INTERVIEW
through the door’ etc and where we knew we’d won is when we were able to correct them on their data because there’s a risk of human error. So, the tool gathers the activity live from each of the services. Its updated weekly and reported to our board on a monthly basis. And that shows us where the patients are coming from. It shows us everything we’d need to know to see if the centres are performing as we need it to.
In terms of using this technology, was there a lack of trust or need for education? LW: Absolutely. Tools are only as good as people trust them. Often digital kit in the NHS isn’t set up properly or people don’t trust it. Service managers initially maintained separate Excel schedules. Once the tool proved accurate, they began to trust it. It’s about guiding people through adoption and ensuring user-friendly systems.
Collaboration seems key. How important is it in delivering your work? LW: Collaboration is essential. We’re NHS, supporting the NHS. Most of us have worked as NHS project managers and teams, and that means we understand what it feels like to be them. We embed ourselves in project teams rather than maintaining a formal client-consultant distance. Being part of the team is critical to understanding challenges, sharing successes, feeling the wins, and delivering results.
Darryn, were there any unexpected lessons learned from working with different clinicians or clients? Darryn Kerr: Yes, there are always unexpected hurdles. We take a blended approach. Our work has a heavy focus from a national government policy perspective, blended with operational needs. Collaboration across the health community and other sectors is critical. Supporting trusts to get business cases over the line
often involves pre-consultation business cases, engaging the wider health economy. That collaboration is essential for effective business cases and successful project delivery.
Sustainability and innovation must also be central. Can you talk about that in the NHP? DK: Absolutely. People think NHP is about building hospitals – it’s not. It’s about transforming services. New hospitals are an outcome, but the focus is on modernisation, innovation, sustainability, and digital solutions. The bridge to how we do things now to how we want
to do things in the future is a digital one, is a quote I think is relevant here.
Collaboration is essential. We’re NHS, supporting the NHS. Most of us have worked as NHS project managers and teams, and that means we understand what it feels like to be them.
We’re a small but highly experienced team – nearly 200 years of combined NHS experience. We work across business cases, hospital technical libraries, Smart Digital Hospital Programme, sustainability, technical services, and hospital briefs. We learn from other countries. For example, Nordic
systems use local vacuum systems rather than traditional piped copper, which is better environmentally. We adapt these lessons to NHS standards. Sustainability is challenging. We use modern
construction methods, electrification, solar, and heat pumps. This increases electrical infrastructure demands, but NHS Net Zero targets require it.
Andrew, looking ahead, what’s next for RFL PS in 2026 and beyond? AP: It’s about embedding innovation into everything we do. Understanding the consequences of failure – not just to buildings but to clinical activity and patients – is critical. Recruitment is a priority to embed NHS experience within RFL PS.
Standardisation is key. We want pathways to be consistent across hospitals, so patients and staff experience familiar processes. DK: Standardisation extends to NHP inpatient wards. All wards will have the same layout, so staff can familiarise quickly. We’re also developing a digital flight deck, consolidating millions of data points to predict failures rather than react. This improves planning, productivity, and keeps critical areas like theatres open longer.
Finally, Andrew, what advice would you give to the sector? AP: Collaboration and partnerships are essential. One organisation can’t provide everything. Blended solutions and open collaboration across systems will improve efficiency, innovation, and outcomes.
All the winners and those highly commended took to the stage at the end of the presentations of Healthcare Extates Awards 2025.
February 2026 Health Estate Journal 27
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