Partnerships for health

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

The current crop of schemes is certainly proving to be a breath of fresh air for all parties. Although there is a very intense lead-in period with ProCure 21 compared to PFI schemes (where there is an enormous risk element and schemes can take as long as three years to get underway), the savings in time, and therefore cost, are becoming apparent.

The next challenge is to see this new culture of real teamwork, transparency, mutual support and co-operation filtering down through the supply chain. It is clear that the industry as a whole is still not working as efficiently as it could because the funding and approvals systems make it difficult for the NHS to act as a single entity and to control the flow of work. There has been a slow take-up of work for contractors with the volume of contracts not being what was originally promised; this may be a symptom of trusts merely being unsure of the way forward.

When working in a consortium set-up it is fascinating to dwell upon the mass of talent sitting around a table in any one meeting - some of the most forward thinking, innovative and experienced professionals in the country, harnessed in the single pursuit of excellence - and at a local level. This of course has its disadvantages for contractors for example if they are handling a number of major projects at any one time and their highest calibre staff are always elsewhere. For clients however and for the end user, the benefits are incalculable.

Lack of confidence in the continuity of workload often makes it hard for major building contractors and PSCPs like Laing O'Rourke to convince suppliers to commit the necessary level of investment and training to get the full benefit of this way of working. As more schemes are awarded, hopefully this will change. For now, partnering and ProCure 21, when successfully executed, seems to be offering the panacea to the previous ills of delivering major healthcare schemes. With almost 40 years of experience behind us. we are certainly finding the current process a lot more palatable and rewarding in all respects.

Mike Douglas is director and chairman of Waring and Netts, and Amrit Naru is Healthcare group leader at the firm.