architecture, engineering & project management services

Architecture, Engineering & Project Management Servicesfor

Royal Maternity Hospital Kingdom of Bahrain

Scott Wilson Group Davis LangdonLandscape Solutions

Scott Tallon Walker Architects

Document 1Concept DesignSketches & DrawingsStatement of Understanding

Scott Tallon Walker Architects, 19 Merrion Square, Dublin 2, Ireland. Tel: +353-1-6693000 Website: www.stwarchitects.com

3 Royal Maternity Hospital, Kingdom of Bahrain Scott Tallon Walker Architects Scott Wilson Ltd. Landscape Solutionse

Contents - Design Concept (Part 1 of 2)1. Introduction

2. Concept Design

3. Statement of Understanding

4. Conclusion

Contents - Technical Information (Part 2)Contents - Technical Information (Part 2)

1. Project Understanding

2. Proposed Work Plan & Approach to Provide Services

3. Qualifi cations & Profi le of Medical Consultants

4. Experience in providing similar services

5. Experience of Key Directors & Sub Consultants

6. Client References

7. Fee Schedule

8. Organisation Chart

9. Letters of Commitment

10. Copies of Company Registration & Licence to Practice

11. Copies of Insurance Certifi cates

12. Method Statement for Site Investigation

13. Cost Estimate

(Content for Technical Information included(Content for Technical Information included in Technical Information - Part 2 of 2) in Technical Information - Part 2 of 2)

Architecture, Engineering & Project Management Servicesfor

Royal Maternity Hospital Kingdom of Bahrain

Scott Wilson Group Davis LangdonLandscape Solutions

Scott Tallon Walker Architects

Part 2

Technical Information


ForewordScott Tallon Walker Architects were very pleased to receive your invitation of 14 April 2010 to submit a concept design and fee proposal for the proposed Royal Maternity Hospital in the Kingdom of Bahrain.

During our February 2010 visit to the Kingdom we viewed the site and the knowledge gained has infl uenced our design approach.

In addition to architectural services we are requested to provide engineering and project management services. The Engineering services will be undertaken by Scott Wilson and the project management duties by Davis Langdon. Both practices have long established and well respected registered offi ces in the Kingdom.

Scott Wilson are registered to practice as engineers and architects and Scott Tallon Walker Architects propose a joint venture with Scott Wilson to ensure compliance with the Kingdoms licensing/ registration requirements. In the event of being successful Scott Tallon Walker Architects would initiate proceedings to become registered/license to practice in the Kingdom. The other design team members who have contributed to this concept design are Landscape Solutions who are also established and well respected in the Kingdom and Veronica Kavanagh of the Beacon Medical Group who is an experienced Medical Planner with over eight years experience undertaking healthcare projects in the Kingdom of Saudi Arabia.

The submission comprises our A1 Presentation Boards, this Concept Design Document (Part 1) and accompanying Technical Submission Document (Part 2) and Fee Proposal.

We thank you for the interesting opportunity to present our concept design for this exciting project which we consider meets your aspiration to create a world class Medical/Leisure facility which is a resort style state of the art marvel of modern architecture.

All our successful projects are a result of a close collaboration with the client where we explore options and mutually agree the best possible solution that complies with the brief requirements maximizes the site potential and meets the overall budget with the overriding ambition to create great architecture that is a joy to experience internally/externally.

Preparing this concept design we are slightly working in a vacuum as we are missing the vital ingredient of the clients enthusiastic response to our design and if this concept proposal is of interest would welcome the opportunity to engage with you to achieve the building we would both desire.


Introduction“…to deliver a world class woman and children health care facility which house the maternity services as its core with an exclusive feel both in terms of quality and amenities …

It will offer unique services which will compliment the regions diverse blend of value medical leisure under one roof … and shall be a marvel of modern education”

(The vision for the Royal Maternity Hospital Bahrain is as described in the RFP)

This vision for the Royal Maternity Hospital can be brought to life by the Scott Tallon Walker team which has a long history of healthcare design. Our aim is to offer the Royal Maternity Hospital the best hospital design that will create an open and capacious environment.

We believe that we can and will deliver this project in the most cost effective and seamless way, which will maximise the best skills and resources available worldwide and minimise cost and disruption to the existing hospital, ensuring continuity of operations available. Our team fosters a culture of innovation through collaboration, hereby ensuring that your expectation of a world class maternity healthcare facility is not only met, but exceeded.

Through our design approach we aim to cultivate such an environment that will promote their development, which will, ultimately, assist in their recovery.


Concept Design

View from Access Road


Site Layout

Concept Design


Concept Design

Site Plan


Concept Design

View of Approach and Main Hospital Entrance


Concept Design

Ground Floor Plan


Concept Design

First Floor Plan


Lower Ground Floor Plan

Concept Design


Concept Design

Roof Plan


Concept Design

View of Internal Garden


Concept Design

South Elevation


Concept Design

Section B-B

North Elevation


Concept Design

Section A-A


Concept Design

West Elevation


View of Royal Premium Suite Inpatient Accommodation

Concept Design


Concept DesignRoyal Premium Suite - Study 1

Royal Premium Suite - Study 2

In Patient Accommodation - Royal Premium


Concept DesignPremium Suite - Study 1

Premium Suite - Study 2

In Patient Accommodation - Premium


The Benefi ts in choosing Scott Tallon Walker

Our team share and champion your vision in providing a world class maternity hospital that will aid the advancement of maternity standards in Bahrain. In selecting the Scott Tallon Walker team as the integrated design team for the Royal Maternity Hospital, you stand to benefi t greatly from a collection of some of the greatest expertise in the fi eld of architecture, medical planning, engineering, landscape and interior design available worldwide. These benefi ts we can bring to you include:

A Wealth of Knowledge

Every member of our team have an established reputation for excellence in their fi eld. We specialise in design for healthcare facilities, and have some of the world’s most renowned healthcare design experts guiding our team, notably in the area of maternity hospital design and Healthcare Evidence Based Design.

