Reorganization of the Epidemiology Department

The Jewish General Hospital (JGH) negotiated an agreement to host the Royal Victoria Hospital’s Epidemiology Department in 2009. The functional renovation project consists of the complete redevelopment of the 4th floor of Pavilion H to accommodate some 50 researchers from the Epidemiology Department, with a new mechanical room, electrical substation, conference room and dedicated server room spread over a 20,000 sq. ft. area.

Énertech Solutions played an essential role in the Jewish General Hospital project, from financial engineering and planning to construction supervision. The main challenge was to meet the construction schedule, with a firm move-in date of summer 2010 for the Epidemiology Department. The commissioning of the ventilation equipment was complex, to ensure the climatic comfort of all users, including the server room. In addition, managing work in the presence of asbestos was a major issue at the start of the project.

Methods :
We defined the roles and responsibilities of each stakeholder, held project review meetings, and coordinated closely with clients throughout the design process. Plans were presented and validated by the customer at every major stage of the project, and rigorous coordination between the various trades was maintained (architectural, electromechanical and structural).

Schedule:
We organized meetings with customers to properly understand the challenges and needs of the Jewish General Hospital, paying particular attention to IT data security and departmental access control. The program of functional and technical requirements was drawn up in collaboration with the hospital’s IT department to meet the customer’s expectations.

Quality:
We provided constant supervision of the professionals for the plans and specifications, with review, comments and approvals of all deliverables handed in. Great attention was paid to compliance with the program, particularly for the server room, with validation by the customer.

Budget and change management:
Program changes were controlled and handled to minimize impacts on schedules and budget envelopes. Unforeseen coordination costs and site conditions were kept within planned contingencies. We accompanied the customer through numerous program changes to minimize budget and schedule impacts.

Work sequences and schedule :
Despite the presence of asbestos, we were able to meet design and construction deadlines, completing our deliverables on time.

Risk and change management:
We closely monitored monthly budget reports for the customer, presenting changes and associated costs. Emergency meetings were organized at critical moments in the project. A risk and issues management plan with a mitigation plan was put in place.