Stuart Windsor (Future Hospitals Director, University Hospitals Plymouth NHS Trust), Nicki Collas (Future Hospitals Program Manager, University Hospitals Plymouth NHS Trust) and Amanda Nash (Head of Communications, University Hospitals Plymouth) introduced the Derriford Urgent and Emergency Care Centre item and highlighted the following points:

a)     In December 2022, the business case for Phase 1 was presented to the Joint Investment Committee and was approved. It had now also had approval from the Secretary of State;

b)    The full business case would be submitted in the months following the meeting;

c)     Derriford Hospital was a complex estate, sat in a complex system and so the team had wanted to ensure they were aware of the available opportunities and took an incremental approach to development with a long term plan for the estate as a whole;

d)    Phase One was to address the Urgent Emergency Care building which had received funding from the New Hospitals Programme;

e)     The second phase of work would focus ensuring there was the right capacity for work that needed to be done in the hospital environment whilst taking the opportunity to take services out of the hospital into the community where appropriate;

f)      The third phase would focus on Derriford’s role as a specialist service provider across the peninsula and the importance of ensuring there was the right capacity to deliver services at present and to cope with future changes in demand;

g)     The fourth phase would focus on women’s and maternity services being reconfigured to ensure the right services were in the right place with the right capacity;

h)    The fifth phase would link in closely with phase one and would focus on the creation of an integrated children’s hospital that allowed a flow from the emergency department to paediatric and other children’s’ services;

i)      The final phase would focus on maintenance within the hospital and ensuring the correct bed capacity;

j)      The phases could occur concurrently and would be broken down further to ensure maximisation of funding opportunities;

k)     Crowding was a significant and complex issue which had escalated quickly and formed the basis of the case for change for phase one of development;

l)      Within phase one of the scheme, the opportunity had been taken to remove one of the highest clinical risks around interventional theatre capacity for neurosurgery, by building additional conventional theatre capacity that could be used for both emergency cases and planned cases;

m)   A developer, Willmott Dixon, had been appointed and work was underway to finalise designs and the full business case;

n)    Enabling works were underway and £50 million had been secured from the new hospital programme to being works, which would include the re-routing of underground services and the building of a fracture clinic;

o)    The main contract works would commence in early 2024 and were due to take 2.5-3 years to be completed;

p)    A new walk-in entrance and separate ambulance entrance would be created on level 6;

q)    Level 7 had been designed to have patients  ...  view the full minutes text for item 9