Passion for the Project

The Scott Tallon Walker team is enthusiastically committed to the development. We consider it a great honour to be invited to tender for such a prestigious project and regard it as an opportunity to engage with you to deliver your unique vision. We see this as a real chance to produce an iconic facility, both in terms of maternity services and the architectural environment.

Belief in Collaboration

We see the Royal Maternity Hospital project as an all-inclusive process; we embrace the notion that all stakeholders have an active part to play in the design process.

Familiarity with the Site

All our team members have visited and studied the site assessing the environment, challenges and opportunities from existing pipelines, roadways, topography, orientation and access. We feel that this knowledge will give the team ‘ready to start’ approach you require, and can maximise project time with the design process.

Commitment to Quality and Excellence

All of our design team members have been accredited with quality system certifi cation. We will be using the ISO 9001 as the basis for our quality management for the Royal Maternity Hospital. Collectively, we prioritize quality and are uniformly resolved in our aim to conduct a thoroughly well documented and monitored project. The Scott Tallon Walker team members have been individually recognised with both commendations and awards for their contributions to design in their respective fi elds. It is with this recognized and award winning approach that we can confi dently assure you that Scott Tallon Walker are the leaders in the fi eld of healthcare design and will deliver the best result for you the client.

A Culture of Innovation

Our team celebrates and fully endorses a working environment where creativity and vision can thrive, where ideas are exchanged and developed amongst the team and with the client. We view the Royal Maternity Hospital project as a journey, where we will be confronted with many challenges and are confi dent that through innovative thinking we will not only overcome these challenges but will provide results that serve to educate and inform maternity healthcare design.

Together, the Scott Tallon Walker Team can help you best achieve the goals that have been outlined in the key principles of the tender documents. We have incorporated the main aspects of Design Quality, Design Innovation, Sustainability, Design Execution, Cost and Risk Management and the Lump Sum Fixed Price Tender.

Our Team

Scott Tallon Walker Architects are a well established architectural fi rm and have a long and extensive experience in healthcare design including the largest maternity hospital in Europe, the National Maternity Hospital, Dublin. In Donal Blake and Eoin O’Morain we have two leading internationally recognized healthcare Architects. Scott Tallon Walker have designed some of the major and most complex healthcare projects in Ireland to date, including St. Vincent’s University Hospital and the Mater Misericordiae University Hospital.

Veronica Kavanagh of the Beacon Medical Group who is an experienced Medical Planner with over eight years experience undertaking healthcare projects in the Kingdom of Saudi Arabia will be assisting us.

The Scott Tallon Walker team comprises of some of the leading authorities on maternity healthcare design today to Peer review or proposals ensuring that we can enhance the power of international best practice to create an iconic facility. Our Maternity Care Champion, Bruce Komiske, has extensive experience on planning, building, and engaging the community in creating world-class hospitals and healing environments, including the Chicago Children’s Hospital. He is also the author of Family Partnership in Hospital Care and is the editor and creator of Designing the World’s Best:

Statement of Understanding


Statement of UnderstandingChildren’s Hospitals (1999). Professor Roger Ulrich will also be mentoring our team and guiding us on vital healthcare design issues. Prof. Ulrich has published widely in both scientifi c and design journals, and is probably the most frequently cited researcher internationally in the area of evidence-based healthcare design. His work has infl uenced the architecture, interior design, and site planning of scores of major hospitals in different countries.

Scott Wilson, the engineering members of our team, are leaders in new thinking in mechanical, electrical and environmental / sustainability design worldwide. David Langdon, our project managers, have extensive experience in healthcare projects and have a long standing working relationship with Scott Tallon Walker on a number of signifi cant healthcare design projects.

Our innovative landscape proposals will be created by Landscape Solutions who have a proven track record to realize the vision with vast experience in the Region.

Collectively, our core team have an acute understanding of the design needs of the Royal Maternity Hospital for the Kingdom of Bahrain, and through our cohesive working relationship, which is based on years of skillfully working together, we are confi dent that we can achieve this.

The Scott Tallon Walker team will embrace the vision of the development brief and the listed propositions which come within our remit will become an integral part of the foundation of our design approach to the Royal Maternity Hospital which will be seen as an exclusive maternity facility.

Currently in Bahrain there are three medical schools, and two large maternity hospitals complimented by some smaller facilities. The Salminia Medical Complex is the largest with two satellite units at Jidhafs and Muharraq totaling about 12,000 births per annum. The other facility is the public maternity hospital at the Bahrain Defense Force Hospital with approximately 4,000 births per annum. The new King Hamad Hospital will provide a further 4,000 deliveries per annum when complete. There may also be a maternity facility in the newly announced medical centre at the Arabian Gulf University.

The New Royal Maternity Hospital will be at the top end of exclusive and luxurious accommodation delivering state of the art maternity, women in future paediatric services to a world class standard.

The Royal Maternity Hospital will cater for a distinct patient population providing international best clinical practice, complimented with unique and luxurious patient accommodation in a private, serene, relaxed and fi rst class resort style environment. It will accommodate the latest technology with its operation being sustainable and cost effective and will be future proofed and fl exible to embrace emerging trends in healthcare technology and delivery of care. Finishes, furnishings and lighting will be meticulously selected to provide the desired opulent and exclusive environment while following international best practice for healthcare facilities.

The built and landscape environment will be therapeutic and form part of the caring and healing process and demonstrate through evidence based design principles the most positive outcomes.

In keeping with the brief’s general requirements our proposal will demonstrate the following:

The proposed unique medical facilities and full range of services • through pregnancy and delivery. Therapeutic resort style landscaping and fi rst class approach to • sheltered car parking and approach to hospital Our innovative, fl exible design and architecture demonstrating • best practice in world class healthcare environments.Modern sustainable design concept• Relaxed and therapeutic healing environment in a green spa/• oasis State of the art luxury hospital rooms fi tted out to the highest • standard State of the art luxury maternity suites fi tted out to the highest • standard with supports technology back grounded so as not to be visible unless required. Full features of the world’s top ‘5’ star hotels.• Emphases on natural lighting enhanced through the concept of • the 365 day internal garden space. Two storey over lower service area• The careful inclusion and design of a children’s nursery.•

The key principles outlined by the Royal Maternity Hospital capture the essence of design quality in healthcare design and we believe they will be supported through the following additional principles:

Mother and baby centred Design•


Statement of Understanding Staff Focus• Public Image• Functional Design• Therapeutic Environment• Accessibility• Spatial Principles• Department Planning• Internal Design• Flexibility and Adaptability over the lifecycle of the hospital• Urban Design Principles• Sustainability•

The Scott Tallon Walker team believes that in order to achieve design quality, we must address each and every principle. In our experience, there are core aspects to our approach which respond well to all of these requirements.

Our use of evidence based design, post evaluation research, design quality review groups, quality measuring software and cost management, have ensured an organic and all-encompassing approach, which is constantly evolving with the project. Design Quality is paramount, not only to creating a leading state of the art maternity healthcare facility but also it will affect its future and how it progresses over its lifecycle.

The term ‘good design’ is not merely a question of style or taste but describes what arises from the intelligent and creative synthesis of many interrelated factors such as: strategic planning of healthcare provision; social and physical regeneration; the local urban context and forms; links to infrastructure and transport; sustainability agendas; the building’s sense of welcome; intelligibility of layout; security; unobtrusive supervision; ease of use and maintenance; effi ciency; and, promotion of human dignity. It covers the way in which buildings sit within and, contribute to, their community as well as how they work and look. Successful maternity healthcare design resolves a wide range of functional requirements effi ciently whilst, at the same time, exploring the opportunities to provide an uplifting environment for patients, families, visitors and staff.

Design should not be thought of as an “add-on extra” in health buildings or, indeed any building. Irrespective of questions of quality, the process of design must in any case take place, as it is an inevitable activity arising from the decision to build. But good design need not cost more and the difference between achieving good or poor quality outcomes is more often the result of having the right knowledge or advice, understanding, care and commitment.

Scott Tallon Walker will provide you with this care and commitment.


Approach to Architectural DesignOur physical environment has a signifi cant impact on our health and well being on a day to day basis.

Once we are removed from our comfort zones, particularly to a hospital setting, we become vulnerable, we become, to a degree, dependent on those who care for us. Clinical Health planning complements the architectural design and content of all health care facilities.

From the brief, it is our understanding that, The Royal Maternity Hospital Bahrain will cater for a distinct patient population providing, international best clinical practice, complimented with unique and luxurious patient accommodation, in a private, serene and relaxed environment.

Our design embraces the core principles outlined in the Request for Proposal;

Specialized Medical Facility •

Advanced healthcare services •

Comprehensive maternity services •

Highest level of luxury accommodation•

Designed in total compliance with Health Building notes and • Health Technical Memoranda

Future proofi ng of facility.•

The following facilities have been included in our proposal as requested and are demonstrated in our Schedule of Area:

Main Facilities

The hospital facilities will include the following:

Neonates, NICU and SCBU•

Gynecology and Assisted Conception Unit /IVF•

Diagnostics•

Reconstructive/Cosmetics Surgery•

Emergency Services•

OT Complex•

Intensive Care•

Inpatient rooms•

Administrative Areas•

Continence•

Dispensing Pharmacy•

Spa•

Retail•

Stores•

Central Medical Records•

Medical Gas Supplies•

Staff area, Changing, Housekeeping, Security, Ambulance • Drivers

Dining, Kitchen and related areas•

Waste recycling and disposal units•

Facility Management control center•

Most great buildings are elevated and approached by steps or a ramp as evidence by IM PEI’s Majestic Islamic Museum in Doha which we had the pleasure of recently visiting.

As the general site level is approximately 2 meters below the Al Muasker Highway dual carriageway level, this offers the opportunity to create an upper ground fl oor entrance level, which would allow the building to be approached by a gentle ramp up and a lower ground fl oor service level accessed by a ramp down.

The concept design proposes 2 blocks separated by an enclosed garden. The blocks are curved for three good reasons:

1) The curved shape of the block accommodating the main A&E/outpatient entrance creates a welcoming and embracing form.

2) The curved block form enhances the experience of the internal circulation routes.

3) The curved block form generates a dynamic internal garden space.

It is established and recognized – that good quality architecture enhanced and complimented by good quality landscaping adds signifi cantly to the well being of patients and considerably assists in their recovery process and positive patient outcomes.

We note that the outline brief stipulates a two storey building containing clinical and non clinical services. This concept proposal

provides a solution that what is visible above ground is a two storey building, which contains all the public/patient clinical areas. By exploiting the existing ground levels we can provide a service/plant /in-out at lower ground fl oor level allowing for discrete access and egress with due consideration for the climate of Bahrain . This level has no external appearance as it is buried in the ground and the ground around the building is made up to the level of the upper ground fl oor level as indicated in the drawings.

In addition to minimizing the footprint of the building and producing an ideal service level fl oor the external ground levels that are generated add to the landscape interest and enable the upper ground fl oor entrance to be at a fl oor level that provides the Royal Maternity Hospital with the high profi le and visibility that this important scheme requires.

