• PROJECT Wairau Hospital Redevelopment
  • DATE 2011
  • LOCATION South Island
  • SECTOR Health
  • Client Nelson Marlborough District Health Board
  • Duration Completed Feb 2011
  • Value $38 million
The redevelopment of Wairau Hospital was delivered in four phases with key milestones throughout the project required to be met.

Hawkins provided buildability advice and worked closely with the client and design team as the preferred contractor in a major value engineering process which ensured that the project was delivered to the strict budget. Procurement for the contract works was carried out on an open book basis in four separate stages.

The planned outcome of the project was to redevelop the core of Wairau Hospital and refurbish the remaining facilities to create a sustainable Hospital and Health Care Centre for Marlborough. The buildings have been designed in a modular fashion to allow for future expansion and alteration.

Nearly every facet of the hospital was refurbished or rebuilt while ensuring that vital operations of the hospital were not interrupted.

The project involved extended working hours which enabled us to create schedules that worked in conjunction with Hospital operations. This required a high level of subcontractor co-ordination and organisation, as well as stakeholder consultation. Communication was a key to making sure that this project was a success.

The Hawkins team worked closely with designers and architects, Aecom, to ensure the facilities were delivered to a high quality standard which matched the clients expectations and vision.

Programming was crucial to the success of this project. Planning of the staging and construction works had to take into account the need for hospital staff to access key functional areas of the hospital throughout the project. During the early stages, services and corridors were constructed to ensure that the hospital would be able to remain functional throughout the various stages of the project.

Hawkins successfully delivered 17 staged hand overs in a 12 month period.

Wherever possible, local suppliers and subcontractors were utilised on the project. At the project’s peak 150 tradesmen were working on site, with 90% of the subcontractors from local companies.

Project KPI’s:

  • Time – Delivered on time
  • Cost – Delivered on Budget
  • Quality – Specified level of Quality Achieved
  • Safety – 160,000 man hours, LTI Rate 1.51 in 200,000 hours
  • Environmental – Asbestos isolated and removed safely