Downer Group , Royal Adelaide Hospital ED Triage and Waiting Room Upgrades

Minimising disruption to critical hospital operations

After consultation with all stakeholders, it was decided to relocate all existing operations to temporary facilities in the hospital grounds.

This decision allowed Sarah’s team to develop a staged approach to maintain access to the Emergency Department and for works to be completed in the time frame.

During seven-weeks in Stage 1, the team deconstructed and refurbished the main triage area, maintaining patient and ambulance movements into the Emergency Department.

Stage 2 works within the temporary access area were subsequently delivered over six weeks, with alternative routes and wayfinding established for continued hospital operations.

Well-planned procurement

During the planning phase, Sarah’s team focused on procurement of the specialised items suitable for the hospital facilities, and other long-lead items.

This detailed and early planning, and the scheduled delivery of materials to the constrained site was critical to the program being met.

Working safely within a live environment

With more than half-a-million patient movements per year, and a large staff and thousands of visitors moving through the site daily, safety was the Project team’s highest priority.

Works were completely segregated from the public, and alternative wayfinding methods and traffic management protocols were established and communicated early.

The uninterrupted supply of utilities including electricity, gas and water was critical to patient care, and the project team was required to work around live services.

A two-step process ensured compliance to both Sarah and the hospital’s permit requirements, ensuring the safety of hospital users and construction personnel.

Managing health requirements with South Australia’s largest hospital

Working within health care settings requires the highest levels of compliance to ensure patient well-being.

During construction, Sarah’s team established and maintained strict infection control measures, including specialised wipeable and sealed hoardings, isolating mechanical air within the work zone, and covering all existing air intake features.

All personnel and subcontractors were required to have three or more COVID-19 vaccinations, and to wear masks at all times outside the confined work area.

Communication for enhanced outcomes

During the works, the hospital developed a temporary triage facility with an undercover walkway connecting patients to the hospital.

To ensure the works did not interrupt the critical operations of the temporary facility, Sarah’s team met formally with ED staff each week, communicating upcoming activities and exchanging critical information. This approach allowed for the early resolution of issues and resulted in on-time delivery.

A collaborative, well-informed approach

Sarah’s Project Manager Morad El Bougrini and Site Supervisor Peter Faulkner were selected based on their technical experience working within hospital environments, including foundation works on the new RAH, and complemented by knowledge of stakeholder requirements and the pattern of movements around and through the hospital.

Morad and Peter worked collaboratively with all stakeholders to ensure that the works were staged and scheduled to meet the hospital’s requirements.