Director of Information & Facilities Surrey and Sussex Healthcare NHS Trust. Surrey and Sussex Healthcare NHS Trust

Transcription

1 Travel Plan May

2 Circulation List Travel Steering Group Members Sign Off Ian Mackenzie Director of Information & Facilities Surrey and Sussex Healthcare NHS Trust Steve Abbotts Head of Logistics Surrey and Sussex Healthcare NHS Trust Martin Gilmour Senior Transport Development Planning Officer Surrey County Council Lynne Howard Travel Plan Officer Surrey County Council Originated by Bespoke Logistics Solutions June 2014 Page 2

3 Contents Section Page 1. Introduction 2. Background Location 8 4. Issues Current Situation Existing and Proposed Measures Objectives, Targets and Measurements 8. Implementation 9. Remedial Measures 10. Contact Details Appendices Appendix 1 Detailed Project Plan 22 Appendix 2 Bus Routes 24 Appendix 3 Staff & Patient Numbers 26 Appendix 4 Staff No s & Parking Demand 27 Appendix 5 Site Map 29 Appendix 6 Car Parking Charges 30 Appendix 7 Events Diary 31 Appendix 8 Websites and Posters 32 Appendix 9 Staff Travel Handbook 33 Appendix 10 Proposed 20 minute Walk Zone 41 Page 3

4 1.Introduction Surrey and Sussex Healthcare NHS Trust (SASH) was formed on 1 st April 1998 following the merger of Crawley, Horsham and East Surrey NHS Trusts. The Trust employs just over 3,500 staff, providing a comprehensive range of emergency and non-emergency services to the residents of East Surrey, North East West Sussex and South Croydon. The Trust owns East Surrey Hospital (ESH) which is located just south of Redhill. The hospital is situated at the heart of our local community of over half a million people and provides a full range of district general hospital services. Supporting care closer to home, SASH staff delivers a range of out-patient, diagnostic and day case services at Dorking, Caterham Dene Hospitals, Oxted Health Centre in Surrey and at Crawley & Horsham Hospitals in Sussex. ESH is a Trauma Unit and the designated hospital for Gatwick Airport and sections of the M25 and M23 motorways. SASH is an associated university hospital of Brighton and Sussex Medical School and has established partnerships with Royal Surrey County Hospital to provide chemotherapy and radiotherapy services, and with Guy s & St Thomas NHS Foundation Trust and BOC to establish a step down respiratory unit as part of our plans to bring specialist services to ESH. Range of services and activity summary Trust Clinical Services The Trust provides the following services at ESH: Surgical Medicine Women & Children Clinical Support Services Anaesthetics Breast Surgery Critical Care Colorectal Surgery Emergency Care (ESH only) Cardiology Clinical Haematology Maternity Gynaecology Neonatology Paediatric Medicine & Diagnostic Imaging HSDU Pathology Pharmacy Clinical/Medical Surgery Oncology Therapies Dentistry & Orthodontics (including paediatrics) Ear, Nose & Throat General Surgery Gastroenterology/ Endoscopy Ophthalmology Oral and Maxillofacial Surgery Pain management Trauma & Orthopaedics Urology Vascular Surgery Dermatology Elderly Medicine Endocrinology End of Life Care General Medicine Neurology Respiratory Rheumatology Thoracic Medicine - Occupational Therapy - Physiotherapy - Speech & Language Therapy - Dietetics Outpatients and Medical Records Page 4

5 Services provided at community hospitals include: Physiotherapy Speech and language therapy Dietetics Radiology Mammography Gynaecology outpatient clinics, diagnostics and day surgery Paediatric outpatient clinics Ante natal clinics Activity Summary In 2013/14 the Trust treated in excess of 70,000 in-patients and 290,000 out-patients. delivered 4,500 babies and had over 83,000 attendances to our Emergency Department. We 2011/ / /14 A&E Attendances Emergency admissions Births Outpatient attendances Elective admissions Cardiology Respiratory medicine Haematology Oncology Rheumatology General Medicine Trauma & Orthopaedics GI surgery Gastroenterology Page 5

