The Royal Liverpool University Hospital

The Royal Liverpool University Hospital: Transforming healthcare infrastructure

1/3

Redefining traditional hospital ward accommodation for enhanced patient care, safety and experience.

The Royal Liverpool University Hospital is the largest 100% single bed en-suite hospital in the UK and represents the first UK hospital to be successfully delivered under the NHS New Hospital Programme. Comprising 646 single en-suite beds, 18 operating theatres, 40 critical care spaces and a large clinical research facility. The Royal Liverpool University Hospital mainly focuses on complex planned care and specialist services; including nephrology, renal transplantation, nuclear medicine, haematology, lithotripsy, dermatology and urology. The hospital is also a national centre for ocular oncology, housing the lead High Consequences Infectious Disease unit in the UK.

After the collapse of the PFI Contract, Gleeds provided project management, cost management and contract administrator services, whilst also managing the Trust’s design team and Clerk of works to complete the project.

86,000

m2

hospital area

10,000

m2

clinical support building

18

state-of-the-art operating theatres

640

beds, including 40 critical care (ICU and HDU) beds

18

wards with 28 single en-suite rooms each

The challenge

At the time of the collapse of the PFI contractor in early 2018, the Trust believed the project was within six months of opening. However, as the result of major defects found in the structural frame, as well as many other non-compliant matters that needed addressing, the PFI deal was terminated in October 2018. The completion of the Royal Liverpool University Hospital (96,000m²) and clinical support building (10,000m²) was then to be delivered through a management contract which is unusual in the health sector.

Gleeds were commissioned in January 2019 to provide support and leadership to complete oversee the rectification of the defects, to ultimately, complete the Royal Liverpool University Hospital.

The major challenge was trying to secure a supply chain of contractors that had previously been damaged in the Collapse of the Contractor, whilst changing the environment into a collaborative one. Alongside this, another significant challenge was cost control when not all defects were known at the time of estimating what the budget needed to be.

The solution

A case was made to the Government to keep the project moving forward and a memorandum of understanding was drafted and signed between the Trust, NHSI, Department of Health and Social Care and Treasury to provide monthly drawdowns, alongside weekly meetings with NHSI to review and sign off funding requirements.

Gleeds also commissioned several specialist surveys to identify and rectify the defects to derisk the project. A proactive risk register was managed on a weekly basis to identify management action to mitigate and reduce exposure to liability wherever possible.

The establishment of a collaborative culture ensured smooth progression of the project, particularly in regaining the trust of contractors. The project team, predominantly co-located on site in Liverpool, brought increased social value through local employment and engagement. Gleeds worked closely with the management contractor to deliver social and sustainability benefits, including raising funds for the Trust's charity, sponsoring staff awards and organising training and visits for students from local educational institutions. These efforts not only enhanced the hospital project but also fostered community involvement and support.

The results

Collaborative work with central government, enabled the project to continue to move forward rather than stand still for a significant period, which meant the Royal Liverpool University Hospital was completed more than a year earlier than it would have been if normal procurement governance had been followed. Through a committed workforce and a common goal, parts of the hospital were opened more than a year earlier than scheduled to assist in the Trusts and national priorities in dealing with the Covid pandemic.

The new Royal Liverpool University Hospital plays a significant role in improving Liverpool’s physical, social and economic health, ultimately changing the way healthcare services are delivered and perceived across the region.

The results:

  • Collaborative culture: Re-established trust with contractors through a collaborative approach, ensuring smooth project progression
  • Government support to continue project plan: Secured ongoing confidence of Trust Board, NHSI and Treasury
  • Local employment: Increased social value by employing a predominantly Liverpool-based site team
  • Social and sustainability benefits: Organised fundraising, sponsored staff awards, and provided educational opportunities for students
  • Workforce development: Offered job opportunities to graduates and undergraduates from local universities, enhancing workforce skills and experience
  • Implementing risk-management processes at macro and micro levels: Leveraged health sector experience to identify and mitigate project risks early, ensuring smoother project execution
  • Gleeds' extensive experience in the health sector ensured a smooth process and reduced potential setbacks

Gleeds were a huge part of our integrated team which worked really closely together with our partnering Management Contractor to overcome hurdles and minimising risk, to remediate the project to enable the hospital opening. Their careful guidance, resilience and commitment to the cause in difficult circumstances was a major contributor to the successful completion of the hospital, which is now fully operational and supporting patients across the region.

Paul Fitzpatrick
Director of Estates & Facilities, Liverpool University Hospitals NHS FT

We’re so proud to have played a significant role in delivering this project, which is at the heart of its local Liverpool community. With the project facing several obstacles from the outset of our commission, communication with numerous stakeholders, as well as decisive action, were imperative to getting the project over the line. Putting our site-based team on the ground at the hospital, with a combination of local expertise and best practice from our global business, created the collaboration that spurred the project onto successful completion.

John Walker
Senior Director, Gleeds
1/2