Clinical Services have been clustered to provide the most effi cient use of space with the ultimate goal to enhance patient comfort and minimize patient journey time and exposure to public areas.The ground fl oor contains Diagnostic Imaging which is located centrally to facilitate the demands of the Out Patients and the Emergency departments. This location enables fast and effi cient diagnostics to ensure patients are managed as quickly as possible. Both the Out Patient and Emergency Departments have their own designated entrance with designated set down area.

The interesting plan form of the internal garden is further enhanced by the sloping ribbed roof shape which increases in height as the width of the garden increases. Carefully designed interlocking


external sun shading acting as an environmental fi lter would provide a dappled indirect high quality natural light source to the garden with areas for children’s play, waiting, café/coffee shop and access to the gift shop, convenience store and pharmacy. This space supports the Outpatients services.

All In-patient accommodation is located in a dedicated wing of the facility, with clear division between the Royal Premium and the Premium Suites. This area is access controlled for security reasons and we reccommend the installation of baby tagging system to ensure the protection of the children.

The Royal Premium Suites are 60m2 offering space and accommodation for the mother and child and the support of the family in a most luxurious environment opening onto a shaded private healing garden. If required the simple concept plan will allow a separate discreet entrance for the Royal Family to the Royal Maternity wards.

Procedural Suite, Intensive care, Neonatal accommodation is all located directly adjacent the in-patient accommodation all on the same level to ensure that optimum care is provided at all times in line with best international practice. All delivery rooms are adjacent to theatre and intensive care facilitating seamless care for the mother and child.

Day care is also located on this level. The reasoning behind this is increased effi ciencies will direct access into the theatre procedure area and the endoscopy area.

During the detailed design phase these areas with be planned to ensure that the patient has the best possible experience and is treated in a respectful and timely manner.

Four number lift cores with each with two bed lifts in each core link the 1st fl oor with upper ground fl oor and lower ground fl oor. All supplies, catering, linen, waste etc are distributed horizontally, discretely out of sight at lower ground fl oor level and transported vertically in the appropriate lift to the location of the upper fl oors thus minimizing horizontal distribution at the upper levels.

By locating the Spa at lower ground fl oor level with a direct stair access from the main ground fl oor as a separate circulation route will enable the spa facility to be the required fl oor area and thus is not constrained by the footprint of the block over and will allow direct access for the Royal and Premium wards to their own private changing/treatment area if required. Natural light will be provided to the pool/relaxation areas with direct access onto private shaded external courtyards.

In many buildings particularly in healthcare facilities the enjoyment and lasting impression of the building is defi ned not by individual spaces or rooms but by the clarity, graciousness and access to natural light of the circulation areas such as those illustrated in this proposal. We believe that we demonstrate these criteria very successfully and also ensure a simple logical and easily understood way fi nding solution as the building becomes largely self reading.Externally the site will be richly landscaped and the views to the building will be softened by the natural shading canopy of the trees. Cars will be parked under planted pergola’s providing shade for the cars and the access path, which is terminated by a 3.5 meter high green wall providing a planted screen from the hospital. Gentle stairs and glass lifts take the visitor up to the upper ground fl oor level where stepping stones across a deck level pool with fountains leads you to the main entrance reception area and then burst into a lushly planted bright internal peaceful garden with imaginatively designed tranquil water features providing visual interest and the therapeutic sound of water.

The important relationship that landscape has to healing is also recognized in the Royal and Premium wards as these rooms overlook a 3.6 meter deep private garden screened from the sun and for privacy by carefully designed external metal screen.

Phase 2 expansion is achieved by extending the ward blocks as indicated with the service lifts centrally located to service Phase 1 and 2 the smaller Phase 2 expansion areas in the various clinical departments are provided by shell out and soft spaces to be fi tted out for Phase 2.The is also the option for future expansion both vertically or indeed by building additional blocks of hospital accommodation if required thus future proofi ng the facility

Cost Effectiveness and Functionality

The Scott Tallon Walker Team considers cost effectiveness and optimal functionality a symbiotic relationship, in that, one cannot exist without the other. We believe that cost effectiveness is not merely about saving costs on the design and construction of the hospital, it also takes into account the entire lifecycle of the building and the day to day operations, which ultimately will lead to a more effi cient working environment. The best functionality provided will ultimately yield the greatest cost effectiveness. Our approach to cost effectiveness and functionality will also enable the hospital to evolve over time, rather than offer a design that is fi xed and fi nite, we see the lifecycle of a hospital as constant transition over time.

The key factors that we include in our approach to cost effectiveness and functionality include:

Optimal Adjacencies•

Flow of Materials•

Flexibility and Cost saving•

Effi ciency in Hospital Flow•

Sustainability•

Approach to Architectural Design


By introduction of this approach, we believe that both cost effectiveness and functionality can be optimised.

Design Quality Management i.e. Design Reviews & Design Systems

Our team’s commitment to design quality is to the forefront of our role as an integrated design team. Individually, each member of the Scott Tallon Walker Team has a sterling reputation when it comes to quality management. Together, we have combined the best of our respective systems to create a cohesive framework, which will ensure a smooth and seamless quality management system.

As a design team, we recognise the importance of complete transparency and accessible information to our clients. The Quality Management system that we have formed is tailor-made to enable you and ourselves to monitor and review all quality issues. The main thrust of this approach relies on a dedication to quality, an open and continual communication amongst the team and with you, the client.

