Project: Royal Victoria Building
Client: NHS Lothian
PSCP: Laing O’Rourke
PSC Project Manager: AECOM
PSC Cost Advisor: Thomson Gray
PSC Supervisor: AECOM
PSC Construction Design Management Co-ordinator: Thomson Gray
Value: £47m
Delivery Model: Frameworks Scotland
Completion Date: May 2012

The new Royal Victoria Building at the Western General Hospital in Edinburgh delivered under Frameworks Scotland, provides medical services for the elderly. The accommodation comprises 5 new 26 bedded care of the elderly wards with 130 single bedrooms in total, a Rheumatology & Dermatology ward with specialised treatment areas and 16 single bedrooms, a Medical Day Hospital, physiotherapy suites, administration support and support services. The facility is linked to the existing Western General Hospital via a new link bridge which required internal reconfiguration works within the existing Anne Ferguson Building.

The development is located in approximately 0.73 hectares and consists of a floor area of approximately 11,753m². Using their innovative off-site manufacturing strategy (Design for Manufacture and Assembly – DfMA) for the main building fabric and services components Laing O’Rourke ensured product quality, reduced the safety profile on site and permitted enhanced control of deliveries on a logistically challenged site. Frameworks Scotland provided early contractor involvement which enabled value to be added in the following ways:

  • Phased works programme to minimise impact on ‘live’ hospital
  • Carrying out enabling works during design periods to reduce programme periods
  • Client able to make informed decisions based on quality information provided by the project team
  • Use of Building Information Modelling (BIM) to model and co-ordinate the entire project
  • Early design input enabled offsite manufacture which provided a faster delivery programme than traditional build, gave improved quality and required a reduced workforce on site
  • Full size bedroom and en-suite mock-up enabled informed review during preconstruction by all stakeholders to ‘get it right’.
  • Co-location/collaboration by the project team ensured quality relationships and maximised positive effects.

Jackie Sansbury of NHS Lothian described Laing O’Rourke as the, “silent and invisible builder”, which was further reinforced when the project won a Gold award from the Considerate Constructor scheme.