6 ENT Ophthalmology Urology General surgery Gynaecology / women s health Obstetrics Paediatrics Total elective admissions Total 465, , ,905 Future forecasts Demographics Significant population growth in the older age groups is forecast for the next 20 years. The table below shows the projected population growth for those aged over 65 Area 2011 Census 2031 Change % Change Horsham 12,640 19,900 7, % Mid-Sussex 12,260 17,730 5, % Crawley 6,550 10,600 4, % Mole Valley 9,000 12,000 3, % Reigate & Banstead 11,000 18,000 7, % Tandridge 8,000 12,000 4,000 50% The table below shows the projected population growth aged over 75 Area 2011 Census 2031 Change % Change Horsham 12,070 24,050 11, % Mid-Sussex 11,740 21,930 10, % Crawley 8,150 11,530 3, % Mole Valley 10,000 14,000 4,000 40% Reigate & Banstead 11,000 19,000 8, % Tandridge 8,000 14,000 6,000 75% Page 6

7 Activity 2013/ / / / / /19 Total Total Activity Total Activity Projected Outturn Projected Outturn Projected Outturn Day Cases 37,693 41,541 42,670 42,670 42,670 42,670 Elective Inpatients 4,881 5,245 5,245 5,265 5,286 5,286 Non Elective Including Maternity Births 42,308 35,406 35,406 35,782 36,164 36,164 Outpatients 307, , , , , ,673 Accident & Emergency Attendance 81,238 81,238 81,238 81,238 81,238 81,238 Staff The Trust currently employs 3,503 whole time equivalent (WTE). 2. Background The Trust is an extremely busy 618 bed acute hospital working 24/7/365 and as such has complicated staff rotas spread over the 7 days. Nursing staff, for example, may work day or night and often when public transport is not operating so the mode of transport available can be limited. In 2008 the Trust developed a Travel Plan to comply with National Policy - PPG13 & Transport Policy, NHS - Estatecode / Estate Strategy and have successfully introduced a number of alternative travel facilities, ranging from walking, cycling, car-sharing and subsidised public transport. In 2013 the Trust submitted a planning application (13/00292/F) to develop a car park to ease pressure on car parking and the local road network. The first phase started in May 2014 and take approximately 8 weeks to complete. Conditions of planning consent were: Within three months of the commencement of the development hereby permitted, an updated Travel Plan shall be submitted to and approved by in writing by the Local Planning Page 7

8 Authority. The development hereby permitted shall be implemented in accordance with the approved Travel Plan. This Travel Plan therefore was developed to comply with the condition of the Planning Application stated above. 3. Location Situated just off the busy A23 Horley Road, the site is constrained by one main access and exit road for staff and public combined with another minor entry/exit at the back of the hospital. There is a good public transport network to the hospital by local bus services and from three local railway stations at Earlswood, Salfords and Redhill. C B A D E Key Tag Location Distance From Trust A Hospital - B Earlswood Railway Station 1.4miles C Redhill Railway/Bus Station 2.6miles D Salfords Railway Station 1.9miles E M23 J9 5.7miles Page 8

9 Public Transport The Trust has a good public transport service with three railways stations within three miles and a number of bus routes from the surrounding area that stop on site, please see Appendix 2. Cycling There are a number of cycle routes/path from most directions leading to or close to the Trust. Staff are encouraged to cycle where possible. The Trust recently made significant investment ( 70,000) on a hard standing area, bike sheds, new showers and changing facilities and is currently working with Travelsmart Surrey County Council to introduce a cycle loan scheme based at the Trust. Walking The Trust is considering the introduction of a 20 minute walk zone within the area shaded on the attached Appendix 10. Under this plan staff living within the zone will be expected not to bring a vehicle on site unless to deliver or pick up equipment for example but to use an alternative method of transport such as walking, cycling or catching a bus. Page 9

