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HEALTHCARE CONSTRUCTION


estimated the likely bed capacity. This gave the rest of us a great starting point.”


A ‘helicopter overview’ That starting point was very much a helicopter overview. So, one of the next tasks (because so many things were already running in parallel) was bringing all of the designers and specialists together to refine that initial plan. At this point, everyone involved was also still pulling their own teams together. This was made easier because each person or organisation contacted did not hesitate. This says an awful lot for the culture of P22 and the construction industry, because no one knew what would be required, or indeed if they might have to stay away in isolation. As Ged Couser puts it: “It’s not the kind of project where you can just click your fingers and point at people. We needed volunteers who understood the urgency and were prepared to drop what they were doing.” BDP had a team of around 10 people on the project, focusing on the architecture of the hospital. This began with three on site with Ged Couser, and five working at home, and then another two on site towards the end of the project. Working alongside the architects was the BDP M&E design team of 10 people, led by Principal, Building Services Engineering, Rob Ferry. This dovetailed with the other teams; Mott MacDonald started off with four people and this moved to eight, while NG Bailey began with 11, with the number rising to over 120 technicians by the end of week two. Overseeing this was our IHP team, largely based on site, and supported by others working from home. At peak we had around 1,000 people working around the clock.


At one point there were in in the region of 20 people spaced out around what amounted to a test bed bay.


Positive from the start


Right at the beginning we did not know the full scale of the task we faced. On the Monday, 30 March, when the initial team gathered on site, the reality was spelled out by Major Matt Fry. Paul Aulton of NG Bailey takes up the story: “All of our preconceptions were stripped bare by the briefing by the Army. It was made clear that whilst things looked like a mess now – my words, not theirs – we would succeed in opening this hospital.” He added: “It was clear that this was going to be like no other project, let alone any hospital we had worked on before. As an emergency hospital, it was going to be a totally different proposition.” John Fowler, VINCI Construction and IHP Contracts manager, recalls: "That joint briefing set the tone to focus the mindset of everybody on the project. My role was to ensure that we all stuck to that mindset, and we did. The team focus was


on solutions, speed, and delivery, and to keep on thinking differently to get the job over the line on time. One of the key messages was; ‘Forget all you know about normal healthcare construction – this is about constant problem-solving.’”


Split into working groups Following the briefing, we split into working groups, each focused on a specialisation. In these workshops, which probably lasted a few hours, concerns were graded and narrowed down so we identified the big-ticket items, or ‘big levers’, as Major Matt Fry called them. Among many key issues two are worth focusing on: the overall design, and the bed bays.


Building on the initial foundation from the Army, it was important for the design team to really understand the constraints and potential of the Manchester Central convention complex. That meant working


Nurse call | mobile communications | software and device integration


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Use it wearing gloves Nitrile (0 .05mm) and vinyl


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uk.healthcare@ascom.com 0121 353 6151


June 2020 Health Estate Journal 19


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