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RTÉ News
6 days ago
- Health
- RTÉ News
5 lessons from National Children's Hospital for future projects in Ireland
The National Children's Hospital (NCH) project stands as one of Ireland's most significant infrastructure undertakings - and one of its most instructive failures. Originally conceived as a state-of-the-art facility to consolidate paediatric services across Dublin, the project has instead become emblematic of systemic challenges plaguing Irish public infrastructure development. With costs spiralling beyond €2.2 billion and completion dates repeatedly deferred, the NCH offers invaluable lessons for future major infrastructure initiatives. This is even more relevant as the sector embarks on the development of the National Maternity Hospital and other critical public works. From RTÉ Radio 1's Today with Claire Byrne, Dr Paul Davis from DCU assesses the latest delays to the Children's Hospital project These lessons extend far beyond mere cost overruns or construction delays. They illuminate fundamental weaknesses in how Ireland approaches large-scale public infrastructure, from initial conception through final delivery. Understanding these failures is crucial not only for avoiding repetition but for establishing a more robust framework for future development. Governance failures are the starting point for dysfunctional projects The most profound lesson from the NCH concerns governance architecture. Despite establishing multiple specialised committees and oversight bodies, the project suffered from fragmented decision-making structures that operated in relative isolation. This created what organisational theorists term "accountability gaps". These spaces where responsibility becomes diffused across multiple entities, resulted in effective accountability residing nowhere. The absence of a unified command structure proved particularly damaging. Various stakeholders - for example, the Health Service Executive, the Department of Health, construction contractors and clinical staff - operated with competing priorities and insufficient coordination mechanisms. This fragmentation manifested in delayed responses to emerging challenges and led to inconsistent strategic direction throughout the project lifecycle. From RTÉ Radio 1's Morning Ireland, health economist Dr Brian Turner on the ongoing delays to the NCH project I believe that future infrastructure projects require centralised governance frameworks with clearly delineated authority structures. This means establishing single points of accountability for major decisions while maintaining appropriate checks and balances. The governance model must also ensure that oversight bodies possess both the expertise and authority to challenge assumptions and redirect project trajectories when necessary. Traditional management tools are not good enough The NCH project initially relied on conventional project management tools. These tools, primarily Microsoft PowerPoint presentations and Excel spreadsheets, proved fundamentally inadequate for managing the complex, multi-billion-euro infrastructure development. The subsequent integration of Building Information Modelling (BIM) demonstrated the transformative potential of advanced project management technologies, enabling more accurate cost estimation, enhanced design collaboration and sophisticated risk assessment capabilities. But technological adoption alone proves insufficient without corresponding organisational capacity. The effective utilisation of advanced project management systems requires comprehensive training programs, cultural adaptation within organisations and integration with existing operational frameworks. Future projects must prioritise technological infrastructure from initial planning phases rather than retrofitting solutions after problems emerge. From RTE Radio 1's Today with Claire Byrne, why is so expensive to construct medical facilities in Ireland? Real-time data analytics and integrated project delivery methods offer additional advantages, including enhanced stakeholder coordination, reduced operational redundancies, and streamlined workflow management. These technologies enable more responsive project management, allowing teams to identify and address challenges before they escalate into major disruptions. It became evident through multiple appearances at the Public Accounts Committee that this data was not begin collected nor used properly. Changing the script around procurement value and risk The NCH's initial procurement approach prioritised lowest-bid submissions. This reflected a narrow understanding of value that failed to account for broader project implications. This strategy systematically underestimated total project costs while overlooking significant risk factors that subsequently materialised as major challenges. Contemporary procurement theory emphasises