Vodafone wanted to relocate one of their service department from Egypt to their Newark site in the UK. The move involved the integration of new staff (effectively doubling the size of the existing team) into a service environment which had its own well-established working practices and expectations. The project also had to be fulfilled within a very limited timeframe in order to minimise downtime in and disruption to the Newark operations.
Ray collated the substantial staff lists which comprised full-time, part-time, field and home workers. He made clear plans for the accommodation of the 100-strong team, as well as integrating 40 new desk spaces alongside an existing technical team. By negotiating sensitively and clearly with local managers and staff and discussing sound, practical facts rather than ‘this is the way we’ve always done it’, he broke down their barriers and fears about the impending changes.
Ray’s plan grouped working teams into specific areas, which not only made it easier for teams to collaborate more efficiently and effectively but also freed up valuable desk spaces for the incoming staff. In addition, his plan could be achieved in a single ‘out of hours’ period, saving time and money for the client and avoiding any disruption to their normal daily operations.
Known, respected and trusted to deliver
Ray Thain is a familiar figure at various Vodafone sites, having managed a variety of relocation projects for them. More and more managers and leaders at this huge multinational corporation know that when they have a tough, challenging project to complete within a very short time period, then Ray is a safe and professional pair of hands. When he delivered his plans for this important and sensitive move, Vodafone’s Workplace Strategy Manger’s words were telling: “It’s good to have you back, Mr Thain!”
The Royal Wolverhampton Hospital Trust needed to move its entire Emergency Department (ED) into new, larger accommodation within the hospital. This huge project (from planning and procurement to ‘Go Live’ status) had to take place within a four-week period. More specifically the move itself (equipment, patients, staff and administrators’/doctors’ offices) was to be accomplished and the new ED fully operational in a fixed 4-hour window in order to avoid depleting the ED’s response targets.
This was a huge, complex and life-critical task which held consequences for staff, patients, visitors and the Trust as a whole. The preparation involved a great deal of work liaising with various departments to confirm the inventory of equipment and its condition, as well as identifying existing orders and sourcing, receiving and checking new ones. The new ED had to expand the number of bays and treatment areas to comprise:
|Seven resus bays||31 treatment bays|
|Two brand new paediatric high care spaces||A 48-bed medical ward|
|Six paediatric treatment rooms||Therapy rooms|
|CT Scanner room||GP referral unit|
|Clinical Decisions Unit||ED X-ray dept|
|Administrative offices||Clinical staff offices|
Ray spent a great deal of time understanding the hospital’s relevant departments, functions and teams, and developing the trusting relationships that would be crucial when the ‘Go Live’ transfer took place. Throughout this complex operation, staff felt confident that Ray was managing the risks and smoothly easing people and events to a safe and efficient conclusion. By the time the 4-hour deadline arrived, everything was fully installed in its new location, equipment was checked, calibrated and ready for use, and patients were being treated without any disruption to the service.
With the ED transfer seamlessly completed, Ray was asked to continue working with the ED team on a ‘Soft Landings’ programme which he designed to help staff acclimatise to the new facilities, equipment and patient monitoring systems. He also led staff, members of the public and other stakeholders on ‘patient journey tours’ through the department. The Trust was delighted with the entire project, completed on time, on budget and with absolute customer satisfaction. Ed Callaghan, the Trust’s Estates Development Team Manager, was happy to declare that, “We chose the right man for the job!”
Big thank you to JMS for inviting me to represent them to plan and manage the relocation of the Emergency Department (A&E to you and I) and the Acute Medical Unit into a new £38m facility. This included the management of the Trusts third party suppliers which included, Furniture, signage, specialist and general equipment, audio visual and specialist equipment commissioning teams.
The relocation was scheduled for a “live switch” at 4am on 25th November, which was a Wednesday, historically the quietest window of opportunity. This proved to be accurate, we went from 43 patients at 12.30am down to 9 at 4am. Within minutes of the new facility opening to receive patients, 4 ambulances rolled in and so the day began.
A successful relocation of the services, support services and staff into a much larger, state of the art facility serving the local community.
NSL’s former accommodation was becoming too small and fragmented for the needs of its mission-critical, multi-disciplinary call centre. Ideal new offices were located but these required complete refurbishment to meet the company’s objectives. NSL tasked Ray with securing buy-in for the move from key stakeholders, monitoring the refurbishment, managing the relocation, ensuring FCA and ISO compliance as well as supporting the production of a continuity plan.
Following his feasibility study and Board presentation, Ray created a Project Initiation Document to guide this challenging process. As CDM-C, Ray worked with all parties to allay any fears and concerns about the move and meet everyone’s requirements. Indeed, Ray managed the complete refurbishment and relocation process without any disruption to NSL’s service. He ensured that this much improved working environment was fully FCA and ISO compliant and produced a Welcome Pack giving employees all the key information they needed on the new premises’ layout, facilities and emergency procedures.
To help protect the future of this thriving business, Ray also worked with an NSL Team Manager to devise a comprehensive business continuity plan, which included increasing the resilience of the company’s voice and data communications.
Ray’s extensive project management skillset allowed NSL the flexibility of appointing him to additional roles as the schedule progressed, always safe in the knowledge that he could deliver. And deliver he did: Trevor Taylor, NSL’s Account Director, was delighted with Ray’s work which saw the NSL team make a smooth, safe and compliant transition into their excellent new facilities. Add to this the additional benefits of a professional and proactive project manager, and NSL can continue its excellent work knowing that it’s future continuity is protected.
RTPMS Ltd worked with Vodafone and Premier Moves in South Manchester, to integrate staff from Didsbury and Wythenshawe, customer service centres. This was inconjunction with an 14 phase refurbishment programme giving the interior a major refresh, which included new furniture, restaurant, chill & energise zones, defined team home zones.
With a price tag in the region of £4.5million a welcome boost to the local economy and confidence for the staff in terms of continued support and employment.
Staying with Vodafone RTPMS Ltd was involved in “restacking” nearly 4000 staff at their head quarters in Newbury. This was conducted over 5 consecutive weekends, with much planning prior to that to achieve the goal.
Many people have said that the website lacked the personal element. People like to see the face of RTPMS Ltd, “really?” I said, “I’m trying to attract customers not scare them off!!”
But people buy from people!! or so Im assured.
I feel sorry for the photographer; Sarah Yeoman, very professional. I have attached a link on the link page for you to follow.