The Nightingale Hospital a firsthand perspective
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The Royal Marsden The Nightingale Hospital – a firsthand perspective Eamonn Sullivan Chief Nurse
Transcript of 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