value-based selection criteria that integrate price considerations with quality assessments, delivery capabilities, and risk management competencies. This approach recognises that apparent cost savings during procurement often translate into substantial expenses during implementation phases. From RTÉ Radio 1's Today with Claire Byrne, is Ireland's public infrastructure lagging behind? Effective procurement strategies also foster collaborative relationships between public sector clients and private sector contractors. Rather than adversarial dynamics focused solely on cost minimisation, successful projects develop partnership frameworks that encourage innovation, shared risk management, and mutual investment in project success. This collaborative approach enables more creative problem-solving and adaptive responses to emerging challenges. Communicating what you're doing to the general public The NCH project's communication failures contributed significantly to eroding public confidence in Irish infrastructure development capabilities. Inconsistent messaging, delayed disclosure of cost overruns and limited stakeholder engagement created an information vacuum that fostered speculation and distrust. Transparent communication strategies serve multiple functions beyond mere public relations. They enable early identification of potential problems through stakeholder feedback. They create mechanisms for community input that can improve project outcomes. More importantly still, they establish accountability frameworks that encourage responsible decision-making throughout project lifecycles. From RTÉ Radio 1's Late Debate, when will patients eventually be treated in the new and overdue Children's Hospital? Future projects must establish regular communication protocols that provide consistent updates to stakeholders, including the general public. This includes proactive disclosure of challenges and setbacks rather than reactive responses to external pressure. The importance of comprehensive risk management I think that fundamentally, the NCH project failed to integrate comprehensive risk management into its planning and execution phases. Risk assessment was treated as a secondary consideration rather than a core component of project architecture. This reactive approach to risk management resulted in expensive crisis responses rather than proactive mitigation strategies. Effective risk management requires systematic identification of potential challenges during initial planning phases. It also requires the development of corresponding mitigation strategies, as well as continuous monitoring throughout project implementation. This includes financial risks, technical challenges, regulatory changes, and stakeholder dynamics that could affect project trajectories. From RTÉ Radio 1's Morning Ireland, Dr. Paul Davis examines the findings of an external audit into the infamous Leinster House bike shelter Risk management must also incorporate scenario planning. These scenarios should consider multiple potential outcomes and develop adaptive strategies for each possibility. This approach enables projects to maintain momentum despite encountering unforeseen challenges while minimising disruption to overall objectives. What all of this means for future infrastructure development These lessons have direct relevance for Ireland's upcoming infrastructure initiatives, particularly the National Maternity Hospital and other major public works. Implementing these insights requires systematic changes to how Ireland approaches large-scale infrastructure development, from initial conceptualisation through final delivery. Success requires integrating governance reform, technological advancement, procurement innovation, communication enhancement, and risk management improvement into comprehensive project frameworks. This holistic approach recognises that infrastructure development challenges are inherently systemic rather than isolated technical problems. Ireland's future infrastructure success depends on delivering major public works efficiently, transparently and in accordance with public expectations The NCH experience demonstrates that effective infrastructure development requires more than engineering expertise or construction capabilities. It demands sophisticated organisational frameworks. These framework must have the capability and capacity to coordinate complex stakeholder relationships, manage evolving requirements, and maintain public trust throughout extended implementation periods. Ireland's future infrastructure success depends on internalising these lessons and developing institutional capabilities that can deliver major public works efficiently, transparently, and in accordance with public expectations. The stakes are too high, and the public resources too valuable, to repeat the mistakes that have characterised the National Children's Hospital project.
