Estates Masterplan

Setting out a long-term vision for our physical estate across all sites

Our vision at RBFT is ‘working together to provide outstanding care for our community’ and our Estates Masterplan will help us to ensure every building, every space and every investment decision actively supports the delivery of excellent, integrated care for our community, both now and in the years ahead.

 

By the end of the Masterplan period, we aim to have:

  • A transformed acute hospital site at Royal Berkshire Hospital focused on high-acuity, specialist and emergency care, with improved clinical adjacencies and patient environment.
  • Expanded community and ambulatory care capacity, delivering more services closer to where patients live.
  • A significantly reduced backlog maintenance burden, with investment focused on buildings with a long-term future.
  • A more digitally enabled estate supporting virtual care, remote monitoring and same-day pathways.
  • A more sustainable, net-zero-aligned estate that delivers value for money for patients and taxpayers.

 

Our Principles

Eight core principles underpin the Estates Masterplan. These principles will guide all investment decisions, design choices and partnership arrangements throughout the next 15 years and will be embedded in the subsequent Development Control Plan and individual business cases.

  1. Better Patient, Visitor and Staff Experience
  2. Maximise Digital and Technology Enablement
  3. Best Value and Long Term Sustainability
  4. Improved Safety, Compliance and Resilience
  5. Optimise Use of all our Estate
  6. Advance our Environmental and Net Zero Goals
  7. Engage and Involve all our People
  8. Maximise Neighbourhood Working and Community Delivery

Strategic Investment Priorities

Extensive engagement across our clinical care groups and corporate and teams has identified six emerging strategic priorities for investment through the Estates Masterplan. These are in addition to investment required within our community sites to support the delivery of the Clinical Services Strategy and the Trust Strategy, as well as the ongoing investment required in digital enablement and the core and flex assets, to maintain safety and maximise experience and efficiency.

1.Emergency Care

Opportunity to co-locate services as part of an Emergency Care Village to improve flow, capacity and oversight.

2. Elective Surgery

Opportunity to co-locate elective surgical services and endoscopy to create a 'cold' surgical hub, improving efficiency and providing protected capacity.

3. Ambulatory Care

Opportunity to bring together ambulatory non-surgical services in a Combined Day Unit

4. Trauma

Opportunity to increase trauma capacity as part of the Estates Masterplanning to meet growing demand.

5. Maternity and Neonates

Maternity and neonatal estate to be priorities following the essential building works currently underway.

6. Pharmacy

A future-fit pharmacy service is essential for supporting care across all settings. The Masterplan will relace the pharmacy aseptic unit and stores.

Estates Masterplan