whittington hospital pfi project
Client: NHS Trust and Secondary Market Infrastructure Fund
Date: 2002 - 2008
Project Value: £64m
Timescale: 2005 - 2008
Services Provided:
- Project Management
- Programming & Risk Management
- Design Management
- M&E Design Reviews
- Document Assurance & Control
Project Overview:
Phase 1 of the Whittington Hospital project consisted of the construction of a new acute care wing, including seven new wards and a state of the art imaging department. In addition a new campus for University College London and retail area were incorporated into the building.
Phase 2 of the works included a new Day Treatment Centre consisting of 4 Day Theatres, 1 Imaging Theatre, 4 Endoscope Suites with associated offices and support areas along with a new Discharge Lounge within the existing hospital.
The whole project was to be funded under a PFI agreement led by a major contractor and funded by various banks.
Phase 1 Construction initially commenced in 2002 and was originally due for completion in the summer of 2004. The project was severely delayed and a 6 month shut down of the project at the beginning of 2005 was caused when the principal contractor experienced severe financial difficulties. The project re-commenced in September 2005 after the PFI funding partners agreed to fund the project through to completion.
Delivery:
Given the continuous stream of delays, numerous management team changes, and escalating costs, Schofield Lothian were brought in as Project Managers in January 2006 by the PFI Project Company, jointly owned by the Secondary Market Infrastructure Fund (SMIF) and the Halifax Bank of Scotland.
Our initial task was to develop and implement a new project completion programme after carrying out extensive consultation with all of the key sub-contractors. Our aim here, to ensure buy-in to the programme from all stakeholders so as to create a realistic chance of delivery.
Regular meetings were set up to enable our team to build confidence with the key project stakeholders and create a platform where all parties felt comfortable raising any key issues, so enabling them to be dealt with openly and directly. Finally, we strengthened and stabilised the overall project management team.
Successful delivery of the first 2 Phases has led onto Schofield Lothian project managing the 3 and 5 year maintenance and refurbishment works.
Benefit to the Client:
Schofield Lothian provided the expertise and skills to enable the client to get the project back on track and meet the projects financial and operational objectives.
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