One of healthcare’s biggest construction challenges is aligning the conflicting mindsets of health professionals (who prioritise patient safety, comfort and outcomes) with construction teams (who operate to fast-moving, cost-pressured schedules). K2CM’s approach created a collaborative delivery model, enabling mutual understanding, real-time decision-making and patient-first outcomes.
The Royal Surrey County Hospital programme includes the £40M Cancer and Surgical Innovation Centre, set to open in 2026, and forms part of a wider £200M masterplan to transform the site into an integrated healthcare campus. Situated within a live hospital environment, this multi-phased development is exceptionally complex. Almost every room serves a unique clinical function and medical technologies continue to evolve rapidly, literally changing the size, purpose, and infrastructure needs of healthcare spaces.
Drawing on a decade-long relationship with the Trust, K2CM engaged early and extensively with both clinical and construction stakeholders. This ensured operational continuity, enabled fast-tracked delivery and allowed for ongoing adaptation of designs to meet shifting clinical priorities, regulations and innovations such as the downsizing of MRI units and the decentralisation of diagnostic services.
How K2CM delivered for Royal Surrey:
K2CM’s expertise was pivotal in successfully navigating the inherent complexities of the Royal Surrey projects, particularly given the dynamic nature of healthcare design and operation. The K2CM approach provided the necessary adaptability and flexibility to absorb changes and evolving client requirements without causing significant delays or conflicts.
K2CM’s approach allowed the facilities to adapt to constant developments in medical practice and technology. For the masterplan, K2CM developed a coherent, aligned clinical and estate strategy, delivering a fit-for-purpose, flexible, integrated healthcare facility. This adaptability prevented rigid processes from breaking, a common issue in rapidly changing sectors.
A key target for Royal Surrey NHS Trust is the new Cancer and Surgical Innovation Centre, scheduled opening in 2026. K2CM’s approach to Project Managing this, infused with CM principles has been instrumental in keeping projects on track to meet such crucial deadlines. For past projects, K2CM successfully delivered the St Luke’s Radiotherapy Centre ahead of programme and completed the St Luke’s Cancer Centre project, handing it over in Summer 2024. Throughout their engagement, K2CM prioritises delivering projects on time and budget while ensuring minimal disruption to ongoing hospital operations, as demonstrated during the refurbishment and extension of the Neonatal Unit at Surrey and Sussex Hospital, which remained operational throughout.
K2CM’s approach at Royal Surrey fostered a collaborative environment where challenges were addressed immediately on-site. Regular meetings with all relevant parties helped to identify and resolve crucial pinch points and ensured continuous communication and flexibility, allowing various clinical departments to participate actively in all decisions and adjustments. The collaborative culture avoided potential conflicts common in traditional fixed-price contracts and facilitated a strong working relationship between the project team and the client. K2CM is specifically noted for its excellent stakeholder management skills, which were key to the success of complex multi-department projects like the Stokes Urology Centre.
Value of K2CM to the Project:
-> Enhanced adaptability: K2CM accommodated constant changes in technology, clinical requirements and service delivery models, essential in a sector where specifications shift even mid-construction.
-> Accelerated delivery: K2CM began work on key project elements while final design stages progressed, delivering components like the St Luke’s Radiotherapy Centre ahead of schedule and the St Luke’s Cancer Centre by Summer 2024.
-> Transparent cost control: K2CM offered open-book costing, enabling precise control of contingency funds and procurement sequencing across multiple packages, maximising value with minimum waste.
-> Fit-for-purpose quality: With direct trade oversight, K2CM protected clinical outcomes by ensuring every space met its specialist function, whether for surgery, diagnostics or treatment.
-> Proactive risk management: Daily site meetings and lean processes flagged issues early and resolved them fast, avoiding disputes and delays.
-> Collaborative team culture: The K2CM model encouraged trust and shared problem-solving between estates teams, clinical users, consultants ?and trades.
-> Client control and visibility: The client remained in charge of all key decisions, supported by transparent reporting and flexible design development pathways.
Why the client chose K2CM:
-> Adaptability: K2CM offered real-time flexibility, perfect for managing evolving medical technology and clinical needs.
-> Healthcare is inherently complex: With each room having distinct infrastructure and compliance requirements, K2CM’s flexibility and integrated teams allowed for design and service integration without delays.
-> Stakeholder alignment: K2CM united health professionals and builders around shared goals, avoiding the adversarial relationships typical of traditional approaches.
-> Transparency and trust: The client demanded clarity over spend, quality, and programme. K2CM delivered all three.
-> Fast-track delivery was critical: With live hospital operations ongoing, phased handovers and overlapping design/construction phases minimised disruption and met tight timelines.
-> Risk managed, not transferred: K2CM’s adaptable philosphy enabled the team to address unforeseen conditions in real time.