EMERGENCY HOSPITALS


Finding the necessary staff resources


Initially, the volunteer workforce came from existing ISS Healthcare contracts from around the country, but it was recognised that this was never going to meet the full demand; therefore, plans were embedded to deploy ISS employees from private sector business areas who were being placed into furlough. Once this group was assessed, other commercial companies would be approached to add their resources. It has always been known that cleaning a London hospital operating theatre is very different to cleaning a West End theatre; although the temporary staff may well have some basic transferable skills, they needed to be fully trained in what is expected of them at the NHS Nightingale Hospital. Equally, new and redeployed employees needed to be made aware of the environment they would be working in, which would be alien to most of them. The new Nightingale Hospital has been created for a single purpose – to provide care for those who are suffering from the extreme end of a global pandemic.


Excellence in training


Once people started coming forward, the next thing to be agreed was where training could take place. The most convenient venue was the Sunborn Yacht Hotel, which is berthed just outside of the ExCeL, and coincidentally is managed by ISS. The common areas of the yacht provide ideal spaces where the basic half-day classroom training could take place, and again, ISS food services were in place to ensure nutritious meals available around the clock to ensure that hard-working colleagues could complete their work. Once the classroom activities, including health, safety, and hygiene practices were completed, the specific task training could take place. Initially, as the exhibition centre was being transformed, additional training was completed in the massive central concourse, but once the London Nightingale was operational, this area became the non-clinical area of the hospital, where all the relevant supplies are delivered and waste removed. Training is now undertaken in the lower levels.


Staff dubbed ‘superstars’ During an early visit, Simon Corben, director and head of Profession, NHS Estates at NHS England and NHS Improvement, said: “You guys are superstars, and we are blown away by all your work so far.” Prior to the hospital going live last month, ISS trained over 400 people to be ready on day one, and this will continue until the temporary site has fulfilled its purpose.


22 Health Estate Journal May 2020


To ensure a smooth workflow, the hospital operation will run from east to west, with the admissions assessed in approximately 35 beds, before moving into the central area of intensive care with a capacity of almost 3,300.


Groundwork and operational FM To ensure a smooth workflow, the hospital operation will run from east to west, with the admissions being assessed in approximately 35 beds before moving into the central area of intensive care that will have a capacity of almost 3,300 beds. A final step-down area will offer over 700 further beds for those patients who are expected to be released post-treatment.


The central concourse also offers staff foodservice facilities, with many major food producers donating products for free as a ‘thank you’ to those who are working above and beyond the normal call of duty.


Continuing support


At the time of writing, it is very early days, but one thing that clinical staff can depend upon is that ISS will be there ensuring that the whole hospital runs efficiently, night and day, and for as long as it is required.


Chris Ash said: “The project shows what can be achieved when all parties work for a common goal and normal procurement barriers are removed. The interaction, communication, and collaborative working of all companies under the banner of the NHS, along with the military, is a clear testament to the British ‘can do attitude’ in times of crisis. “It also highlights the fact that we have so many fantastic people working within ISS – people with great commitment, passion, and a can-do attitude. Our teams have worked around the clock seven days a week to make this happen, and to ensure that our ISS services are ready when the London Nightingale is fully open to patients.”


Craig Smith


Craig Smith, FIH, MRIPH, head of Corporate Affairs at ISS, and National Chair of the Hospital Caterers Association, has over 40 years’ experience working with the NHS, having joined the service as an assistant Catering manager at Lister Hospital, Stevenage, in 1979. He progressed to being District Catering advisor for North Hertfordshire Health Authority, before joining the (then) ‘fledgling’ healthcare service provider, Mediclean, as its first Catering manager at the Bristol Royal Infirmary, and associated hospitals. Since then he has ‘helped develop ISS Healthcare into being a market-leading provider’.


hej


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