CONSTRUCTION
The designers presented multiple options for each part of the construction, allowing the contractor to procure whichever option was most readily available.
volume cataract, glaucoma, and retina conditions, to CT and MRI scanning and an outpatient and rheumatology centre. This future-gazing technique of
repurposing existing buildings, rather than creating new sites, also reduces the extraction of raw materials and substantially cuts carbon emissions, a priority for the NHS if it is to meet its target of reaching Net Zero by 2040.
Alternative working methods Alternative ways of working and thinking outside of the box will be essential to delivering building projects more effectively. While the team had no choice but to do this during both projects, this approach is now a conscious decision we must make. For example, during the initial construction of the Nightingale hospital, engineers often worked just 24 hours ahead of construction – designing some elements only hours before they were installed, and adapting their designs based on the availability of material and labour. Likewise, while a project on this scale would usually be run by a single surveyor, due to urgency, Exeter Nightingale was operated by a team of seven. The team’s collaboration also sets out
The high-quality interior of the Exeter Nightingale Hospital.
a blueprint for future relationships. For example, the team worked closely with its supply chain partners, ensuring that the flow of information was as efficient as possible to streamline the design to construction processes. We must not rush ahead with new healthcare facilities without first reflecting on past successes. The NHS Exeter
Asha Devi
Asha Devi, a director at Arup, has 30 years’ experience working at Arup in the built environment, advising on estate strategies across the public sector, social infrastructure, and major developments. Healthcare Business lead for the UK, India, Middle East, and Africa Region, she sets the strategic direction for Arup’s health and social care work, and develops its strategic partnerships in health and social care. Working with a talented team of experienced healthcare professionals, she has a proven track record of leading health and social care projects in the UK for the DHSC, NHS Trusts, ICSs, and Councils, and internationally for NGOs, UNOPs, funders, and governments.
She works with clients in the public and private sector as an advisor on service reform, transformation programmes, change management, operational planning, and capital investment programmes. She has been awarded an Honorary Doctorate by Birmingham City University, recognising her major contribution to the construction profession and the built environment.
Nightingale Hospital serves as a best practice case study for the value of repurposing and flexibility in design. It shows us that innovative thinking and collaboration are necessary to reach the end-goal of delivering the safest and most sustainable facilities, to best serve our communities, and meet their health and social care needs.
October 2023 Health Estate Journal 45
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