search.noResults

search.searching

saml.title
dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
HEALTHCARE CONSTRUCTION


How to build an emergency hospital in two weeks


How do you build a 650-bed hospital in two weeks? Garry Bowker, Regional director of Integrated Health Projects (IHP) and VINCI Construction UK, tells the ‘behind-the-scenes’ story of the NHS Nightingale Hospital North West in Manchester.


IHP (the VINCI Construction UK & Sir Robert McAlpine joint-venture) has extensive healthcare experience and capacity in the north-west of England delivering ProCure framework projects out of the VINCI Construction UK offices in Widnes. On 27 March this year IHP was advised by the Department of Health & Social Care and NHS England/NHS Improvement (NHSE/NHSI) that the new Manchester Nightingale hospital emergency facility was to be delivered under ProCure22, and Alan Kondys, IHP Framework Director, offered our services for immediate mobilisation. The NHS Nightingale Hospital North West experience began for me at 11 am on Saturday, 28 March, when we were given the green light by NHSE/I to by deliver the project, and we were ‘all systems go’.


An unprecedented experience What followed was like nothing else I have ever been involved with, in all my years of healthcare construction and support services. We needed to address three priorities – sorting out key experts, lining up our supply chain, and organising a team to manage the design and installation of the works. The weekend became a blur of phone calls, organising colleagues and partners to put together the right team. Straight after getting the ‘go ahead’ from Alan Kondys, my first call was to Ged Couser, Architect Principal for BDP in Manchester. I knew that BDP was already working on the NHS Nightingale Hospital London at the ExCeL conference and exhibition centre, and had worked with him and his team before. Even better, like me, he is a Manchester man through and through, and I knew that he would not just be professional, but also passionate. After speaking to Ged Couser, I next called up Paul Aulton, Regional director at NG Bailey, to ask him to lead on the M&E delivery.


The next step was to think about the flooring. Even before there was a plan drawn up by BDP, we knew that around 14,000 square metres of vinyl flooring needed to be laid. That meant a very frank conversation with Horizon, our flooring


18 Health Estate Journal June 2020


Across the whole team, there was ‘a shared desired outcome, a sense of purpose, and real clarity about roles and responsibilities’.


contractor. How fast could it get materials, and how quickly could it finish? This conversation is a good example of what followed, because as politely as I could, I said: ‘Thanks, but can you do it in a third of that time please?’


Releasing the right people for the job As this was a VINCI-led IHP project, I worked with our Regional managing director, John Roberts, to release the right people for the job – even if it meant pulling them away from existing work. I also called upon the combined strength of the IHP JV, and requested two people I knew within the Sir Robert McAlpine team to play key roles: Paul Jackson as senior Design manager, and Caroline Mulholland as Clinical Liaison manager. Meanwhile, still on the Sunday, other members of our team were walking the site, accompanied by the Army. “Garry Bowker, from IHP, called me at about 11 am on the Saturday,” explains Ged Couser, a healthcare specialist. “He outlined what NHSE/I had requested, and asked me to get myself down to the Manchester Central site on the Sunday, which is exactly what I did.” When he arrived there, Ged Couser met representatives from the Army, Manchester University NHS Foundation Trust, Andy Kelly, FM director at the Manchester Central convention complex,


and Martyn Frackleton, Project principal at Mott MacDonald. The idea was to walk around the space and assess how we were to deliver what was required. “We were taken around the site by Major Matt Fry of the Royal Engineers and his colleagues, who had been on site for a few days,” Ged Couser explains. “They had already sized up what was going to work and what wasn’t, checked the logistics and done a basic layout, and


Garry Bowker, Regional director of Integrated Health Projects (IHP) and VINCI Construction UK: “Right at the beginning we did not know the full scale of the task we faced.”


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64