Albany Health Campus

Disciplines
Electrical, Mechanical, Sustainability, Vertical Transportation

Markets
Health & Aged Care

Offices
Perth

Key People

Prasanna Suraweera

Sustainability Section Manager, Principal

Matthew Quin

Electrical Project Engineer, Principal

Bruce van Rooyen

Mechanical Project Engineer, Principal

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The $150m redevelopment of the Albany Hospital was delivered as a 2-staged design & construct (D&C) project for WA Governments’ office of Strategic Projects. The new facility provided a much needed replacement for the previous hospital that was originally constructed in the 1950’s and, while having been well maintained over the years, was grossly inadequate and dated to serve the growing local community.

This new hospital of approximately 18,500m² provides 130 beds and comprises of:

• a new central energy plant
• an emergency department
• a central sterile supply department and surgical services centre
• five operating theatres
• in-patient and out-patient facilities
• a commercial kitchen and laundry

The time constraints on this project posed a significant challenge to both the design team and contractors. This was further complicated by the difficulty and cost of hiring the necessary qualified resources in a county location.

Key challenges to the project were:

• Continuance of services: Maintaining services while the works were occurring required the WGE team to carry out a detailed survey of mechanical services and equipment on the necessary upgrade works. Additionally, a resolution with the client had to be found as to which items of plant could be re-used in the new hospital and which items re-use was not viable for.
• Staging: The staging of the works that was agreed with the client required the early documentation and handover of the mental health facility.
• Sustainability objectives: The team also included provision of suitable design outcomes to target a minimum 4-star Green Star performance.

As is the case in many of these projects, especially those delivered under the guise of D&C, there were significant cost pressures on the project. These demanded a high value for money approach to the sustainability strategy which was developed by the WGE sustainability team. Key outcomes included a 25% reduction in the overall energy consumption and a high quality indoor environment which, were both key drivers from the client.