Jersey Future Hospital

Client: Government of Jersey
Project type: Feasibility study, programme and project management, consultancy support for a new hospital
Key Roles: Technical Advisor and Consultant
Sectors: Healthcare, Government, Office
Location: Jersey

 

Context and Overview

Rowney Sharman were initially engaged as a sub-consultant to the Future Hospital project lead advisor, Gleeds Management Services Gleeds). In this role we provided a variety of services. The Government of Jersey decided not to progress the Future Hospital project following the decision of the Environment Minister to refuse planning permission for the preferred site for the second time.

The cessation of such a large and complex project required a number of legacy matters to be brought to fruition and Rowney Sharman remain engaged to complete live workstreams and assist in the overall winding up of the project.

Roles Undertaken by Rowney Sharman

Site Assessment

Finding a suitable location for this large and very important public building on an island with restricted sites was one of the biggest challenges facing the project right from the outset. In this role we supported Gleeds and other sub-consultants in carrying out feasibility studies on proposals for potential development through detailed assessments of 5 potential sites in St Helier.

Programme Management - Outline Business Case

A fundamental requirement of the Future Hospital project was the creation of an Outline Business Case (OBC) in accordance with best practice using the HM Government ‘Green Book’ process. Working alongside resources from Gleeds and financial advisors, EY, we managed the development and production of the Outline Business Case as a document for consideration by the Island’s Parliament.

Programme and Project Management - Enabling Works

The Future Hospital project had a series of dependent early and enabling works. Supporting the client through an integrated and collaborative approach, we operated a Programme Management Office to ensure that individual projects were managed consistently in accordance with the client’s governance processes. Programme inter-dependency required us to develop and manage clear and unambiguous communication flows, both between delivery agents and with the client.

The enabling works programme comprised the following works projects: