting as a single, cohesive team and nurturing a flexible, positive work atmosphere, achieved by giving regular updates, responding to feedback in a timely manner in order to best support the ICS.
- Robust Project management: With multiple stakeholders involved, including customers and contractors, NHSPS effectively managed participants’ needs and expectations from the start of the project to final build completion.
The solution
NHSPS and West Hampshire Clinical Commissioning Group (WHCCG) proactively looked for a solution, intensifying efforts to deliver a modern, fit for purpose, health, and wellbeing centre for the community.
NHSPS’ Portfolio Optimisation team developed and assessed a range of options for the project, scoping out requirements and supporting the then Clinical Commissioning Group (CCG) through public consultation. The decision was taken to pursue a new build, rather than consolidating services into either of the existing buildings. In the interim, the old hospital building was decommissioned, with all services run through the medical centre.
Our Town Planning team supported the new build’s application, with planning consent granted in 2018. We then helped WHCCG further develop their Outline Business Case to secure the funding, which was approved by NHS England in 2019.
Delays to project development and approvals caused construction costs to increase, for example, the impact of Brexit on the availability
of materials and then the Covid-19 pandemic changing how we worked on site.
The £1 million shortfall between NHSE funding and project cost was bridged by NHSPS’s capital recycling scheme - funds generated from the sale of surplus land on site would be reinvested in the project. We also worked with the CCG to secure additional Estates, Technology and Transformation funding (ETTF) to support the primary care expanded offer at the new hospital, which added an additional capital injection into this project.
NHSPS and WHCCG secured Full Business Case approval in June 2020, and – dependent on final approvals from NHSE/I – the plan was for construction to commence in Autumn 2020 with completion in May 2022.
The impact
The redevelopment of the Hythe & Dibden War Memorial Hospital stands as a prime example of effective local collaboration, showcasing the concerted efforts of NHSPS, CCG, PCN, NHS Trust, Foundation Trust and District Council teams working closely together to expediate this legacy project. In the first month of opening the hospital had 7,500 on the day appointments booked to be delivered through this new facility.
Patient Impact
The new hospital provides patients with direct access to more services, closer to home, including modern diagnostics, imaging, physiotherapy, primary care, maternity, GP services, minor surgery, more dementia care and a range of outpatient services.
Additionally, provisions were made for mobile diagnostic services on site, such as breast screening and MRI. An increased provision of care in the new facility means patients can receive the necessary support without travelling too far or even within the comfort of their own home. Designed to be inviting, inclusive and built to the highest quality, the building creates a positive, welcoming experience for patients, visitors, and the dedicated healthcare staff.
Sustainability
We delivered the new build to the highest quality standards with sustainability at the forefront of decision making. This is not only more cost-efficient but also garnered a BREEAM* Excellent rating.
Notably, the hospital operates on a significantly reduced footprint, making it more efficient. This enabled the release of surplus land for
responsible disposal, which was sold to New Forest District Council for housing, and the proceeds were reinvested into the new build.
A reduced footprint doesn’t equate to reduced services. Through optimising space - employing flexible room booking and a seven-day schedule – the new facility can accommodate existing services while creating room for an expanded range of health and wellbeing services.
Delivery of integrated care strategy
The new hospital operates as a local ‘Area Hub’; supporting the ICS’s integrated care strategy to support the healthcare needs of the 80,000+ population of South-West Hampshire.
The flexible facility integrates existing services and introduces new opportunities, therefore enabling enhanced care co-ordination and
alleviating strain on nearby acute centres.
*BREEAM (Building Research Establishment Environmental Assessment Method), first published by the Building Research Establishment (BRE) in 1990, BREEAM is the world's longest established method of assessing, rating, and certifying the sustainability of buildings.
Customer feedback
"NHSPS fostered a collaborative approach, working as a single team and creating a positive working environment by providing regular updates, responding to feedback and remaining flexible in order to best support our organisation.”
Sara Tiller, Hampshire Place Director, NHS Hampshire and Isle of Wight
Project delivery
This project was delivered with the help and involvement of many teams across NHSPS, including Town Planning, Optimisation, Disposal Transactions, Procurement, Finance, Construction, FM Operations, Evaluation and Analytics.
The project progressed in two phases:
1. Pre-construction: including site set up, ground surveys, the demolition of the old building and site preparation took around six months.
2. Construction: the new build took around 19 months, slightly longer than planned due mainly to the Covid-19 pandemic.
Procurement process
NHSPS used the Southern Construction Framework (SCF) to ensure a local Tier 1 contractor undertook the works. Ensuring each contactor possesses a regional office within Hampshire was a strategic decision by NHSPS to guarantee the chosen provider had a vested interest and commitment to the success of the project. A series of panel interviews were held to assess the contractors’ proposals and capabilities, with Kier Construction selected to carry out the works.
Stakeholder communication
The NHSPS construction lead held regular monthly meetings with the CCG and customer representatives to keep them up to date on activities, with key decisions undertaken via the Steering Board. Additionally, site visits were arranged for the CCG and end users to observe progress on the project.
Efforts were made to keep the public informed through onsite notice boards displaying images of the new building, and letter drops to residents regarding any potential work impacts. As building entrance and exit access was affected, NHSPS and Kier put up signage outside the site to ensure the public were aware of these changes. In addition, we created a time-lapse video to show the development and progression of the build throughout the project, which was shared on the CCGs website.
On-site challenges
We worked closely with Kier to adapt to unforeseen physical challenges on-site. During the construction, several issues came to light including:
- A significant slope, and a well that both needed to be filled.
- The discovery of unknown services that needed to be moved – such as underground electrical services not previously noted on any drawings, and gas supplies not noted on statutory authority plans.
- Consultants and sub-contractors went into administration.
Covid 19
The pandemic posed a significant challenge for the project, due to restrictions on how many sub-contractors could work on site at any one time, as well as adjustments to working practices to comply with Government regulations. This included expanding the size of site offices and welfare facilities in line with Government guidance – incurring an additional cost to the budget of approximately £200,000.
Partnerships
- Former West Hampshire Clinical Commissioning Group (CCG), now
Hampshire Isle of Wight Integrated Care Board (ICB) - Former Isle of Wight Sustainability and Transformation Partnership (STP), now NHS HIOW ICS
- Waterside Primary Care Network (PCN)
- Southern Health NHS Foundation Trust
- Solent NHS Trust
- University Hospital Southampton NHS Foundation Trust
- New Forest District Council
- League of Friends
- NHS England
