2014 Report details for project: Brighton & Sussex University Hospitals NHS Trust - 3Ts Programme

Project name: Brighton & Sussex University Hospitals NHS Trust - 3Ts Programme - 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: 2014 (data is from Sept 2013)
Category: Infrastructure - see all reports for this category
Description: 1. Replacement of the Barry Building at the Royal Sussex County Hospital. The building was opened in 1828 and contains 200 medical and care of the elderly beds (with circa 5% single rooms), plus the main hospital imaging department and other diagnostic and treatment facilities; 2. The transfer of the regional neurosciences centre from Hurstwood Park (on the Princess Royal Hospital campus which is also part of the Trust). The building is over 70 years old. The project will create the capacity to treat patients from Sussex in Sussex (many currently travel into London); 3. The creation of a Major Trauma Centre for the South East region in line with policy; 4. The expansion of the Sussex Cancer Centre to enable Sussex patients to be treated in Sussex for non-surgical procedures; 5. Provision of teaching and research facilities for Brighton & Sussex Medical School.
DCA text: There is no formal RAG rating as NHS schemes are not RAG rated by the MPA. The most recent Gateway Review of the scheme was in October 2011 (refreshed Gate 1). All Gateway recommendations have been actioned in full. One of the recommendations was that the next review would be a Gate 3 to be undertaken as the Full Business Case is being prepared for submission and approval (currently programmed for September 2014). This would be reviewed if the preferred procurement route and funding source in the OBC was changed or amended as part of the OBC approval process.
Start date: 2012-01-27
End date: 2021-12-24
Schedule text: Full Planning Consent was received in January 2012. A refreshed Outline Business Case was approved by the former Strategic Health Authority (NHS South of England) at the end of March 2012. The OBC currently remains under consideration by HM Treasury (since July 2012).
Baseline: £79.85m
Forecast: £22.99m
Variance: -71.21%
Variance text: Budget assumed an earlier approval of Business Case by HM Treasury (OBC first submitted July 2012) and has meant programme and therefore project expenditure has been delayed. The project costs do include amounts for residual optimism bias and an allowance for building price inflation over the period of the construction. However, the delay to approval will mean that this will need to be reviewed when the project remobilises. Delays have also put increased pressure on Trust and the region as they will have to continue to maintain services for a longer period within the 19th century buildlings, whilst contending with growth, ongoing tariff reductions and capacity issues.
Whole Life Cost: £500.80m
WLCost text: Whole life costs include the Capital Costs of the 3 Stages of the Hospital Development. Stage 1 replaces a mix of unconnected buildings including wards contained in the Victorian Jubilee Building and a temporary modular building from 1970 that houses the Trust's Nuclear Medicine department. Stage 1 will mainly be wards and allows whole site to be better connected. Stage 2 replaces the Barry Building built in 1828 with a modern Cancer Centre and Reserch facilities. Stage 3 is mainly demolition costs to allow a Facilities Management compound to be developed and take traffic pressure off the local community. Capital Costs are £420m and are based on PUBSEC prices from 2011/12 when the Outline Business Case was approved by NHS South of England. Within the £420m are costs to decant Stage 1 site, Equipment costs where it's not possible to transfer existing and £61m of VAT that the Trust cannot reclaim. Whole life costs also include Revenue aspects of the project where Transitional Support is required from the Surrey and Sussex Area Team of NHS England. These costs include double running costs and a local Project Team who are designing the buildings and the services delivered within them. Revenue costs also include operating costs associated with new activity through general growth, repatriated specialist activity and development of Trust's Private Patient strategy.
Notes1: Brighton & Sussex University Hospitals NHS Trust (3Ts Programme - The development of a leading teaching, trauma and tertiary care centre)
Sourcefile: IPA_2014.csv

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