At tender invitation the Client invited Main Contractors to apply giving details of their partnering chain which had to include Mechanical and Electrical Contractors. The respective teams then completed a pre-quality document. Further interviews and presentations were involved before the Client awarded the project, based on a guaranteed final price contract.

The contract entailed the phased replacement of all the copper pipework at Daisy Hill Hospital in Newry. Previously the hospital have encountered many leakages resulting from badly corroded copper water service pipework which in turn caused disruption to hospital services. The new pipework being installed is Stainless Steel.

While programming the work, consideration was given to high risk potential and these areas were prioritised to minimise disruption and provide continuity of health service to patients. Obviously working in a Hospital requires the absolute utmost in hygiene and health requirement and all risk assessments would include methods statements to include same as well as the standard construction work risks.

The replacement of pipework was carried out in a 4-year phased operation. To allow the hospital to function normally, regular site meetings are held with the Hospital Trust, the Construction Team and the Staff involved in the operation of the facility, at which detailed programmes and access are discussed and agreed. A lot of the work is completed during times made available by Hospital Staff and this has included week-end and overtime working.

The work involved decanting wards, which included close liaison with hospital personnel, to ensure minimum disruption. Particular emphasis was placed on quality screening of areas where refurbishment was being progressed. During the project a 7 storey ward block was refurbished. A temporary decant ward had been fitted out to permit half of each floor to be completed in each stage of the programme, (i.e. ½ floor decant to temporary decant ward for enabling of refurbishment), with each floor being completed before moving to the next.

The success of the project was based on complete partnering teamwork between Client Management, Hospital Staff, Design Team, Partnering Contractors and Supply Chain. From day one of the contract this partnering approach prevailed and everyone involved 'bought into' the concept and eliminated the 'blame culture'. We are happy to report that the project was completed on programme, to the agreed price and without disruption to the healthcare provision.

Phase 1, 2 & 3 of this project were completed on target and within budget at the end of March 2007. We are happy to confirm that there were no reportable incidents regarding Hygiene or Health and Safety issues and the Hospital managed to provide their normal healthcare service throughout.

This work involved decanting wards, which included close liaison with hospital personnel, to ensure minimum disruption. Particular emphasis is placed on quality screening of areas where refurbishment is being progressed. During the project a 7 storey ward block was refurbished. A temporary decant ward had been fitted out to permit half of each floor to be completed in each stage of the programme. (i.e. ½ floor decant to temporary decant ward for enabling of refurbishment). With each floor being complete before moving to the next.