2013 Report details for project: Royal National Orthopaedic Hospital NHS Trust PFI Project

Project name: Royal National Orthopaedic Hospital NHS Trust PFI Project - there are 3 reports for this project: 2013, 2014, 2015
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Organisation: DOH (D12) - see all reports for this organisation
Report year: 2013 (data is from Sept 2012)
Category: Infrastructure - see all reports for this category
Description: The Trust is the largest specialist orthopaedic hospital in the UK and continues to be regarded as a world leader in the field of orthopaedics despite its ageing and dysfunctional site. The proposed PFI facility has a capital value of approximately £90m and will include: - Adult Acute inpatients (49 beds); - The London Spinal Cord Injury Centre (38 inpatient beds); - Children and Young People's Services (37 beds); - Therapy areas for all three inpatient service areas; - A new main entrance; - Inpatient and complex imaging. The new Healthcare Facilities will deliver improvements to clinical adjacencies, forming a main entrance 'hub' in the centre of the existing site, thereby commencing a process of site rationalisation that will deliver improved patient outcomes including: Improved privacy and dignity for patients as the project will deliver 100% single rooms for adults; Improved utilisation of beds as the single-sex agenda and infection control will be easier to manage; Improved access to Imaging as the department will be planned to meet current and future activity and changes in technology; An attractive and modern environment to attract and recruit world-class professionals to train and work at the Trust.
DCA (RAG): Green
DCA text: Actions recommended as a result of Gateway 2 included: 1) Trust should avoid creating any dependency of the project on the Foundation Trust application process; 2) Lead role for ensuring that risks and issues are updated to relevant governance meetings needs to be explicitly assigned; 3) Revised structures and governance arrangements need to ensure that clear lines of responsibility for managing advisors exist and governance arrangements draw in all relevant disciplines; 4) The Trust Board should consider how best to formalise assurance arrangements over the PFI project; 5) The project team resources need to supplemented at leadership, management and project support levels as soon as possible; 6) The Trust should "sell" service transformation progress and successes to external stakeholders and bidders whose support is needed for the PFI project to reach completion. The Trust responses to these actions have been considered and agreed as part of the draft Appointment of Preferred Bidder Business Case process.
Start date: 2010-04-09
End date: 2016-11-28
Schedule text: On Schedule
Baseline: £0.00m
Forecast: £0.00m
Variance: None%
Variance text:
Whole Life Cost: £309.93m
WLCost text: Funded using Private Finance
Sourcefile: DH_2013.csv

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