10 Exceptions may be made for staff who would have to travel in and /or out over night or in the early hours of the morning and staff with certain carer responsibilities or those with conditions that limit their mobility. Staff who walk, run or cycle will have access to showers and changing rooms and the Trust is introducing a new process where staff can find a walking buddy. NB: Some areas within the draft walk zone as per Appendix 10 would not be suitable for walking due to the lack of street lighting and /or pavements and will be excluded. 4. Issues The Trust conducts staff surveys every 12 months and regular alternative travel events. The Trust receives comments from patients, visitors and employees which are analysed and where possible acted upon to find a solution. Staff travel is clearly an emotive and complex issue and the Trust recognises its responsibility and limitations. Where it can the Trust is investing to make improvements. The five top issues raised by staff are: 1. Public Transport: is seen as being too expensive by staff, particularly for shorter journeys and if prices were reduced then a number of staff would switch from car to bus. 2. Cycling: staff commented that there is a lack of continuous cycle lanes on the main roads they would use to get to the hospital and they feel that this is a big disincentive to them deciding to cycle to work. 3. Walking: a large number of staff (77%) are female and most work shifts. Some say they feel unsafe particularly after dark although crime statistics confirm the hospital s catchment area is a very safe area with very low street crime both theft and assault. 4. Location: the hospital is off the main A23 on a minor road that runs through one of the railway arches which seriously restricts traffic flows at busy times of the day. This can result in delays for all road users including patients, staff and emergency services. 5. Complaints: Staff parking in nearby streets when car parks are fully can cause complaints from residents. The trust does try to dissuade staff from parking in residential Page 10

11 areas but is limited in what it can do and through this Travel Plan will be working to provide alternative travel to relieve the situation. 5. Current Situation The Trust continues to implement alternative staff travel facilities to meet its overriding objective To facilitate easier sustainable travel to the Hospital for staff, patients and visitors, through improvements to the availability of alternative and sustainable transport contributing to the overall reduction of congestion in the local area. The Trust continues to grow by 4.5% year on year. Staff numbers are expected to remain the same with productivity and efficiencies being achieved through the use of technology. Activity 2012/13 Actual 2016/17 Projected 2018/19 Projected Patient 481, , ,032 Staff 3,503 3,503 3,503 (Headcount) Page 11

12 6. Existing and Proposed Measures The Trust is committed to minimising its impact on the environment by supporting and implementing alternative forms of travel and a sustainable approach to energy and waste management. The Trust understands its impact on the wider environment and its responsibilities to key stakeholders e.g. patients, visitors, employees, neighbours and the wider public. To this end the Trust has developed a detailed action plan within this Travel Plan, please see Appendix 1. To reduce vehicle emissions the strategy is to promote certain initiatives in improving access to alternative and sustainable transport that will reduce the movement of vehicles. The Trust has made and continues to make considerable investment in sourcing and supporting sustainable transportation on site. The Trust supports a range of alternative transport initiatives and continues to invest in promoting sustainable travel and healthy lifestyle. The Trust provides the following: Interest free season ticket loans for public transport Discounted public transport costs via EASIT Reduced car parking fees and dedicated spaces for car sharing is due to be reviewed Free parking for Eco vehicles (staff only) Free parking for cyclist and motorcycles Cycle purchase scheme save over 30% with tax free savings Shower/changing room facilities Free access to alternative travel websites Electric car charging points Electronic bus timetables and real time arrival information Cycle Pool Bike Scheme (Travelsmart SCC) During the course of this Travel Plan the Trust will be implementing: Walking club Cycle club Access to a dedicated staff travel website with an individual s travel planner Discounted electric vehicle lease schemes (salary sacrifice) Cycle to work week Page 12

13 Walk to work week Pays mileage rate for cycling to meetings Electric bike trial Other Green travel initiatives such as electric vehicle demonstrations/cycle maintenance master classes The Trust has partner agreements in place with Bespoke Logistics Solutions, a Travel Plan Specialist, Lift-share and Bikes for the NHS who provide dedicated systems and specialist support. To support the travel plan the Trust has made significant investment in: Cycle Park Four secure cycle parks providing parking for 136 cycles which are located at convenient points on the estate, the most recent being installed March 2014 at a cost of 13,000 to provide 80 additio nal cycle parking. Cycle parks are open to both staff and visitors. Newly refurbished staff changing rooms and showers. In addition to the new cycle parks f urther investment totalling 70,000 was made in to provide a hard standing area, three modern dedicated showers and changing rooms. Please see green travel location map Appendix 5 attached. Page 13