Irish Times
26-05-2025
- Entertainment
- Irish Times
‘My first proper job was Ents Officer at UCD. It was incredible'
Paul Davis has more than three decades of experience in the Irish and international events and entertainment industries. In 2013, he founded Davis Events Agency, which in 2023 was listed in the 2023 Global Eventex Top 100 Event Organisers and Agencies. Are you a saver or a spender? I would lean more towards being a spender than a saver. I've been running my business for a long time, and I think I recognise when something is a good investment. What was the first job you received money for, and how much were you paid? My first proper job was Ents Officer at UCD . It was incredible. Club culture was just arriving in Ireland and, as well as organising events all over the place, I got to bring amazing acts like the Chemical Brothers, The Shamen, Urban Cookie Collective and David Holmes in for gigs at the university. I was paid a few hundred pounds a month, but it was all about the fantastic experience and memories. Do you shop around for better value? I love getting a bargain in music and clothes – you can get amazing value in second-hand vinyl, in particular. Dublin was full of great second-hand and thrift shops in the 1990s before they died away, but it's great to see some coming back now. I was in San Francisco recently and had a brilliant time going around Haight Street and all the vintage stores. READ MORE What has been your most extravagant purchase, and how much did it cost? I spent £2,000 on a set of SL1210 decks when I was much younger. It was a massive expense for me at the time. I couldn't really afford them but I got them anyway. They were worth every penny. What purchase have you made that you consider the best value for money? When the Walkman came out, I thought it was the best thing ever invented. I love music so much and being able to access music whenever and wherever I went was a game changer. Likewise, when the iPod came out. It wasn't cheap, but being able to access even more music meant it was totally worth it. Is there anything you regret spending money on? It's not quite a regret but I wish I didn't have to have a car. I live in the city and ride my bike everywhere so having a car feels counterintuitive. I regularly use DublinBikes and the like in other cities, too. In Nice, for example, you can take a public bike at the airport and cycle into the city! Do you haggle over prices? I haggle because I like to get value, although I've been known to embarrass my family at times. Do you invest in shares and/or cryptocurrency? I have invested in shares. The concept makes sense to me because you're investing and helping to build a business large or small, albeit while hoping to get a return for yourself. Cryptocurrency doesn't feel tangible enough for me, so I haven't invested so far. Do you have a retirement or pension plan? At the moment, retirement doesn't seem to factor into my thinking. I have no plans in that area because I love what I do so much. Enjoying your job is a real gift, so it would be very hard to stop. I have a pension plan, however, which involves a set of funds that I manage myself. What was the last thing you bought, and was it good value for money? I recently bought another copy of Carol Dweck's Growth Mindset book, and I'm reading it again. It reminds me of the need to stay positive and to have a positive outlook. I love reading so, for me, a book is always great value. Have you ever successfully saved up for a relatively big purchase? It took me about a year to save up for the SL1210 decks. Have you ever lost money? Yes, when I was younger. I began organising gigs when I was a teenager. The nature of the business means you lose money more than you make – you've got to love it and figure out how to make a living out of it. Are you a gambler and, if so, have you ever had a big win? I'm not a gambler but when I was about 12, I made a pound from a bet on the Grand National. That was a big deal! These days, I occasionally take a punt during big racing festivals. What is your best habit when it comes to money? And your worst? I think my best is spending it on the right things. I'm not a big spender in general, but I'm happy to do so to look after family, have a holiday and the like. My worst is probably that I'm not careful enough with it. How much money do you have on you now? I keep an emergency €5 note in the back of my phone. That's it! In conversation with Tony Clayton-Lea
Associated Press
24-02-2025
- Business
- Associated Press
EV Nickel - Granted 21 Year Mining Lease Certificate for W4 Nickel Deposit
Twenty-One (21) year Mining Lease Certificate granted on January 15, 2025. Mining Lease covers an area of 162 ha. TORONTO, ON / ACCESS Newswire / February 24, 2025 / EV NICKEL INC. (TSX-V:EVNI) ('EVNi' or the 'Company) is pleased to announce that it has received a 21-year Mining Lease on its 100% owned, W4 Nickel Deposit within the Shaw Dome Project located 30 kilometres south of Timmins, Ontario. The Mining Lease covers an area of 162 hectares consisting of 9 contiguous unpatented mining claims held by EV Nickel Inc. The project was brought to lease in Lease Number 110163 which was granted on January 15, 2015 for a term of 21-years. Annual lease rental payments are CAD$486.31 per year. Paul Davis, Vice President Exploration, stated 'The granting of the Mining Lease highlights a significant step forward in the development of their W4 Nickel Deposit within the Shaw Dome Project. Securing the Mining Lease is a key requirement for any potential extraction of the nickel deposit and underscores our commitment to advancing the project forward.' The