Dudley & Walsall Mental Health Partnership NHS Trust
Kier worked with us across our estate to deliver 13 projects over the last 3 years. They have been enthusiastic and collaborative, working in true partnership with our estates team and wider trust stakeholders to understand the service user needs and delivery requirements from the design through to the construction.
Phil Clark | Former Head of Estates, Dudley & Walsall Mental Health
A full refurbishment and modernisation of hospital healthcare facilities, to support the delivery of high-quality mental health and community services in the West Midlands.
Dudley & Walsall Mental Health Partnership NHS Trust offer a range of integrated mental health, assessment, care and treatment services to adults across the local area.
With the comfort and security of patients being their number one priority, the Trust wanted to reconfigure several spaces within their hospitals to improve the patient, staff and visitor experience .
Procured through our National Minor Works framework, the Trust appointed Kier to deliver a four-year programme to revitalise the facilities within the Dorothy Pattison and Bushey Fields Hospitals.
The project included full design and build, including the strip out and refurbishment of existing facilities. The focus then moved to repairing, remodelling and replacing elements that would enhance each space, including the provision of additional car parking that would increase overall capacity.
Comforting and calming spaces
With the changing landscape of mental health care provision, the Trust wanted to provide enhanced spaces that improve the experience for patients, whilst helping them to continue delivering the highest quality services.
The objective was to refurbish the wards to create calming, inviting and pleasant environments that would make patients feel comfortable during consultation and treatment.
It was vital that the hospital continued to operate throughout the project, with minimal disruption to services and staff. Additionally, the site team were required to adhere to strict guidelines for work taking place in the high secure areas.
Quality delivery, without compromising care
As with the majority of healthcare facilities, it was essential that works had to be completed without disrupting the quality of the services provided by the Trust. Kier worked collaboratively with the client and their teams, including ward managers and clinicians, to carefully schedule the work.
They also held regular stakeholder meetings to discuss progress, uncover any emergent challenges and to rapidly agree solutions.
Operating in a live environment where users of the hospital were undergoing treatment, meant that there was a critical need for separation. So processes were designed and agreed that enabled the work to be carried out in full, without jeopardising patients’ safety or routines.
For works within the high secure area, the delivery team received specialist site incident induction training from the Trust, in addition to the general construction-based induction provided to all staff, prior to any work starting.
Spaces fit for the future of care provision
With updated and revitalised hospital wards, offices and spaces, the Trust has now placed itself at the forefront of mental health care delivery.
Patients and visitors are welcomed to a safe, pleasant environment with the reconfiguration making it much easier for staff to do their jobs.
Feedback from both the Trust and users has been overwhelmingly positive; they are delighted with the result, as well as the way in which the project was delivered - with safety, consideration and quality at the centre - they proud to be able to set the standard for high-quality service provision.
Through the focus on creating strong, collaborative relationships during this project, and working together to achieve their ambitions, the Trust has since commissioned additional work through our Minor Works framework to enhance other facilities across their estate.
Collective Project value
Local spend within 20 miles
Local labour within 20 miles
Local spend within 40 miles
Local labour within 40 miles
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