Finalist |
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Category: PFI Projects |
A project that is on time, within cost and of good quality doesn't even begin to cut the mustard with a healthcare PFI client. What makes the difference and wins the deal, as well as the client's confidence, are the less tangible aspects: exceptional innovation in design, a true understanding of PFI procurement, and the flexibility to provide a bespoke outcome for all facilities.
It was in just these aspects that Richard Whitby excelled on this gruelling, widely dispersed scheme. It involved 14 very different facilities at six locations, with five separate phases and start dates staged over two years.
Richard worked tirelessly to manage the time-critical logistical operation of moving staff, patients and equipment around the country. His energy, innovation and determination drove the completion of the first four phases bang on time, while incorporating numerous ad hoc requests for timing changes, early access for specialist fit-out, staff training, etc.
The final phase for two very specialised and awkward refurbs ran a few weeks over programme. Given the client's decision to entirely change the use of one building, requiring a complete redesign and reconfiguration, and with access not possible until site start, Richard's achievement was immense. Pragmatic and measured, he applied as much resource as was practically possible, and focused on the quickest possible completion rather than playing the blame game.
Richard showed imagination and realism in arriving at solutions to some deal-breaking challenges. For example, the exact location and depth of a sewer that ran through one site was unknown until very late on. Its discovery threatened a complete building redesign (and possible exclusion of the facility from the PFI) until Richard stepped in. He suggested cantilevering the rear of the building on deep piles and putting a lightweight fill underneath to allow the water utility easy excavation access to its sewer.
His financial management was immaculate. A fixed contract sum had to be agreed up to a year before detailed design work could begin, yet, putting aside the one change of use, variations on the scheme amounted to less than 0.25% of the contract value. This gave the increasingly appreciative client a highly stable environment to work in.
In terms of delivery and outcome, Richard's success on this complex project was tremendous. Even more astonishing is that he did it 150 miles from Rydon's Sussex base.
