- Relocation included the transfer of 47 very sick young patients.
- Along with the children the move also included the major transfer of departments and equipment to the eight-floor new building.
- This was an extremely high risk project with no room for failure.
- The project team quickly set about building an effective partnership structure, co-ordinating the roles of key people both within and outside the hospital and the Trust, embracing the ambulance, police and fire brigade services.
- Harrow Green’s project director then designed a move plan that would accommodate all the hospital’s needs within a risk-free timescale.
- By preparing detailed method statements for how the most vulnerable equipment in the hospital was to be moved, this well-executed approach ensured a smooth transition during the actual move.
- Critical to the partnership, was Harrow Green’s decision to utilise the services of a specialist NHS project management consultant with a nursing background.
It was an opportunity to make a bridge between Harrow Green’s relocation expertise and the unique demands of a hospital environment. The consultant’s technical brief identified the interdependencies of the hospital departments. A detailed relocation programme was developed over the course of 2 years prior to the move which allowed for a risk free relocation.
During the 10-day physical relocation itself, the hospital suspended all routine work in preparation for the relocation of five medical and surgical wards, three operating theatres, the Paediatric Intensive Care Unit, Bone Marrow Transplant Unit (including isolation units), Oncology ward, X-ray department and over 1,000 linear metres of medical records from several departments. The project also required the additional relocation of the Renal Unit from Southmead Hospital.
“Harrow Green got involved with the culture and enthusiasm of the hospital from the start. Very close working relationships were established with all of the departments and wards.”
Dave Ritchie, Project Manager, Harrow Green