The key areas to our approach to Quality Management, can be outlined as follows:

Fully integrated approach to Quality•

Design Quality Review Meetings•

Web based Portal to Electronic Quality System•

ISO 9001 Quality System•

ISO 14001 Quality System•

Design Innovation in Healthcare Environments

In order to achieve something extraordinary, something must be created that does not already exist, this can only be achieved with innovative thought and creativity. The Scott Tallon Walker Team embraces and fosters design innovation, it is at the very heart of our team’s ethos in delivering Design Quality. We feel that in order to reach optimal design solutions, we must think ‘outside the box’. We encourage our team to engage in systematic inventive thinking, working collaboratively in a culture that encourages the creation of designs that will be fresh and new while also working along with you, the client, to coax and tease out our ideas, to best suit your requirements.

We advocate a combination and balance of open communication which fosters original thinking and problem-solving in a constructive way. Our team feels that there are core values which champion innovation, these include:

Trust•

No blame culture•

Drawing from a ‘Well of Experience’•

Collaboration•

Creating an Innovation Friendly Environment•

Through projects such as the National Maternity Hospital and St. Vincent’s University Hospital, Scott Tallon Walker have developed examples of innovations which have arisen from our previous design

projects and have become part of our standard work practice. This illustrates our genuine and strongly held belief that innovation is a cornerstone in progressing healthcare design.

These innovations include:

Collaborative working methods within our Team•

Fresh approach to single room accommodation•

Off site production such as Pod bathroom’s•

Pre-engineered construction systems•

Reductions in construct systems•

Reductions in construction waste•

“Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.”

(Dr. William Pollard, Physicist)

We feel that through our fostering of innovation and problem solving, our willingness to embrace change, we can bring about improvements in design that will lead the way in creating a world class maternity hospital.

Achieving a Sustainability Target

The Scott Tallon Walker Team is committed to implementing environmentally responsible design strategies as an integral part of our overall design philosophy for the development of the Royal

Approach to Architectural Design


Maternity Hospital. Sustainable design presents an opportunity for both architects and clients to innovatively apply new building practices and technologies to projects in order to control buildings’ environmental impact while increasing building effi ciency and competitiveness, particularly in the challenging natural environment of Bahrain.

Scott Tallon Walker are the fi rst and only Irish architectural offi ce to have gained IS0 International ISO 14001:2004 Environmental Management Standard to control and ensure best practice environmental design for all aspects of the design and procurement of its new buildings. We believe that the systems we have put in place will ensure that an environmental strategy is adopted at all stages of the design process. All of the Scott Tallon Walker team members will collectively adopt this system and will be able to access it via a web portal.

We view sustainability as a hugely important part of our design process. Our approach to the Royal Maternity Hospital Project will begin from the earliest inception stage, where integrated design charettes will be undertaken by dedicated sustainable design staff, lead by Scott Tallon Walker, in collaboration with the design team to identify key challenges and opportunities within the project. As the design is progressed energy and sustainability targets will be set and then work-shopped at each design stage to optimise project performance while controlling cost impacts. Strategies include:

BIM modeling•

Heating and Lighting control•

Enhanced Commissioning•

Thermal Zoning•

Active Building Management Systems•

Sun path simulation•

Fabric utilisation Reviews•

Design Execution

The Scott Tallon Walker team strongly believe that the key to success with the Royal Maternity Hospital lies in an all inclusive unilateral approach to developing the design from initial inception, through each and every stage of the design process. Through an open and honest dialogue between our Executive Team and you, the client, we can create an environment of trust, which will allow for fl exibility and fl uidity in the exchange of ideas and discussions on all aspects of the project.

Approach to Architectural DesignOur collaborative strategy includes the meeting of User Groups, each group will represent all interests in the Royal Maternity Hospital, from medical consultants, nursing staff, through to all levels of operation staff. We will realize this process to provide the best possible outcome through a methodology of Discovery, Dialogue and Design.

We utilise various processes including mockups during our user groups to gather feedback from you and guide us in producing an exemplar design.

The key aspects of our design execution strategy are:

User Groups• Key Performance Indicators• Mock ups•

It is absolutely vital to involve all parties in the design process as our team intends to capture the maximum information to inform the design. The Scott Tallon Walker Team view this project as a partnership, and is very much, in our view, an opportunity to learn more about the ever-evolving needs and expectations of maternity healthcare design, which can only add further to our ever growing body of knowledge.

Cost and Risk Management

Cost Management and Risk Assessment will play a central role in the life-span of the Royal Maternity Hospital project. From design and construction to the day to day running, it will also determine the future course of the hospital’s development. The Scott Tallon Walker team recognise that an approach to whole life costing is an essential part of our strategy, which will provide you, the client, with a clear insight to costs and gaining the best value for money.

The Scott Tallon Walker team considers the full range of costs arising from the project as part of the cost management strategy. The costs range from the provision of the Royal Maternity Hospital, which accrue from initial provision of the facilities, right through the anticipated life span and include initial capital costs, subsequent operating costs and replacement or renewal at intermediate stages of the life cycle. All aspects require evaluation on a common basis and will be included in the decision making process at development stage.To ensure that all of your interests and goals are achieved, Scott Tallon Walker has an experienced team of experts in the identifi cation, defi nition, quantifi cation, monitoring and controlling of such risks.

We appreciate that risk management is an ongoing process, which should be exercised through out the life-time of the project. We employ a range of methods to ensure that risk is mitigated in every possible way and these include:

Risk workshops•

Objective identifi cation, analysis and evaluation of project risk•

Preparation and management of risk registers•

Effective risk allocation and management•

Risk monitoring and control•

Alert the client on all unforeseen changes, delays, disputes and • cost overruns

Risk mitigation and transfer•

Claims risk assessment•

Dispute avoidance•


Approach to Mechanical & Electrical Design ConceptUtilities

There are two options for the provision of primary utilities to the Royal Maternity Hospital:

Stand Alone•

Connection to Bahrain EWA•

After preliminary load assessments, the EWA would be approached to understand whether there is suffi cient capacity to extend existing water, drainage and electricity networks to serve the site, and the likely cost if any upgrades are required.

