Greater Manchester Major Trauma Centre

State-of-the-art hub for clinical expertise  

BAM has delivered a new specialist facility at the heart of the Salford Royal hospital campus. The centre provides emergency care and services to an extra 400 trauma patients every year, helping to save more lives.

BAM has completed the six-storey Acute Receiving Centre for the Northern Care Alliance NHS Group at Salford Royal hospital. Nine out of ten major trauma patients in the Greater Manchester area will be brought straight to the centre: including people involved in serious road accidents or life-changing falls.

The site is also a hub for high-risk emergency general surgery, across the towns of Bolton, Salford and Wigan. The new building is part of the UK Government’s Health Infrastructure Plan.

Project details

  • Customer: Northern Care Alliance 
  • Architect: DAY Architectural 
  • Project manager: DAY Project Management 
  • Quantity surveyor: Rider Hunt
  • Structural engineer: Mott MacDonald
  • Mechanical and electrical engineer: DSSR / BAM Services EngineeringProject value: Capital value is £68m build was £50m

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9/10 Fact icon of the region’s major trauma patients
BREEAM Fact icon Excellent rating
5 Fact icon Specialist operating theatres
95% Fact icon of mechanical pipework prefabricated off site
The new building – Previously referred to as ARC Acute Receiving Centre- supports Salford Royal Hospital in its role as a major trauma centre and the hub for emergency general surgery in the North West of Greater Manchester. 

It is home to the UK’s first RAPTOR theatre: a hybrid polytrauma theatre designed to give patients with life-threatening injuries the best possible chance of survival. Only two other RAPTOR facilities currently exist worldwide. 

The RAPTOR model saves vital time and reduces risk, because there’s no need for patients with complex, multiple injuries to be moved around the hospital to different locations for scans, Xrays and surgical procedures: all the essential equipment and expertise is located in the same space.

The Salford facility will be treating around 1,500 patients a year.

Fast track to treatment

The RAPTOR theatre is located immediately above the Major Trauma resuscitation suite and directly below the new helicopter deck: so seriously ill patients can access potentially life-saving treatment as quickly as possible

The 700m2 helipad, constructed on top of the building, has been called a ‘game-changer’ by bosses at the North West Air Ambulance Charity. The new Trauma centre boasts the UK’s first direct level access rooftop helipad, with vertical connectivity to resuscitation, MRI & CT imaging, and theatres. This will reduce patient transfer times from 20 minutes to 90 seconds.

Previously, the charity’s helicopters had to land on a nearby sports field, with critically ill patients then facing a road transfer by ambulance to the A&E department.  

Logistics on a live hospital site

Work on the build began in early 2021, as multiple Covid-19 lockdowns created huge challenges for the public and medical staff alike. Greater Manchester was especially hard hit by the second wave of the pandemic.

Add to this the fact that the BAM team had to navigate the many practical challenges of a severely constrained site, right at the heart of the existing hospital estate. 

The key to delivering in these circumstances was a robust sequence of working and logistics strategy for the whole project, to minimise disruption.

For example, the new building is right next to the hospital’s extremely busy A&E department. So before the project began, BAM developed logistical diagrams in 3D for the proposed ‘blue light’ route, and rigorously tested this with the North West Ambulance Service before it was implemented on site. This resulted in unhindered access for the emergency services throughout the project, a clear case of perfect planning and delivery.

Innovation to deliver the vision

Refining and finalising the detail of the design has also been crucial to ensure that BAM achieves the best possible results within the Trust’s budget.

Soon after being appointed, BAM reviewed and assessed the proposed design and work packages, and concluded that these were likely to come in significantly above the Trust’s budget.

Working closely with the supply chain – and using the experience of the design team – BAM came up with a number of fully compliant solutions that are still within the design aspirations for the project, but also met the client’s budget.

For instance:

  • Replacing the originally-specified emergency lighting with new smart system that automatically reports its status back to the building management system, saving hundreds of hours a year
  • Using pre-assembled pump and heat plate exchangers to smooth installation into plant room
  • Pre-fabricating service risers and corridor runs, and fixing them into cast-in channels, which not only saved cost and effort but also minimised the creation of dust, noise and vibration as less drilling was required on site.
  • Utilising the power of our integrated service engineering team (BAMSE) to partner with specialist theatre fitout providers to deliver a single supplier solution generating savings for now and future maintenance for the hospital.
“In terms of project delivery, BAM have been excellent throughout the Greater Manchester Major Trauma Hospital project. The organisation has a collaborative ethos embedded through its DNA, which comes out in interactions with staff at all levels, including subcontractors. Rob and the team have been excellent in this regard, and this has resulted in an end product which the Trust is delighted with.”

Jon Nickson

Head of Capital Programmes & Programme Director GMMTH Northern Care Alliance NHS Foundation Trust

Planning for services

In a cutting-edge facility like this, there is a huge array of mechanical, electrical and medical systems. Spatial co-ordination of these services has been crucial in keeping the project on programme and on budget. 

The BAM Services Engineering team used BIM 3D modelling for building services, structural and architectural elements from day one of the contract. This upfront time and effort has paid real dividends, resulting in first-class installations achieved with minimum disruption to on-site activities.   


Open communication 

A flexible and honest approach to communication between BAM, the Trust and the wider team has focused on delivering the best possible outcomes for the building users. 

For example, clinicians were able to visit a key supplier to review the proposed Group 1 medical equipment (fixed installations such as imaging systems). 

These expensive, hi-tech systems have significant requirements around utilities and installation. So the choice of system can have a major impact on the design and engineering of the building itself and procurement can involve long lead times. 

BAM also produced a full-scale mock-up of one of the panels from the façade. This allowed the Trust and the architects to review the proposed material finishes and fine details: which provided very valuable input when it came to co-ordinating the various details of the anodised aluminium cladding, window frames and glazing.

Every month throughout construction, BAM carried out a drone survey of the project, which provided a detailed photographic record of the works carried out. It allowed the team to constantly review logistics and helped keep the Trust fully informed as the project progressed.

Family, neighbours and social value

Salford Royal is at the heart of a close-knit community. Involving them has been an important part of the project. 
Early in the project, BAM ran a competition for children of Salford Royal staff to draw pictures of healthcare professionals at work. The resulting pictures brightened up the hoardings around the site for the duration of the build. 

As well as engaging local supply chain partners, BAM has also provided numerous work experience opportunities and apprenticeships to local young people. 

 

  • BAM have employed 76% of the workforce from Great Manchester (16% over target)
  • 83% of total construction spend with the local supply chain. 32% within Salford alone
  • Contributed £13.2 million of local economic value back into Salford’s community (12% over target)
  • 1500 apprentice weeks completed, 1000 weeks over the target, by 23 apprentices