The right way to build a hospital
The complexity involved in building a new hospital is huge, which is why an effective Programme Management approach is vital
F
or many people, new hospitals inspire thoughts of complex construction, the opportunity for a landmark architectural design, and the complexity of project
managing all of the disciplines that are required for a new hospital to be ready to accept its first patients. This is the tip of an iceberg, invariably there have been years of planning before construction can start, and without doubt there will be many more years
of operation. Whatever the source of funding, the aim surely must be to have facilities that maximise the number of patients that can safely receive care, while achieving the best whole life value. The Public Private Partnership (PPP) programme
in the United Kingdom requires all of the interested parties to focus on achieving the best whole life cost for a safe and available patient care environment. At an early stage in the development of a new hospital, this brings together the competing requirements of a wide range of stakeholders, including hospital operators, architects, patients, contractors, funders, facilities managers and many more. Many claim to have the programme and project
management skills to achieve this. The reality is that there are a wide range of experts that make valuable contributions, but very few that have the experience and capabilities to successfully bring a new hospital into operation. Over the last 20 years, the UK has delivered
over 100 new PPP hospitals. This has developed the expertise to procure these complex projects and, equally importantly, the capabilities to agree long-term contracts that meet the requirements of stakeholders. This new breed of programme managers have to be capable of successfully bringing together the work of design teams, construction contractors, support services providers, financial modellers, investors, lenders, forward maintenance planners, workforce planners, healthcare planners, hospital operators and patient groups. The complexity of new hospital developments
frequently results in protracted planning phases, delayed procurements, changed orders during
Southmead Hospital, Bristol 68 Global Opportunity Healthcare 2015 | Issue 01
global-opportunity.co.uk
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Carillion
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