the nightingale hospital a firsthand perspective

The Royal Marsden

The Nightingale Hospital –a firsthand perspective

Eamonn Sullivan

Chief Nurse

Tales of The Nightingale Hospital London

Eamonn Sullivan, Chief Nurse - The Royal Marsden and Nightingale Hospital London

▪ Nightingale Hospital London – the first nine days

- The objective, collaboration and delivery

▪ Staff experience and learning – Lessons for the future

- New ways of engagement and learning for improvement

▪ Nightingale Hospital London – the first nine days

- The objective, collaboration and delivery

▪ Staff Experience & Learning – Lessons for the future

- New ways of engagement and learning for improvement

The Nightingale ICU

Nightingale Hospital – the first nine days

• Procurement, people, environment and model

• The call for assistance

• The four objectives

• The move to Excel and the build

NHS & Military Collaboration

‘Mutual Respect & Learning’

Turning a conference centre into an ICU

Turning a conference centre into an ICU

‘designing and building technical and complex health infrastructure on a scale never seen before’

‘NHS leadership and clinical expertise coupled with Military pace and project management’

NHS and Military collaboration

‘Mutual respect and learning’

▪ Nightingale Hospital London – the first 9 days

- The objective, collaboration & delivery

▪ Staff experience and learning – Lessons for the future

- New ways of engagement and learning for improvement

ICU nurse and patient at the centre

‘reducing the cognitive and physical load’

‘Treat the staff like rock stars’

• ‘Pick great people and let them get on with it’

• Psychological safety and support 24/7 ‘spotters and befrienders’

• Respecting the ICU Tribe –creating opportunity for ‘self-help’ ‘self-support’

• Military deployment principles

‘Making tomorrow better than today’

• Building a novel and inclusive learning system

• Daily ‘Clinical Forum’ – fix, change or escalate

• Equal priority to staff issues as to patient safety issues ‘inextricable link’

• Outcome, safe care, flat hierarchy: ‘team of teams’

In retrospect – the leadership model

Thank you and questions