Partnerships for health

HD, Sep 2005 by Douglas, Mike, Naru, Amrit

As a consultant, involvement in the early stages of a project is ideal, with this period of familiarisation and education both assisting and informing the design process. It also provides a platform from which to present the project from the client's perspective; engendering a greater sense of engagement from all parties throughout its lifespan and ensuring the client's needs and aspirations are met.

Organising meetings to encourage openness and the sharing of information is a key feature of a successful partnering relationship. The transition of information at the outset of a project is critical, and the risk management process often proves the ideal vehicle to allow all parties an opportunity to raise concerns or identify what they may see as obstacles to collaborative working. These might include issues such as incomplete or inaccurate information, onerous commercial terms or even inappropriate cultures or behaviours demonstrated by any party involved. Such early discussions encourage the type of environment where parties feel able to air any problems when they become apparent. A mutually supportive project culture should be encouraged so that if any project partner is having difficulty or has made a mistake, all partners work together to help overcome the problem. In ProCure 21 the form of contract ('ECC Option C open book') is of huge assistance in supporting this culture because it requires all parties to raise 'early warning' notices as soon as they become aware of any issues that might impact on time, cost or quality of a scheme. The early integration of specialist suppliers into the process is also important as they are able to work very closely with the design consultants in producing the detailed design. Their specialist knowledge, applied early, resolves risk, improves quality and brings a greater degree of cost certainty to the project. Key suppliers should be introduced to the client user groups at an early stage to help non-technical client users gain a clearer understanding of the products and systems they need to select to achieve optimum operational effectiveness. This helps to engender trust throughout the project team and eliminates excessive changes once the project is on site. It also means that there are no surprises for 'users' when the building is handed over to them for commissioning. For the contractor, there is a much better transition of operational and maintenance information for the client users prior to the operational commencement of the facilities' service streams.

Waring and Netts was introduced into the Newcastle Hospitals PFI project team by Laing O'Rourke and is now involved in the PFI redevelopment of the Royal Victoria Infirmary and Freeman Hospital. Laing O'Rourke has been the most successful PSCP by a considerable stretch, whichever way you choose to measure success, winning schemes amounting to almost one third of the total value of schemes awarded to date.

Operating at the forefront of PFI and NHS LIFT as well as ProCure 21, the latter initiative's 'national framework co-ordinator' Stuart McArthur, of Laing O'Rourke, is well versed in getting new schemes underway, integrating the supply chain partners and making sure that all the stakeholders' wishes are communicated at the first opportunity.