As an alternative, the provision of stand alone utilities would also be investigated; i.e. the provision of stand alone generators, RO plant (although this would also require the provision of raw water) and sewage treatment plant.

It may be that the solution is largely dictated by programme i.e. should the EWA utilities not be ready in time, temporary supplies could be put in place until the permanent supplies are available.

A key element of the provision of utilities services to a hospital is the resilience of supplies and therefore adequate provision for standby would be made for either option.

Investigations would be completed to understand whether there is a District Cooling plant in the area that could potentially supply

chilled water to the Hospital. However, if this is not available then a standalone chiller bank would provide cooling to the site.

It is assumed that piped gas is not available to the site and therefore this would be provided by a bulk store. Medical gasses would be stored locally and piped to outlets as required.

Design Strategy for Minimising Energy Use

At an early design stage, consideration will be given to energy effi ciency, both in terms of passive and active design techniques. The optimal orientation, shading and thermal mass will be provided to reduce heatgains to the space. The glazed atrium area would be provided with shading to minimise direct solar gain throughout peak periods. This can be achieved wither by fi xed shading blades, blades that respond to the sun’s location. Alternatively, PV panels could be used to provide shading with the additional benefi t of generating energy to be fed back into the grid to reduce grid electrical consumption.

The primary plant spaces have been located immediately above the primary operating spaces to minimise duct runs and energy consumption.

Thermal Mass

Thermal mass is benefi cial within the Middle Eastern Climate

because it acts as a buffer between the internal and external environment. The time lag provided by the thermal mass delays the appearance of the solar gain within the internal space until the external temperature has passed its peak. This reduces the peak cooling load within the building and reduces the overall energy consumed for cooling within the building.

Shading

Careful consideration is required for shading confi guration, due to the impact of the lower eastern and western solar gain (although these are relatively brief periods in the day as the sun rises and sets relatively quickly). Well designed shading can reduce the cooling load by around 15%.

Climate Control Zones

We would propose a zoned approach to internal Hospital climate control, whereby less sensitive areas, which have a wider range of acceptable temperature and humidity, are ideally located adjacent to the external facade. More sensitive areas requiring closer control would be located internally, less affected by the external climate.This approach will assist in reducing cooling loads.

Natural Lighting

Natural daylighting is key within the hospital, both for patient well being and assisting diagnosis. A daylighting study would be


Approach to Mechanical & Electrical Design Conceptcompleted which would enable the window design to be optimised to achieve good daylighting levels while maintaining adequate heatgain levels.

Daylighting within internal corridors could be provided by using the SunPipe system, indicated below.

Renewable Energy Systems

Detailed analysis and consultation would be required to determine the most appropriate renewable energy system for the Hospital. Due to the relatively low cost of power and water within Bahrain, the payback on some systems cannot be achieved within the system lifetime and therefore inclusion of these systems would result from Client aspiration.

Solar Thermal Panels

Given the high hot water consumption within a Hospital, provision of a solar thermal system would signifi cantly reduce the hot water heating load and is likely to pay back within 8-10 years. Solar energy is used to heat a transfer fl uid within the panels; this fl uid is then circulated to the hot water calorifi er, where it is used in a heat exchanger to heat domestic water services.

Photovoltaic Panels

Photovoltaic panels systems use solar energy to generate electrical power, which can be used to reduce the consumption of grid supplied power within a building.As noted above, these could additionally be used as shading above the glazed roof area. Given the high capital cost of these it is unlikely that payback would be achieved within the lifetime of the system.

Water Consumption

Where possible, potable water consumption would be reduced through use of low fl ow showers and taps and dual fl ush toilets. However, clinical needs would govern.

Use of a grey water recycling system would be considered in conjunction with Hospital operators and system suppliers – this could be used to generate grey water for toilet fl ushing, signifi cantly reducing the potable load.

Irrigation requirements would be minimised through use of native plants and TSE if possible.


Landscape Design Concept The landscape of the Royal Maternity Hospital is an important and integral component of the visitor’s experience. Throughout a visit to the hospital, one is in contact with nature and its healing properties.

Five different landscape character zones have been designed into the site. These respond to the specifi c conditions of exposure, privacy, human interaction and environmental impact.

Edge Transition

Implies a division between public and private domains• Provides controlled access points•

Vehicular circulation and parking

Initial experience when arriving at the hospital• Shaded parking and walkways• Colourful plantings to embellish site • Highlights building and building entries•

Central Garden

Tropical infl uences, lush shaded areas, earth tones and natural • fi nishes Unique niches, gathering areas and quiet water features•

Private Gardens

Tranquil retreats with calming water effects • Colourful and fragrant planting • Promotes healing relaxation• Exclusive and private•

Royal Entry

Private drive with luxury materials• Colours and textures identifi es exclusive character•

Edge TransitionThe areas of the site boundary along the southern and western edges form important transitional zones that lead from the public highway system into the quiet environment of the hospital. These zones will buffer the views into the site while maximising the aesthetic appeal of the building and maintaining a visual connection with the surrounding context. The Edge Transition areas will also provide a physical barrier using tangible elements to create privacy within the hospital grounds and to enhance security. These elements may include planting, rocks and boulders, perimeter walls and grade changes to discourage public access.

Vehicular circulation and parking

The vehicular areas serve as the entry locations for the site and as such, become important in defi ning the character of the hospital site and experience. This begins at the entry to the site, which will escort people through a stately entrance onto a palm and tree lined avenue that sweeps around to the parking and front entry. As one approaches the hospital, the landscape will frame selected views to showcase specifi c elements of the building.The approach to the building entrance will be shaded to provide some refuge from the harsh climate. It will lead through a magnifi cent water feature to deliver the pedestrian safely into the hospital.

