0.24accident frequency rate in 2016
As part of supporting NHS Hull’s CCG’s clinical services strategy and ensuring the best value from the public purse, the Calvert Centre had been identified as a building that could be utilised more effectively.
Work with various stakeholders identified that The Evolve Eating Disorder service run by City Health Care Partnerships CIC was a strategic fit to be based within the Calvert Centre.
To facilitate Evolve relocating, the space previously occupied by Hull City Council underwent an internal reconfiguration to create a fit for purpose environment for the therapy based outpatient service.
Sewell Construction were appointed to carry out the works in a 12 week programme, on behalf of partners Citycare, ready for the tenants to relocate before the end of 2017.
We worked collaboratively with Citycare, Vic Couplands, P&HS and CHCP through weekly design meetings to ensure the end users had the best possible accommodation at the end of the project. Sewell Facilities Management also attended design meetings to ensure all possible considerations for life cycle were taken into account.
Due to the nature of the service, special design considerations were taken to ensure the safety of patients and lower the risk of accidents when the facilities become operational.
As we were working in a live environment and other services were still operating throughout, our site manager held regular meetings with the staff onsite, working out of hours when needed to ensure that services were not affected by the work taking place.
The project consisted of 5 key milestones: stripping out the internal fittings, installing new internal partitions, new drainage for the new accessible toilets and shower facilities, installing the new kitchen facilities and fitting the new flooring.
Throughout the project we worked with Sewell FM so they could familiarise themselves with the new facilities in preparation for a soft landing when it re-opened.
A joiner was provided on site to fix additional TV’s and notice boards from the old building.
Subcontractors were briefed daily to make sure that work wasn’t disturbed in the operational GP practice.
Work was delivered on time and to budget with zero accidents.
4 apprentices worked on site and 95% local supply chain was used.