Company is currently focused on the newly discovered Gemini North Zone and plans to complete between 6,000 to 8,000 metres of diamond drilling to define the extent of the disseminated nickel sulphide zone identified in its 2024 regional exploration program. Qualified Person The Company's Projects are under the direct technical supervision of Paul Davis, and Vice-President of the Company. Mr. Davis is a Qualified Person as defined by NI 43-101. He has reviewed and approved the technical information in this press release. There are no known factors that could materially affect the reliability of the information verified by Mr. Davis. About EV Nickel Inc. EV Nickel's mission is to provide the world with clean nickel from Tier 1 jurisdictions. Our projects are located within 30 km of Timmins, a developing hub of clean critical minerals for the North American battery and stainless-steel markets and an important emerging critical mineral district for the North American efforts to bring on-shore the full vertical integration of electric batteries and vehicles. EV Nickel aims to play an integral part of the North American on-shoring initiative as the Company's clean, low carbon deposits can be an important source of supply to support the Inflation Reduction Act (IRA) and Ontario and Federal policies and initiatives which strive to bring clean critical mineral production from Canada into the North American supply chain and globally. In further support of this initiative, the Company has and will continue to partner with environmentally responsible and ethical organizations from around the province and around the world to assist in developing these essential critical minerals. EV Nickel is also eager to collaborate with all stakeholders and leading sustainable engineering, mining, automotive and battery companies to provide this key input to support global decarbonization initiatives. The governments of Ontario and Canada are also providing significant legislative, policy and financial support to help ensure that the Timmins region becomes a leading participant in the developing North American supply chain for the clean transition energy. Cautionary Note Regarding Forward-Looking Statements: This press release contains forward-looking information. Such forward-looking statements or information are provided for the purpose of providing information about management's current expectations and plans relating to the future. Readers are cautioned that reliance on such information may not be appropriate for other purposes. Any such forward-looking information may be identified by words such as 'anticipate', 'proposed', 'estimates', 'would', 'expects', 'intends', 'plans', 'may', 'will', and similar expressions. Forward-looking statements or information are based on a number of factors and assumptions which have been used to develop such statements and information, but which may prove to be incorrect. Although EVNi believes that the expectations reflected in such forward-looking statements or information are reasonable, undue reliance should not be placed on forward-looking statements because the Company can give no assurance that such expectations will prove to be correct. Factors that could cause actual results to differ materially from those described in such forward-looking information include, but are not limited to, changes in business plans and strategies, market conditions, share price, best use of available cash, the ability of the Company to raise sufficient capital to fund its obligations under various contractual arrangements, to maintain its mineral tenures and concessions in good standing, and to explore and develop its projects and for general working capital purposes, changes in economic conditions or financial markets, the inherent hazards associated with mineral exploration, future prices of metals and other commodities, environmental challenges and risks, the Company's ability to obtain the necessary permits and consents required to explore, drill and develop its projects and if obtained, to obtain such permits and consents in a timely fashion relative to the Company's plans and business objectives, changes in environmental and other laws or regulations that could have an impact on the Company's operations, compliance with such laws and regulations, dependence on key management personnel, and general competition in the mining industry. These risks, as well as others, could cause actual results and events to vary significantly. The forward-looking information in this press release reflects the current expectations, assumptions and/or beliefs of EVNi based on information currently available to the Company. Any forward-looking information speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking information, whether as a result of new information, future events or results or expressly qualified by this cautionary statement. The securities offered have not been registered under the U.S. Securities Act of 1933, as amended (the " U.S. Securities Act "), or any applicable state securities laws and may not be offered or sold to, or for the account or benefit of, persons in the United States or 'U.S. persons,' as such term is defined in Regulation S promulgated under the U.S. Securities Act, absent registration or an exemption from such registration requirements. This press release shall not constitute an offer to sell or the solicitation of an offer to buy, nor shall there be any sale of the securities in any jurisdiction in which such offer, solicitation or sale would be unlawful. EV Nickel Inc. 200 - 150 King St. W, Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy of this release.
