Charter House, Trowbridge – Disadvantages

Charter House, Trowbridge – Disadvantages

Estate and Investment Disadvantages

Revenue costs

  • Additional costs of £0.77m per annum would result from opening Charter House and permanently closing Amblescroft South due to:
    •  depreciation charges associated with a new and more expensive property
    •  additional staff requirements as a result of the new layout of the building
  • Existing dementia services would lose £0.77m in funding each year to meet the costs of re-opening Charter House
  • Closing Amblescroft South will cost about £0.25m, due to mothballing of the estate and potential staff redeployment/redundancy


  • The unit would cost more to staff than the current provision because it is a stand-alone site meaning that additional staff could not be called on, in an emergency
  • There could be potential staff redundancy costs once Amblescroft South is permanently closed

Capital costs

  • Refurbishment requires about £5.37m to bring the facilities up to modern standards, which means that funding will have to be taken from other dementia services to meet the costs of re-opening Charter House
  • AWP has no financial resources available to fund refurbishment and Wiltshire CCG does not hold a capital budget.
  • Funding the capital will have to by the Private Finance Initiative (PFI) or external private funder route, which will be an additional cost of about £0.53m with additional costs of £0.04m pa

Clinical Disadvantages

  • As a stand-alone unit, there would be no cross cover support from other staff or services, which could create additional clinical risks
  • The nearest District General Hospital is the Royal United Hospital, 30 minutes drive away
  • If Amblescroft South were to close:
    •   this would lead to a split site for Older People’s specialist hospital services, with
    older people with conditions, such as depression, anxiety, bipolar disorder,
    schizophrenia, personality disorders and  addictions staying in Salisbury
    •    spliting the service across two sites would be costly to maintain and there
    would be less opportunity for learning, exchange of ideas and cover which
    could lead to a less effective use of staff and equipment
    •    this would also leave underutilised estate in Salisbury, which is not considered a
    good use of NHS assets
  • There will be no dedicated medical on-call service
  • There could be recruitment issues if staff do not want to transfer from Salisbury to Trowbridge