Burton Queens Hospital

TYPE

Refurbishment

VALUE

£1.21m

DURATION

37.5 weeks

CLIENT/ARCHITECT

University Hospitals of Derby & Burton NHS Trust / Horsley Huber Architects

BSN

Overview

A new build extension integrated within existing clinical facilities, to provide a new Emergency Main Entrance. The project provides a purpose-built A&E waiting room, designed to meet the growing demand, with a dedicated minor injuries pathway to assess and triage patients.

BSN was appointed for the construction of the A&E extension, including structural alterations (CPD package), upgrades to M&E services and full refurbishment. Eternal works included formation of curbs and pathways surrounding the building including installation of grab rails, to align pedestrian access with new entrance position.

University Hospitals of Derby & Burton NHS Trust / Horsley Huber Architects

Project Status

Completed

The key challenges included managing design development during construction under a traditional contract, where the design evolved alongside ongoing works and required careful handling of emerging ground conditions while progressing RIBA 2/3 designs. There was also significant pressure to achieve rapid programme delivery without increasing costs, ensuring that design changes aligned seamlessly with construction to meet end-user expectations. Additionally, the project was carried out in a live hospital environment adjacent to emergency facilities, where uninterrupted patient flow was critical, creating a high risk of disruption to clinical operations and safety.

The solutions focused on early contractor engagement by appointing groundworkers and steelworks at contract award to enable initial works and allow design and construction to progress in parallel. Collaborative design management was achieved through close liaison with the client team to incorporate design changes based on site conditions, adapting the approach to minimize costs and maintain programme delivery. Robust onsite coordination was ensured through a permanent presence and daily communication with client representatives and clinical teams, supported by a strict permit-to-work process to sequence activities safely. To minimize disruption, all disruptive works were scheduled outside peak hours, resulting in zero complaints and uninterrupted operational continuity.