Supporting strategic goals

  • Service: Project management and construction delivery
  • Client: Humber NHS Foundation Trust

Serving a population of c. 600,000 people living in diverse urban, coastal and rural areas, Humber NHS Foundation Trust has an extensive property portfolio.

Driven by the need to address a strategic change in Trust priorities, NHS Humber Foundation Trust sought a partner to project manage the design and delivery of their estate capital programme.
Previously the projects within the capital programme had not been delivered within the timescales planned and the Trust found the quality of the final schemes were unsatisfactory. Capital spend was reactionary and the strategic and professional fees associated with the programme were too large a percentage of the overall budget.

The team was asked to develop a more coordinated approach to the capital programme in 2013. The programme needed to support the strategic themes of:

• Improved quality care
• Transformation through prevention and wellbeing
• Transformation through integration
• Improved access to services
• Improved value

Working closely with the client team an approach was established that would ensure schemes would be delivered on time, on budget and defect free, whilst ensuring every pound spent was worthwhile.

Previously the project management and design stage was managed by an architects’ practice; the practice also managed the subcontractors and suppliers. On analysis of this process, it was found that efficiencies could be made. The review also highlighted that services were not being engaged in the design of their spaces, which was leading to problems at handover.

With client approval, the team began to engage with the clinicians, and often the finance team direct, so that the end result was welcomed by both parties.

The next challenge within the programme was to ensure that the contractors appointed were experienced and appropriate to work on the projects and within the sensitive environments in which they’d be working.

Working alongside the client and their procurement process, the team ensured that the contractors appointed were vetted before appointment, meeting the standards set under Sitepass, our chain framework, as well as being able to demonstrate quality of experience working in sensitive environments.

On appointment all contractors were well briefed on the high expectations set by the partnership and the importance of health and safety on site. The team then project managed the contractors from start on site through to completion, to ensure all construction matters were dealt with and the customer had peace of mind.

The capital programme included a variety of projects, such as:

A full refurbishment of a children’s respite centre after a flood event.

Patient environment works in live, acute, low and medium secure units.

Various hard public realm works across the estate.

The development of a wheelchair access training facility.

Conversion and creation of office accommodation.

Day works, including the redecoration and the refurbishment of meeting spaces and individual rooms.

Asbestos removal and roof repairs.

Fire alarm upgrades within secure units.

After the completion of the first full programme year, the schemes within the capital programme have all been delivered:
• On time
• Within the budget
• With excellent quality
• With engaged services and clinicians
• With a 10% saving on professional fees.