英國(guó)國(guó)家衛(wèi)生署南丁格爾醫(yī)院，英國(guó)

建筑設(shè)計(jì)：BDP

1 倫敦南丁格爾醫(yī)院/Nightingale Hospital London

6家英國(guó)國(guó)家衛(wèi)生署南丁格爾醫(yī)院的設(shè)計(jì)

為幫助英國(guó)抗擊新冠病毒疫情、應(yīng)對(duì)ICU 床位緊缺的狀況，BDP 開(kāi)展了一項(xiàng)將大型活動(dòng)場(chǎng)所改造成臨時(shí)重癥監(jiān)護(hù)設(shè)施的研究。在這一研究的推動(dòng)下，倫敦碼頭區(qū)11.5 萬(wàn)m2的ExCeL 會(huì)議中心被改造成英國(guó)第一個(gè)收治新冠肺炎患者的英國(guó)國(guó)家衛(wèi)生署（NHS）南丁格爾臨時(shí)醫(yī)院。在與臨床醫(yī)生、顧問(wèn)、承建商、ExCeL FM 團(tuán)隊(duì)和英國(guó)陸軍的合作下，首批500 個(gè)床位僅用9 天就準(zhǔn)備完畢。

隨后BDP 被邀請(qǐng)主持在伯明翰、曼徹斯特、哈羅蓋特、布里斯托爾和加的夫的另外5 座NHS 南丁格爾醫(yī)院的設(shè)計(jì)。在展覽中心和體育館中設(shè)立急救醫(yī)院是史無(wú)前例的，因此，BDP 設(shè)計(jì)團(tuán)隊(duì)不得不利用他們?cè)谝酝t(yī)院設(shè)計(jì)中積累的大量醫(yī)療設(shè)計(jì)經(jīng)驗(yàn)，比如威爾士的格蘭奇大學(xué)醫(yī)院、伯明翰的伊麗莎白女王醫(yī)院和布里斯托爾的索思米德醫(yī)院。

為保證從ExCeL 中心改造過(guò)程中獲得的知識(shí)能快速在行業(yè)中傳播，并惠及廣大醫(yī)療界，BDP 編制了一種宜家風(fēng)格的指導(dǎo)手冊(cè)，說(shuō)明了所采用的不同策略和程序。盡管這本手冊(cè)以ExCeL 中心的情況為基礎(chǔ)，但這份文件提供了一個(gè)快速改造大型會(huì)展中心的藍(lán)本。心系面臨同樣挑戰(zhàn)的其他建筑師和工程師，BDP 積極地分享這本手冊(cè)，讓全世界的團(tuán)隊(duì)都能方便地下載。

在如此緊張的時(shí)間框架里部署這種規(guī)模的醫(yī)療設(shè)備床的關(guān)鍵因素之一，在于能使所有相關(guān)團(tuán)隊(duì)做出讓施工與設(shè)計(jì)同步的決策。這種解決辦法之于施工必須是靈活快捷的，并要考慮可讓配置工作即刻啟動(dòng)的采購(gòu)渠道，同時(shí)實(shí)現(xiàn)醫(yī)療氣體等專業(yè)系統(tǒng)的深化設(shè)計(jì)。為做到這一點(diǎn)，該設(shè)計(jì)最大程度地利用了每個(gè)場(chǎng)館現(xiàn)有的基礎(chǔ)設(shè)施和臨時(shí)系統(tǒng)。

例如，在ExCeL 中心、伯明翰的國(guó)家展覽中心和布里斯托爾西英格蘭大學(xué)會(huì)議中心，床頭板和后勤走廊是以通常用于展臺(tái)的組件系統(tǒng)建成的。這便提供了一種快速、輕質(zhì)的模數(shù)化方案，僅通過(guò)增添一些簡(jiǎn)單的加固設(shè)施來(lái)支撐固定在墻上的設(shè)備?，F(xiàn)有的電氣基礎(chǔ)設(shè)施通過(guò)整合不間斷電源系統(tǒng)和臨時(shí)發(fā)電機(jī)提高了抗風(fēng)險(xiǎn)性，而現(xiàn)有的通風(fēng)裝置經(jīng)過(guò)調(diào)整將完全提供新風(fēng)。

2 設(shè)備墻立面/Equipment wall elevations

這些醫(yī)院是在史無(wú)前例的情況下、非同尋常的合作結(jié)晶。參與其中的每個(gè)人對(duì)在所給時(shí)間內(nèi)完成這些項(xiàng)目的緊迫需求都有清醒的認(rèn)識(shí)，因此不辭辛苦地工作，以保證目標(biāo)的實(shí)現(xiàn)。

雖然在一般的設(shè)計(jì)和施工過(guò)程中，各方會(huì)在項(xiàng)目的不同階段參與進(jìn)來(lái)，但在NHS 南丁格爾醫(yī)院上，所有關(guān)鍵的利益相關(guān)方都在現(xiàn)場(chǎng)同步工作。這種高度協(xié)同的工作風(fēng)格是該方法成功的關(guān)鍵——人們?cè)陂T口放下各自公司的標(biāo)牌，而融合成一個(gè)團(tuán)隊(duì)。

