HEALTHCARE ESTATES 2018
giving another presentation, here at Healthcare Estates 2018, on our new Proton Beam Therapy Centre at The Christie in Manchester.” Jason Dawson explained that the new PBT facility had been delivered ‘using the ProCure21+ methodology’, and that there had been ‘some really key successes on the project – in terms both of programme and the financial savings and gain share’. He explained: “We invested the gain share back into the programme to maintain an acceleration, which meant we could start treating patients earlier. We have had over £250 m of work completed over the last 10 years at The Christie, using a variety of supply chain partners. Interserve has been one of the key supply chain partners more recently, and the company delivered our new Proton Beam Therapy Centre. The key things that stand out in the project are the elements that people take for granted – the simple things that we all talk about.
The Christie’s PBT Centre will be the NHS’s first to begin providing treatment in England.
Commitment to ‘behavioural aspects’ “Yes, there is a framework and a contract, and a vehicle for gain share etc., but what you have to invest in really in the partnership is commitment to the behavioural aspects. Those are the things that really make ProCure22 work. What brings success in collaboration is a commitment to partnering, and I hear all the time from clients and supply chain partners: ‘Yes. We are committed to ProCure22.’ The reality, however, is that unless you live and breathe that, it won’t necessarily work as successfully as it should do. You have got to develop real trust, and really rely upon each other as partners, which means you’ve really got to break down those traditional barriers.” It was vital, Jason Dawson argued, ‘to share the common goals’. He said: “Let’s not have a different agenda for each partner. We have got a commonality of what we want to achieve here, and if we all do that you tend to find you get the greatest success – in terms of the gain share, the programme; all those things. The other thing that stands out to me – and this is from a client perspective – is that you have to be a brave leader. You have to really commit to this, despite it at times being difficult. I have examples of projects where we were not as brave as we should have been, and I think the relationships suffered as a consequence.
Adversarial ‘traditional’ contracts “So, when you talk about leadership, you have to buy into the culture and the benefits that partnering will deliver. You all have examples of how traditional contracting can work, but there are equally many where such contracting has become adversarial and more focused than it should be on who is to blame for any problems, rather than on how to solve them.”
32 Health Estate Journal January 2019
Looking specifically at slides on the Proton Beam Therapy Centre built at The Christie in Manchester (HEJ – May 2017), Jason Dawson said: “There are currently two NHS PBT centres being developed in England – one in London and one in Manchester. Three or four years ago we had to look at the procurement strategy for the delivery of both. At that point we hadn’t even identified the equipment supplier, and each has a very different technical solution. What we all recognised at The Christie,” he continued, “is that only via early engagement could we deliver this project successfully. We thus championed the ProCure21+ procurement solution, whereas our counterparts at UCLH in London adopted a more ‘traditional’ approach.
Early engagement’s benefits “I think it’s fair to say that currently we are 2-3 years ahead of the PBT centre in London. It would be unfair to attribute this entirely to procurement; the UCLH site is more complex, and they have had a much deeper hole to dig to construct their facility. However, because we had such early engagement with the supply chain, we have been able to more easily solve some of the problems we experienced as we worked through the project.”
At one stage, Jason Dawson explained, The Christie NHS Foundation Trust had faced a potential 3-6 month delay ‘due to the complexity of the concrete pour and the conduits’. He said: “The whole PBT Centre project was complex beyond imagination. We had 20,000 cubic metres of concrete to pour, plus 10 kilometres of embedded pipework that had to feed its way into the treatment areas. That caused delays, but by re-investing the gain share we had generated, we were able to accelerate the programme and get back on track, reporting to the Department of Health and NHS England that while we had a problem, we also had a solution that wouldn’t cost them any more, since all we were doing was re-investing the benefit we had already generated. I am pleased to say that on 12 April this year we successfully took handover of the building, on time, and significantly under budget. What I will end with is to remind you all that ProCure22 is a really, really powerful vehicle, but to get the most from it you must really buy intro the concept of partnering.”
The cyclotron being lowered into position at The Christie’s new Proton Beam Therapy Centre in Manchester.
This closed the joint presentation on ProCure22 and its achievements to date; it was immediately followed by a further joint conference address on ‘Using data to improve performance’.
hej
©The Christie NHS Foundation Trust
©The Christie NHS Foundation Trust
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