14 The Trust promotes health & wellbeing for staff and actively encourages staff to take regular exercise and where possible cycle, not only when commuting to work but also socially and for leisure. Bikes for the NHS provide the cycle to work purchase scheme on behalf of the Trust and 31 staff have purchased bicycles in the period. Motorcyclists Motorcyclists are offered free on-site parking and access to showers and changing rooms with 25 dedicated spaces provided for motorcyclists. Car Sharing Car share facility is provided by Surrey County Council Liftshare and Easit, staff are able to search for others to share their journey with. Our promotional theme this year will be to increase car share numbers Car Parking Fees The Trust charges all staff for parking to encourage the use of alternative travel by making it financially attractive. Charging for car parking is a sensitive issue with hospital staff and parking fees are negotiated annually and are in line with other NHS Trusts. Visitors are also charged for parking; please see Appendix 6 for current fees. Public Transport The trust is considering introducing a bus route through the site with a stop at the East Entrance. Recently the trust has requested funding from Surrey County Council and a new larger more comfortable bus shelter will be installed by September unless any unforeseen matters arise. Page 14

15 The most frequently used railway stations are Redhill, Earlswood and Salfords. A project to improve signage and cycle availability is underway. The hospital is working with Harris Vallianatos Travelsmart Engagement Officer SCC and is represented in the Redhill Business Travel Forum where a variety of schemes and funding arrangements are discussed Most frequently used railway stations are Redhill, Earlswood and Salfords. The Trust has extensive on site facilities to reduce the need to travel for both staff and patients/visitors: Boots and WH Smiths Restaurant Friends snack bar ATM cash machine Purpose built nursery Video conference facility Telephone conference facility Information and Technology The Trust is committed to easy to access accurate information, making alternative travel available to everyone. A new website was recently introduced with new information centres located at key points throughout the Trust Staff Travel Information Boards Page 15

16 Staff Travel Guide An easy to understand pocket size staff travel guide that provides accurate information to compare various forms of alternative travel including journey planning etc. Staff Travel Website A new integrated website will be launched in July 2014 to simplify the various processes to access alternative travel. Website Control Panel Dashboard with real time data Telephone and Video Conferencing Facilities Those who regularly need to use teleconferencing and/or Video conferencing already have the facility to do so. Should anyone else need to use it, they can contact the Estates Department who can provide them with teleconferencing phones. Most meeting rooms Page 16

17 have telephone conferencing and some have video facility. There is video conference in the main Lecture theatre that can be extended to a suite of five training and meeting rooms and on specific wards for certain medical procedures Staff Transport Surveys It is intended that staff travel surveys are completed every 12 months and the data analysed to understand trends, changes and staff opinions. The last survey was completed in August 2012 and the data gathered is used in this travel plan Patient Travel With the increased numbers of patients expected year on year it will add pressure to patient parking. More information will be circulated highlighting alternative methods of travel and better use made of Patient Transport Service, Community Transport and Volunteer drivers. Systems are being developed to allow patients to share journeys to hospital with other patients in their area. Car Parking: there are several car parks onsite, please refer to site map Appendix 5 Public Staff Car Parking Facility Onsite (includes 7 disabled spaces) 210 Golf Club 200 Disabled (outside car park) 44 West Car park 372 East 410 South 106 HQ 97 Social Care 3 Football Club 125 Disabled 38 Total 1605 Public 454 Staff 1151 From previous studies peak pressure on car parking and the local road network is between and 17.00hrs weekdays. See Appendix 4 Staff Parking Demand by Hour. Page 17

18 7. Objective, Targets and Measurement Objectives Objectives Reduce single vehicle occupancy to a sustainable level and increase the use of alternative means of travel Reduce pressure on road network Reduce incidents of abuse to staff related to traffic congestion Reduce the number of staff parking on residential roads Make visitors aware of alternative travel that is available Tasks, Target and Owner to be achieved by April 2019 unless otherwise stated Task Target Owner The overall objective is to reduce staff single vehicle occupancy to a sustainable level 60% Travel Co-ordinator Reduce staff parking on residential roads by 30% Car Parking Manager Reduce congestion on access roads by 20% Car Parking Manager Develop a process to record the number of complaints made by residents and take Head of Logistics actions to reduce by 30% Increase proportion of visitors using sustainable travel 5% Head of Logistics

