DESIGN & CONSTRUCTION
The impressive living wall on the proton vault at Newport.
same organisation that runs and uses the facilities that we build. We are not dependent upon occasional meetings to gain insight from the clinical teams – both groups having frequent and easy access to each other, contributing to rapid advice and feedback in both directions. Being part of a care organisation has also had a fundamental impact on REL’s ethos; the individual patients, and the needs of the staff that treat them, are truly at the core of what drives our work, and also of our parent company’s in-house procurement and IT teams, who we work closely with. From the outset, REL has used a Managing Successful Programmes (MSP) framework to coordinate the delivery of our projects, with the CEO chairing a monthly programme management board, with key people such as the finance director, the head of our operating company, (Rutherford Cancer Care), the chief physicist, the head of IT, and the Procurement manager, on the panel. Progress is monitored, and key decisions
The airy reception area at the Bomarsund facility.
made, quickly. REL’s Programme Management Office ensures that the information needed to run such a complex operation is carefully compiled and organised, with a key emphasis on the change control and risk management processes.
Best practice embedded Our parent company’s approach to governance is heavily influenced by the standards required of us as a deliverer of healthcare, and that attitude, together with an engagement from the early days to accreditation schemes such as ISO 9001 and Investors in People, have helped embed best practices in REL’s policies and procedures. Key to helping us ensure that both potential problems and good ideas are not missed is Rutherford’s Programme Assurance Officer, operating independently of REL, and answering directly to the CEO, but with a positive focus on continuous improvement that really helps us to optimise our activities.
The Northumbria project saw a number of key post-tender design changes, principally the addition of a £1 million MRI diagnostic suite, during construction. We decided early on to use a fully confederated BIM model to create a blueprint for our centres. That decision paid real dividends as we progressed to our third centre, and our second new- build project in Reading, where the changes from Northumbria were incorporated as we went along, aiding a smoother end-user sign-off of the designs. The site for the cancer centre is Reading University’s Thames Valley Science Park. The university’s initial Gateway Building, a striking weathering steel and glass construction, was just starting to come out of the ground under the hands of John Graham Construction, and an outline planning approval for further plots had been granted. A combination of JDDK’s ability to speedily produce an excellent planning application developed from the previous site’s
Health Technical Limited offer independent Authorising Engineer (MGPS) services within healthcare facilities
IHEEM Registered AE
Specialists in Medical Gas Services
F19, Kestrel Court Waterwells Drive Quedgeley Gloucester GL2 2AT T: 01452 260800 E:
info@healthtechnical.co.uk W:
www.healthtechnical.co.uk Health Technical Limited
Our services include:
Training - We offer Authorised Person full course, Competent Person full course, Authorised Person Refresher, Competent Person Refresher, Competent Person ‘Essentials’, Train the Trainer, Medical Gas Safety training (for Porters), Medical Gas Safety training (for Nurses), DNO/DMO Medical Gas training, Liquid Nitrogen training and E-learning packages.
Management Audits and Compliance Surveys. Authorised Person Assessments. Authorised Person Cover Services.
Project Management & Commissioning of MGPS Installations.
Operational Policy & Standard Operation Procedures Writing.
October 2019 Health Estate Journal 39
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160
