NIGHTINGALE HOSPITALS
successful delivery of the new hospital, with both firms agreeing a temporary capacity uplift, and a suspension of any planned works that would risk security of supplies. This was the first major brief Bill Reeves had taken responsibility for, and in his words, ‘Having lived and worked in the Docklands for over 30 years, I was very proud to play a small part in helping transform ExCeL into the London Nightingale Hospital.'
Supply concerns quickly mitigated With the DNOs engaged, concerns about supply capacity were quickly mitigated. In addition, seven key HV network breakers were subjected to trip test and servicing, and routine switching of the network suspended until further notice. The negotiations with the two DNO companies were focused on delivering a robust HV network that would comply with HTM 06-01 (2017), which states: ‘The available electrical supply rating should be verified with the DNO. It is important to work with the DNO to establish the most resilient position possible’. (see also HBN 00-07 – Planning for a resilient healthcare estate). The project provided the perfect opportunity to test for compliance with HTM and HBN requirements for capacity, resilience, and redundancy of the utility supplies. Bill Reeves explored in detail the two DNO supply arrangements, specifically around life safety systems. An In-depth HV/LV infrastructure report was prepared, which now provides an invaluable insight into the capacity and resilience of the existing supply arrangements.
Joint strategy agreed
On the morning of Day 4, at a strategic stakeholders’ workshop, we struck up a chance conversation with Malcom Lavin of Mace, agreeing a joint strategy to tackle the complex HV/LV network, with clear objectives that could be tracked and reported on daily to the management board. This initial introduction would continue for the project’s duration, with many shared stories. Malcolm Lavin said: “There are many positives that I have taken from my involvement with the project – the main one being how everybody within our team, and indeed the wider installation team, pulled together to support and help each other in the common goal, with many innovative ideas, and a ‘can do’ attitude. I also learned a lot about myself and others around me, and how we as a team can come together to support and help each other when it was most needed. He continued: “Due to the very tight timescales, all parties worked very long daily and weekly hours, which made it even more important that individuals were mindful and sensitive of colleagues’ fatigue and stress levels. The
The Royal Engineers were ‘passionate about engineering’.
overall ‘electrical’ achievements were a testament to all involved. However, the ‘team’ achievements and camaraderie were simply phenomenal on all levels.”
‘True collaboration’
Frank Randall, Operations director at Mace, added: “The willingness of the London Nightingale team to work through significant challenges in an emergency situation as a team yielded remarkable results – everyone was intent on collectively overcoming the challenges; true collaboration. The knowledge, experience, and ingenuity Eta Projects brought to the project was invaluable to deliver safe, resilient electrical infrastructure within the time constraints, providing assurance and confidence to the stakeholders.” Special thanks must also go to Mace’s Steve Walsh, as our dedicated Dyno-rod interface with the contractors, who was ‘diplomatically’ responsible for removing a number of obstacles along the journey.
The ExCeL engineering team By Day 4 we had developed a collaborative working relationship with the ExCeL Engineering Management team of Brian Coal and Nigel Bishop, in that the Eta HV/LV Infrastructure team would be granted operational duties under an agreed Transfer of Control agreement. This was underpinned on the
basis that Eta Projects would introduce the HTM-06 Safe System of Work, and take operational control of the HV/LV infrastructure on behalf of the Nightingale Hospital. After demonstrating the quality of the HTM Safe System of Work process, in the words of Nigel Bishop, ‘The Eta HV/LV infrastructure team demonstrated maturity and experience on operating and managing complex HV systems, and hence control and operation of the ExCeL electrical system was granted to Eta, alongside the planned installation of UPS systems and standby generators.’ The project HV/LV implementing stage then began in earnest, with many long days and nights, few breaks, and little luxury in support services. This work would not have happened without the personal support of the ExCeL engineering team of Ian Sanpher, Joe Huss, and Ian Lessey. The main challenge was to get an immediate understanding of the scale and complexity of the existing HV/LV infrastructure, which was designed to suit a large-scale exhibition centre, rather than a complex acute healthcare facility for seriously ill patients. The continuing demand to assure the ExCeL Engineering team that the centre’s HV/LV infrastructure was in safe hands was easily fulfilled with the introduction of the HTM 06-02 and HTM 06-03 Safety Guidance.
Captain Stuart Silvester, of the 256 Field Hospital Military advisory team, with Eugene Conroy.
HTM 06-02 & HTM 06-03 I was formally appointed by the Project manager to adopt Authorising Engineer duties, and the full suite of HTM 06-02 and HTM 06-03 guidance was formally introduced. The main concern was that an electrical incident resulting in injury and/ or death could bring the project to an instant halt. All electrical contractors were given toolbox talks and an introduction to the HTM Safe System of Work. By Day 3, all electrical work was locked down under a strict Permit to Work system, controlled and operated by Rick Seymour, our supporting AE and Duty Authorised Person for the site. Resilience in the AP
August 2020 Health Estate Journal 53
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