19 Monitoring and Measuring Performance and Trends. Progress of the above tasks and objectives will be monitored through a combination of the following: Task Frequency Owner Management Reports Six Monthly BLS Record main entrance congestion Daily Car Park Attendant Record car parking congestion Daily Car Park Attendant Record staff parking on local roads Annual Head of Logistics Staff Surveys, which will capture staff numbers working nights/days and quantify numbers of staff parking on local residential roads Annual Head of Logistics Visitor Surveys to determine method of travel Annual Head of Logistics Travel Plan Updates to Surrey County Council including Pool Bike activity April 2015, 2017 and 2019 BLS Page 19

20 8. Implementing the Travel Plan & Managing Change The Trust recognises that producing a Travel Plan is only the start of the ongoing process to achieve the Trust s aims and objectives set out in the plan. A detailed implementation strategy will be developed (identified in the action plan Appendix 1) to ensure the Travel Plan achieves its objectives. In addition to the action plan an events timetable see Appendix 7 will be introduced to publicise alternative travel. The Trust has made significant investment over a number of years to provide excellent facilities on site to support alternative travel and at the same time the Trust understands the challenge ahead to change culture and get staff out of the car and using other sustainable alternatives. The Trust has contracted in specialist skills to facilitate and assist with the change process and provide the necessary tools such as a new website, travel information centres and promotional events to 1) make people aware 2) provide alternative travel options 3) support and encourage change. The Trust will ensure the Travel Plan is delivered and will monitor performance against set targets and objectives to ensure the Travel Plan is successful. The Trust will use a balance of control (parking restrictions and fees etc) against incentives (financial support) to encourage the necessary behaviour change. 9. Remedial Measures & Escalation Process The Trust will be supported in the delivery of the Transport Plan in the first instance by the BLS Travel Co-ordinator, who will spend at least 16 hours per week implementing the Travel Plan, please see Appendix 1 Detailed Implementation Plan. To achieve a reduction in staff driving from 71% to 60% means that an additional 11% of staff will travel by other means, walk, cycle or by public transport. Please see section 7 for detail of Targets, objectives and monitoring. The success of the implementation of the Travel Plan will be monitored through monthly performance reports and any delays and/or failures escalated to the Travel Steering

21 Group and the Head of Logistics. Review meetings will be held quarterly to ensure progress is being made in line with the Travel Plan. Escalation Process Travel Co-ordinator/BLS Travel Steering Group Head of Logistics Director of Information & Facilities The Travel Steering Group consists of 12 members and they meet quarterly to monitor the performance of the Travel Plan. Membership is from management, staff representatives, and external stakeholders. 10. Contact Details BLS Travel Co-ordinator Kevin Dempsey SASH Head of Logistics Steve Abbotts SASH Director of Information & facilities Ian Mackenzie Page 21

22 APPENDIX 1 Detailed Travel Action Plan June 14 TASK Submit a Travel Plan for approval SASH/SCC Completion Date Risk of Failure Owner June 14 Medium BLS June14 Formal Sign off and launch the new Travel Plan June 14 Low BLS June 14 Launch new website and poster campaign targeting car share June 14 High BLS July 14 Develop a TP reporting process and internal strategy document July 14 Low BLS July 14 Jun 14 Aug 14 Sep 14 Review car parking policy, enforcement and charges Promote Cycle to Work Week & organise events, competitions and prizes Roll out agreed amendments to Parking Policy Organise Staff Travel Survey July 14 Medium SASH Low June 14 Low BLS Low Aug 14 High SASH Low Sept 14 Low BLS Oct 14 Distribute new posters targeting car share and cycling Sept 14 Low BLS

