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


in and out of the building. It also meant that we needed to allow for teams from the ambulance and fire services and their needs.” The oxygen cylinders, air-handling units, and generators, all eat into valuable operational space outside of the hospital. So, the closer we came to completion, the more important those details and conversations with the client became.


of flooring to be finished inside the first week. As they completed, the partition teams followed. Site closures in Manchester meant we could access labour more readily than normal, and 3,500 metres were erected within days, with over 50 men in two shifts working 24/7. In fact, by the middle of the first week, the whole site was working 24 hours a day.” Pressure was now on – literally – the NG Bailey team to complete the oxygen framework.


Pace of delivery heated up John Fowler explains: “From the middle of the first week the pace of delivery heated up. Flooring contractors across the North West worked together to complete the 14,000 m2


The beds were a standard size, and the team knew approximately the dimensions needed by the nursing team.


“Our big concern was a lack of available specialist pipework and then, once we had it, we were nervous about finding the qualified technicians to finish the work,” says Paul Aulton. “Understandably, the demand for this material and expertise was high right across the NHS, but our suppliers came through.”


Six lorries making a circuit At one point NG Bailey had six lorries making a circuit collecting pipework, delivering it to its factory, loading up a finished framework section and taking it to site, and then returning to the supplier to begin again. Then the six-metre frames of four pipes were installed. “In the second week we had a team installing 30 metres of medical gas pipe every 150 seconds,” says Paul Aulton. “Once we had a rhythm of repeatability, we were good – by Thursday all the beds were done.” The pipework still needed brazing, jointing, and testing at high pressure by a specialist team. The nature of the test meant the main hall had to be clear of all workers at a critical stage – but it also indicated that the finish line was in sight. However, as close as we were, it was no time to relax. In fact, we did the opposite. John Fowler set up a meeting of all the key managers to critically assess all of the key issues and robustly challenge what might go wrong, what needed checking, and what was outstanding. It was typical of the mindset that the Army had instilled in the whole team. No one left that room until we had finalised a plan to reach completion on schedule.


An achievement to be proud of We started on site on 30 March, and the Nightingale NW Hospital was ready for


22 Health Estate Journal June 2020


use on 13 April. At one point during the two weeks around 1,000 people were working on the project. It was an amazing achievement, and one that every member of the team should be proud of. Martyn Frackelton caught the mood: “Knowing what we had achieved – sitting in the auditorium at the official opening – it was humbling to be part of something so special.”


The teamwork, culture, and


commitment is a lesson about what can be achieved. The solution drove the process and everything else followed, and this freed everyone up to deliver. Across the whole team – NHSE/I, the Trust, Mott MacDonald, IHP, BDP, NG Bailey, and the extended supply chain – there was a shared desired outcome, a sense of purpose, and real clarity about roles and responsibilities.


Great client and stakeholder feedback


Ged Couser says: “It’s easily the hardest, but also the most rewarding, project I’ve been involved in. It is amazing what can be achieved so long as no one wants to take credit.”


There was great feedback too from the client and key stakeholders. The Chief Executive of NHS Nightingale Hospital North West, Michael McCourt, for instance, said: “Building this hospital in just a couple of weeks has taken the determination and boundless energy of people from many organisations who have come together to ensure that our NHS has the necessary capacity during the pandemic, in what is


an unprecedented response to an unprecedented crisis.” Tom Myers, Regional Delivery director NW, NHS England and NHS Improvement, meanwhile, said: “Just heard that everything has been signed off and approved for opening tomorrow. Absolutely great work guys, a great team effort, and thanks for the brilliant job you and your teams have done.” “Everyone involved in this fantastic facility is a history-maker, and you will always have our respect and admiration,” added Andy Burnham, Mayor of Greater Manchester.


Alan Kondys, IHP Framework director, said: “The seriousness of the COVID-19 pandemic is putting pressure on the NHS, its clinicians, and key staff. IHP had no hesitation in responding to the call to deliver the Manchester surge facility, and we are working collaboratively under ProCure22, which is supporting this initiative nationwide.”


VINCI Construction’s John Fowler summed up: “NHSE/I and the Army set P22 and the construction industry a test in the shape of the Nightingale hospitals. Manchester is just one example where both P22 and the industry passed that test. How? Because we set


preconceptions and egos to one side, and worked with a single, common purpose. In our discussions with the Army guys at the opening event they stated how impressed they were with IHP’s immediate start, organisation, efficiency, speed, and supply chain engagement. It was a privilege to be a part of it.”


The key protagonists


n Garry Bowker – Project director, and IHP and VINCI Construction Regional director. n John Fowler – Contracts manager, VINCI Construction. n Caroline Mulholland, Clinical Liaison manager, Sir Robert McAlpine. n Ged Couser – Design lead. Architect principal and healthcare lead, BDP. n Martyn Frackelton – Project manager, Mott MacDonald, Project principal. n Paul Aulton – M&E provision, NG Bailey Northwest director of Engineering.


hej


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