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COVID-19


shell, as is expected in a building of this nature. These drafts posed a comfort issue and reduced the effectiveness of any air-conditioning systems implemented. For this reason and to ensure an airtight envelope, insulation was installed on the inside of the envelope of roof sheeting.


Smoke curtain A smoke curtain was fitted to the roof structure within the main warehouse area, to respond to concerns of patient escape times of the now inhabited floor space. The smoke curtain increases the time for evacuation of patients in the wards on the main floor in its sections by preventing smoke spread across the whole volume of the warehouse.


3D modelling The use of building information modelling (BIM) allowed all consultants to collaborate across disciplines effectively and efficiently. The use of shared 3D models allowed the consultants to detect service clashes, structural clashes, and impacts of layout changes on their disciplines in single meetings without multiple exchanges. Immediate solutions could be discussed and implemented among the disciplines almost instantaneously. BIM technology was also used in the implementation process, whereby the contractor, professional service providers and client would discuss problem solving strategies in the ‘on-site’ morning meetings before work would begin, allowing the contractor to move ahead without delays. Late additions/ considerations or changes could more quickly be accommodated by reviewing contractor progress and having each discipline productively working together to provide solutions to these items.


Conclusion In reflecting back on the implementation of this project, we are reminded of the words of Nelson Mandela: “It always seems


Figure 8. Overhead services.


impossible until it’s done”, and with a great team we were able to achieve a working field hospital in next to no time, a testament to the fight against a dreadful pandemic and the hope for human dignity within it. The local schools also became involved in the projects, by producing rainbow pictures for every bed to symbolise hope to each patient for full recovery. The process was not without its


lessons, and we will share a few here. The calibre of a talented, enthusiastic and dedicated team with the clarity of intention drove the process forward and is ultimately responsible for bringing the project to fruition. Skilled personnel are essential to success.


Closing the ‘planning’ gap between end-user and project team shortened back and forth interactions between the design team and the implementation process and saved time without compromising the end goals. The rapid


transfer of information increased the decision-making efficiency and timelines, leading to innovative design solutions. Clear, accurate information is necessary for communication. The design of multifunctional spaces within the spatial planning has allowed for flexibility by the facility managers as internal needs developed and patient profiles range. This flexibility allows for the consideration of future use of the facility, which may add value to the service platform beyond COVID-19. Since its opening, Brackengate Hospital of Hope Intermediate Care Facility has been in operation, assisting with the second and third waves as well as alleviating the demand on hospitals in the metro. Reviewing the benefits of retaining this asset to date assists us in reconsidering the challenge in preparing for the flux and changing needs in the healthcare environment going forward.


IFHE


Figure 9. Interior. 82


Figure 10. Interior. IFHE DIGEST 2022


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