發(fā)揮每個(gè)團(tuán)隊(duì)的核心技能也是保證取得最佳成果的關(guān)鍵。英國(guó)陸軍在讓每個(gè)人投入到所謂的“大杠桿”上發(fā)揮了重要作用——這些關(guān)鍵的成功因素確保了項(xiàng)目的推進(jìn)，同時(shí)依靠各個(gè)團(tuán)隊(duì)的專業(yè)技能來(lái)解決細(xì)節(jié)問(wèn)題。

項(xiàng)目中每個(gè)人秉持的總體原則是過(guò)程的嚴(yán)謹(jǐn)與靈活性；不同的工作流程由于采購(gòu)或施工的需求會(huì)在不同的時(shí)段受到壓力，而各方的作用隨之靈活可變。沒(méi)有層級(jí)體系的架構(gòu)，統(tǒng)領(lǐng)一切的是快速建成設(shè)施的共同目標(biāo)。（尚晉 譯）

3 倫敦南丁格爾醫(yī)院/Nightingale Hospital London

4 床位放樣/Bed bay setting out

Designing Six NHS Nightingale Hospitals Across the UK

To help the UK national effort to combat the coronavirus pandemic and respond to the shortfall of ICU beds, BDP undertook a study proposing the conversion of large scale event venues into temporary ICU facilities. This led to the conversion of the 115,000 m2 ExCeL conference centre at London Docklands into the nation's first NHS Nightingale temporary hospital for COVID-19 patients. Collaborating with clinicians, consultants, contractors, the ExCeL FM team and the British Army, the first 500 beds were ready in just nine days.

BDP was then approached to lead on the design of five other NHS Nightingale Hospitals in Birmingham, Manchester, Harrogate, Bristol and Cardiff. Delivering emergency hospitals in exhibition centre and stadiums was unprecedented, so the BDP design teams had to draw on their extensive healthcare experience gained from designing hospitals such as Grange University Hospital in Wales, Queen Elizabeth in Birmingham and Southmead Hospital in Bristol.

5 倫敦南丁格爾醫(yī)院/Nightingale Hospital London

6-8 曼徹斯特南丁格爾醫(yī)院/Nightingale Hospital Manchester （攝影/Photos: Christian Smith）

9 曼徹斯特南丁格爾醫(yī)院/Nightingale Hospital Manchester （攝影/Photo: Christian Smith）

To ensure that the knowledge acquired during the conversion of ExCeL could be disseminated quickly with colleagues and the wider healthcare community, BDP created an IKEA-style instruction manual clearly setting out the different strategies and processes used. Although the manual is based on the circumstances at the ExCeL Centre, the document provided a blueprint on how to quickly convert large exhibitions and conferences centres. Knowing that other architects and engineers were facing the same challenges, BDP proactively shared the manual so it could be easily downloaded by teams across the world.

One of the key elements to deliver this volume of equipped beds within such a short timeframe was the ability for all teams involved to make decisions that allowed construction to progress in parallel with design. Solutions had to be flexible and rapid to construct and consider procurement channels to allow fit-out activities to commence immediately, while accommodating the developing design of specialist systems such as the medical gases. To achieve this, the design maximised each venue's existing infrastructure and temporary systems.

10 加的夫南丁格爾醫(yī)院/Nightingale Hospital Cardiff

11 哈羅蓋特南丁格爾醫(yī)院/Nightingale Hospital Harrogate

12 布里斯托爾南丁格爾醫(yī)院/Nightingale Hospital Bristol

13 NHS南丁格爾醫(yī)院說(shuō)明手冊(cè)/NHS Nightingale Instruction Manual

For example, at the ExCeL Centre, NEC in Birmingham and UWE Conference Centre in Bristol, the bed heads and service corridors were constructed from a component system normally used for exhibition stands. This provided a fast, lightweight modular solution with the sole addition of some simple reinforcement to support services fixed to the walls. The existing electrical infrastructure was modified to increase the resilience by integrating UPS and temporary generators while the existing ventilation installation was adjusted to deliver full fresh air.

These hospitals are a result of exceptional collaboration in truly unprecedented circumstances. Everyone involved was acutely aware of the need for these projects to be completed in the time allocated so they worked tirelessly to ensure that it happened.

14 倫敦南丁格爾醫(yī)院/Nightingale Hospital London

While in a normal design and construction process different parties would become involved at different stages of the project, at the NHS Nightingale Hospitals all key stakeholders were on site together working in parallel. This highly collaborative working style was key to the success of this approach – people left their company badge at the door and became one team.

Leveraging each team's core skills was also critical to ensure the best result. The British Army were instrumental in making everyone focus on what they called the "Big Levers" – the key success factors that would keep the project moving forward whilst relying on the expertise of teams to resolve the detail.

The overall philosophy applied by everybody involved was rigour of processes and flexibility; with different work streams under pressure at different times due to procurement or construction demands, roles could become freeform and adaptable, with no room for hierarchy and an overarching shared purpose of rapidly delivering the facilities.

15 NHS南丁格爾醫(yī)院說(shuō)明手冊(cè)/NHS Nightingale Instruction Manual （1-15 圖片來(lái)源/Images & Photos Courtesy: BDP）