Matthew Trainer considers this winter to be the toughest he can recall.

As the CEO of Barking Havering and Redbridge University Hospitals Trust, he points out that the influx of patients has reached unprecedented levels.

The trust’s two emergency departments in East London, located at Queen’s Hospital in Romford and King George Hospital in Ilford, experienced their busiest December on record, with nearly 1,000 individuals seeking treatment each day.

During our visit to Queen’s emergency department, we noted that 51 patients were receiving care on trolleys situated in the corridors.

This marks the third consecutive winter of what has been termed “corridor care” at the hospital. Although hallways have been equipped with additional electrical outlets, sinks, and emergency alarms to manage the demand, Trainer candidly acknowledges the emotional strain it entails.

“Corridor care is the aspect that causes me the most distress, not only as the hospital’s chief executive but also as a person with family members,” he reflected. “I hope that I never reach a point where I walk through those corridors without feeling upset, as that would indicate a loss of my compassion in response to what I see. It is an unpleasant sight. It’s simply unacceptable for someone to wait for treatment on a trolley in a corridor overnight.”

Trainer has approached the government for £35 million to construct a new emergency department at Queen’s Hospital.

The Royal College of Nursing has remarked that corridor care has become “entrenched” across hospitals in England.

When asked if this term applies to his trust, Trainer hesitates. “It’s challenging because that suggests we’re beginning to accept it, which we are not. Enduring a third winter of corridor care is a dreadful situation to be in.”

He emphasizes that his staff work tirelessly to provide patients with care that is as dignified and respectful as possible. “The messages I receive from patients and their families indicate that they appreciate the hard work our staff are putting in.”

During our visit, we met Cliff Mitchell at 2:00 PM GMT, who was accompanying his elderly father, Roy. Roy had been on a trolley in the corridor since 6:00 PM the previous day.

As his father was preparing to leave after treatment, Cliff described the chaotic scene around him. “There are people everywhere; it seems like organized chaos. The staff should not have to work under these conditions, and patients shouldn’t be treated in corridors like this. I can’t even stand next to my father because there isn’t room… I’m sure everyone is struggling with similar challenges regarding their loved ones. People should be in a ward, not in a corridor.”

Ruth Green, the emergency department’s director of nursing, shared her own frustrations. “Every year, I think it can’t possibly get worse, but this has been incredibly challenging. We have a high volume of patients, resulting in long wait times and extended periods in the emergency department. It’s very tough for the patients, their families, and our staff.”

The pressure is evident in other areas of Queen’s Hospital as well. Last year, around 7,000 babies were delivered in its maternity unit, averaging about 600 births each month. The unit is the third busiest in the country and employs 400 midwives, earning a “good” rating from the Care Quality Commission last December.

Just hours before our arrival, new parents Holly Chilvers and Sonny Butler were adjusting to the birth of their son Landon, who arrived unexpectedly quickly. “I was saying, ‘I’m sorry, I need to get him out,’ and boom, in just 14 minutes, he was born, my first baby,” Holly recalled. Sonny added, “It was definitely a shock when he first came out. I was having difficulty holding him, but the nurse showed me how.”

Maternity unit head Kathryn Thompsett mentioned that the service is continuously striving to provide care as efficiently as possible despite ongoing NHS budget constraints. She noted that efficiency often translates to better care for women and their families.

At the trust’s other location in Ilford, King George Hospital, a different strategy is being implemented to alleviate pressure. The hospital houses the Elective Surgical Hub, which consists of nine operating theatres dedicated exclusively to planned surgeries, minimizing disruptions from emergency cases. Last year, over 10,000 scheduled procedures were performed at this facility, aiding in the reduction of waiting lists.

We met former nurse Stuart Ayris, who was preparing for knee replacement surgery, and he expressed his satisfaction with the prompt scheduling of his operation. “I’ve been playing cricket for the last 12 years. My batting average is terrible, but I hope it improves,” he joked.

The operation was conducted by orthopaedic consultant Sivakumar Shankar, assisted by a state-of-the-art robot, a rarity in the capital. “It helps us determine the appropriate implant based on detailed imaging of the patient,” he explained. “I instruct the robot, and it carries out the task. This technology enhances the precision of the surgery.”

As the surgical team worked to drill and shape the bone for the replacement, this advanced technology hinted at progress within a strained system.

Some issues at Queen’s and King George are being addressed, but others, particularly the persistent reliance on corridor care, remain unresolved. While Trainer’s request for £35 million to establish a new emergency department could alleviate some of the pressure at Queen’s Hospital, he emphasizes that the fundamental challenge lies in discovering ways to reduce the number of individuals requiring hospital care in the first place.