Central Garden

Fundamental to the building’s design is the multi-storey Central Garden that resonates with health and well-being. This is the central space that defi nes the experience of the hospital, whether one is a patient or an employee. The Central Garden is infl uenced by lush tropical designs that incorporate shade, terrace gardens and water that is associated with soothing and healing properties.The Central Garden provides a series of spaces that range from public activity areas to spaces that offer more privacy for visitors and employees. Throughout these spaces a person will be infl uenced by nature while moving through trees and plants, punctuated by water.


Landscape Design Concept - Atrium, Central Garden


Landscape Design Concept Private Gardens

The hospital is designed with a number of private gardens that relate specifi cally to certain rooms and activities. Private Gardens are attached to certain rooms and will offer the inhabitant a place of natural tranquillity in complete privacy. These gardens area a place of refuge where the soothing and healing powers of nature can be experienced through intimate plantings and quiet water features.Spa Gardens will be associated with the spa locations and offer nature’s soothing and healing capabilities in the privacy of the spa setting. These gardens will also have sensitive planting and relaxing water features to enhance the spa experience.

Royal Entry

Exclusivity and opulent describe the private entry reserved for royalty. The landscape here will promote privacy and opulence befi tting an elite member of society. It will parade the visitor through a stately procession of trees and palms to a private entrance that is punctuated by water fountains and lush planting.


Landscape Design Concept - Parking / Vehicular Area


Schedule of Accommodation - Summary

Dept No

Department Level Phase 1 Build

Net Allowance Sqm Total

5% Planning

Sub Total

3% Eng 28% Circ

TOTAL Comments

1.0 Public Areas Ground 609 902 45 947 28 265 11241 No Size given for the Lobby area depends on design

2.0 Emergency Care Services Ground 278 293 15 308 9 86 4403 Dedicated Entrance with Drop off for emergency admissions

3.0 Out Patient Department Ground 341 428 21 449 13 126 5589 Dedicated Entrance with Drop off for Out Patients

4.0 Radiology / Imagaing & Other Diagnostics

Ground 420 690 35 725 22 203 9949 Some Room are for phase 3 and should be designed adjacent to each other

5.0 Day Care Unit Ideally all of these area should be on the same floor

180 225 11 236 7 66 3309 On the same level as the Procedural Suite

6.0 Procedural Suite (Theatres and Endoscopy)

458 674 34 708 21 198 9927 Both of these areas need to be adjacent as they share support services 7.0 Post Anaethesia Care Unit 78 126 6 132 4 37 1173

8.0 Intensive Care Unit 1 163 268 13 281 8 79 3369 Both of these areas need to be adjacent as they share support services

9.0 Neonatal Intensive care Unit 117 159 8 167 5 47 2219

10.0 Maternity Suite 346 436 22 458 14 128 6600 Adjacent to the above areas 11.0 In-Patient Wing -2 units of 1 in 1 836 1554 78 1632 49 457 22138 12.0 Central Sterile Supply Department 134 134 7 141 4 39 1184 13.0 Clinical Laboratory 165 207 10 217 7 61 2285 Pneumatic tube system 14.0 Kitchen and Dining 226 246 12 258 8 72 3338 15.0 Morgue 52 52 3 55 2 15 772 16.0 Administration 314 370 19 389 12 109 5509 17.0 Materials Management,

Housekeeping, linen store & Staff lockers

226 327 16 343 10 96 4450

18.0 Maintenance & Biomedical Engineering

54 98 5 103 3 29 1135

19.0 Engineering 20 20 1 21 1 6 228 M&E Engineering to advise 20.0 ICU Dormitory 0 140 7 147 4 41 1193 21.0 Waste Disposal 70 70 4 74 2 21 996

NNet allowance 5,087 7419 5% Planning Allowance 254 371 SSub Total 5,341 7790 3% Engineering Allowance 160 234 28% Average Circulation Allowance 1,496 2181 Total 6,997 10205 10205

The schedule of areas has been prepared in reference to the project description as described in the request proposal briefi ng documentation for clinical, support and commercial areas.

We have followed best practice as prescribed by UK standards, particularly with reference to National Health Estataes ‘Health Building Notes’ and ‘Health Technical Memorandum’

We have also made provision within the space planning to allow for the luxury demanded by the Royal Maternity Hospital in a world class healthcare environment.

We would advise that the internal gardens and general plant areas are costed within the budget plan, although not illustrated in our accommodation schedule.


Schedule of Accommodation - Public Areas

1.0 Public Areas Operational in Phase 1

Operational in Phase 2

Phase 1 Fit Out

Sqm Total Build

Comments relating to RFP

1.1 Main Entrance Lobby 1 1 0 Architect to Advise pending Design 1.2 Reception Desk 3 3 21 7 21 7 sqm per space (Assuming in Phase 2 this will have a total staff of 3 people)

1.3 Back Office 1 2 12 12 241.4 Admitting / Discharge Cubicle(s) 3 5 36 12 601.5 PRO's Office/Social

workers/Counselling Office 1 3 12 12 36

1.6 Retail Pharmacy 1 1 60 60 60 Required From Phase 1 1.6.1 Delivery area 1 1 9 9 91.6.2 Work area 1 1 18 18 181.6.3 Storage Area 1 1 32 32 321.6.4 Office 1 1 12 12 121.6.5 Consultation Area 1 1 12 12 121.7 Convenience store 0 1 0 60 601.8 Coffee Shop 1 1 150 150 1501.9 Food Court 0 1 0 150 1502.0 Business Desk 1 2 7 7 14 Required from Phase 1 with access to Back office directly behind