23 Nov 14 Develop a Car Club Nov 14 Low BLS Jan 15 Milestone 2.5% reduction in SoV Drivers Jan 15 Medium BLS Feb 15 Prepare Travel Plan Update Report Feb 15 Low BLS Mar 15 Review car parking policy and enforcement Mar 15 Medium SASH Apr 15 Distribute new posters targeting public transport and Park & Ride Apr 15 Low BLS May 15 Set up a Cycle Club May 15 Low BLS May 15 Promote & organise Walk to Work Week events, competitions and prizes May 15 Low BLS Jun 15 Promote Cycle to Work Week & organise events, competitions and prizes Jun 15 Low BLS Jul 15 Review parking charges Oct 15 High BLS Sept 15 Organise Staff Travel Survey Oct 15 Medium BLS Oct 15 Milestone 2.5% reduction in SoV Drivers Oct 15 Medium BLS Nov 15 Review strategy Nov 15 Low BLS Page 23

24 APPENDIX 2 Bus Routes 400 Bletchingley 315 Blindley Heath 424 Burstow 400 Caterham 400/424 Copthorne 100/400 Crawley 315 Dormansland 430/435 Earlswood 400 East Grinstead 400 Felbridge 100 Gatwick Airport North Terminal 100/400 Gatwick Airport South Terminal 400 Godstone 100,400/424 Horley 315 Horne 315 Lingfield 100 Maidenbower 100 Manor Royal 424 Meadvale 430/435 Merstham 100 Northgate 400 Nutfield Page 24

25 315 Outwood 100,315, ,430/435 Redhill Bus Station 424,430/435 Reigate 315 Ridge Green 430/435 Royal Earlswood Park 100,400/424 Salfords 424 St Johns Park 315/424 Smallfield 430/435 South Merstham 315 South Nutfield 430/435 South Park 100/400 Three Bridges 430/435 Watercolour 424,430/435 Whitebushes 424,430/435 Woodhatch Page 25

26 APPENDIX 3 Staff and Patient Numbers Fig 2.1 Patient Activity Year 2012/ / /19 Patient Numbers 481, , ,032 Growth % Fig 2.2 Staff Numbers Year 2012/ / /19 Staff Numbers 3,503 3,503 3,503 Growth % Fig2.3 Staff Category 2012/13 Category % by Category # by Category Administration, Clerical and Management Allied Health Professionals Medical Nursing and Midwifery ,654 Support Services Page 26

27 APPENDIX 4 3,503 staff are employed by the Trust and 2,487 travel by car Total Staff Headcount Staff Driving SOV 3,503 2,487 The total staff employed is 3,503 and of these 2,627 (75%) work weekdays The hospital operates 27/7 and the peak demand on car parking is weekdays between and 16.00hrs. Category Administration Health Professionals Medical Nursing Support Services Average W day Staff Total 2,627 Parking Demand (weekdays) 2,627 staff that work weekdays, of these, 71 % currently drive to work Year Staff Working Weekday % Staff Driving Staff No Driving Parking Spaces 2012/13 2, , /17 2, , /19 2, , Page 27

28 Staff Parking Demand by Hour (Weekday) Time Demand Spaces Balance Page 28

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30 APPENDIX 6 Staff & Public Parking Fees Staff Parking Staff pay 1 per day or part of a day using scratch cards. Staff may also buy season tickets for: 3 months 50 6 months months 190 Visitor Parking Hours Over Visitors Car Parks Capacity Public car parks (Trust visitor car park and Golf Range Car Park) are 100% full between 2.00pm until 5.00pm Monday to Friday with vehicle queue to enter the Trust car park or Golf Range for up to one hour with the queues stretching on some days up to and along the main A23 in both directions. Page 30

31 APPENDIX 7 Events Diary July-14 July-14 July-14 July-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Launch Travel Plan/Staff Website Car share promotion Launch Loan Cycle Scheme Cycle Club Cycle Training Car Club Cycle Maintenance Master Class ECO driving Master Class Staff Travel Survey Events are to be held monthly to keep staff aware of alternative travel, the most recent event promoted the trust s strategy and action plan which included a draft of the Staff Travel Guide and a demonstration of an electric car. Page 31

32 APPENDIX 8 Related Websites and Posters Staff Travel Website Lift Share Website Trust Website Walk to Work Poster Cycle to Work Poster Staff Travel Information Boards Page 32

33 APPENDIX 9 Staff Travel Handbook Page 33

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35 Page 35

36 Page 36

37 Page 37

38 Page 38

39 Page 39

40 Page 40

41 APPENDIX 10 Page 41