2.0.1 Back Office for Business, Insurance and Travel Functions

1 1 7 7 7 This Office should be behind the Business, Insurance and Travel Desk

2.1 Insurance Desk 1 1 7 7 7 Adjacant to Business and Travel Desks, access to Back Office

2.2 Internet Café 1 1 0 0 Within the coffee shop area 2.3 Gift Shop 1 1 35 35 352.4 Travel Desk / Transportation desk 1 1 7 7 7 Adjacant to Business and Insurance Desks, Adjacant to Back Office

2.5 Automated teller machines 2 2 10 5 10 Phase 1 had 2 2.6 Telephone booths 1 1 0 0 Area identified within the Entrance 2.7 Meeting room 1 1 26 26 262.8 Prayer Room (male) 1 1 25 25 252.8.1 Prayer Room (Female) 1 1 25 25 252.8.2 Baby Changing Room 2 2 10 5 102.8.3 Baby Feeding Area 1 1 20 20 20 1 Areas divided internally 2.9 Public toilets 2 2 28 14 28 Individual Male and Female with Disabled access in both

3.0 Staff toilet 2 2 12 6 123.1 Wheelchair / Stretcher aclove 1 2 4 4 8 Assume this is for storage of Wheelchaires. Streachers will be with Emergency

Dept 3.2 Housekeeping closet 1 2 12 12 24 609 902


Schedule of Accommodation - Emergency Care Services 2.0 Emergcency Care Services Operational

in Phase 1 Operational in Phase 2

Total Phase 1

Sqm Total Comments relating to RFP

2.1 Resuscitation Bay 1 1 10 10 10 Adjacent to Emergency Procedure Room 2.2 Emergency procedure room 1 1 25 25 25 2.3 Minor treatment / injection room 1 1 20 20 20 2.4 Observation beds 1 2 15 15 30 Individual areas 2.5 Consultation room 1 1 15 15 15 2.6 Nurse Station 1 1 12 12 12 SSupport 0 2.7 ECS Reception 1 1 15 15 15 2.8 Waiting 1 1 25 25 25 2.9 ECS Officer 1 1 12 12 12 2.10 Equipment Bay 1 1 20 20 20 This will need to be a room 2.11 Clean Utility 1 1 15 15 15 2.12 Dirty Utility 1 1 15 15 15 2.13 Ante room 1 1 5 5 5 2.14 Toilets - public 2 2 52 26 52 2.15 Toilet - assisted 1 1 0 0 0 Can be included in Public Toilets 2.16 Stretcher / Wheelchair Alcove 1 1 10 10 10 2.17 Housekeeping Closet 1 1 12 12 12 278 2293


Schedule of Accommodation - Out-patient Department 3.0 Out-patient Department Operational


Phase 1 Sqm Total Comments relating to RFP

3.1 Consultation rooms 6 8 90 15 120 Corrected as per clarifications 3.2 Consultation rooms - dedicated 2 4 30 15 60 3.3 Minor treatment / injection room 1 2 20 20 40 3.4 Sample collection with toilet 1 1 12 12 12 3.5 Sputum collection 1 1 0 0 Should be collected in Consultation Room 3.6 Executive health check-up

lounge with toilet 1 1 20 20 20

3.7 Central Waiting space 1 1 0 0 3.8 Childrens play area 1 1 25 25 25 Part of this could be external through doors Support 0 0 3.9 OPD reception / Scheduling /

Billing 1 2 7 7 14

3.9.1 Back Office for Billing/Scheduling

1 1 12 12 12

3.10 Clean Utility 1 1 15 15 15 3.11 Dirty Utility 1 1 15 15 15 3.12 Multi-purpose rooms 1 1 20 20 20 3.14 Toilets - public 2 2 28 14 28 3.15 Toilet - assisted 1 1 0 0 0 Included above 3.16 Wheelchair Alcove 1 1 5 5 5 3.17 Housekeeping Closet 1 1 12 12 12 3.18 Baby Changing Room 2 2 10 5 10 3.19 Baby Feeding Area 1 1 20 20 20 Areas divided for 2-3 mothers 341 4428


Schedule of Accommodation - Radiology4.0 Radiology / Imaging & Other

Diagnostics Operational in Phase 1



4.1 X-rays 500ma with IITV 1 1 40 40 40 4.2 X-ray 0 1 0 40 40 4.3 C.R. Room 1 1 30 30 30 4.4 CT Room 0 1 0 50 50 4.5 MRI + Equipment 0 0 0 50 50 Should put on external wall if possible MRI Chiller/Technical Equipment

room 0 0 0 12 12 Will be required when installing MRI

4.6 Common Console 0 1 0 12 12 Control Room between the CT room and the MRI room

4.7 Ultrasound scan rooms + toilet 2 2 44 22 44 Toilet must be en-suite and fit 2 people as patient may req. assistance(7 sqm ensuite)

4.8 EEG 0 0 0 20 20 4.9 EMG 0 0 0 20 20 4.10 Mammography 1 1 22 22 22 4.11 Bone Mineral Densitometry 1 1 25 25 25 4.12 Office (radiologist,Sonogist) 2 2 24 12 24 4.13 Report writing office 1 1 30 30 30 PACs Central Hub of reporting 4.14 Waiting space 1 1 8 8 8 4.15 Sub waiting spaces 2 3 16 8 24 4.16 Nuclear medicine - Gamma

Camera 0 0 0 40 40

Support 4.17 Reception / Scheduling 1 1 20 20 20 4.18 Scheduling substations 2 3 20 10 30 4.19 Inpatient holding 1 2 8 8 16 4.20 Unexposed film & chemical

store 1 1 0 0 0 PACs will be implimented not required.

4.21 General stores 1 1 25 25 25 4.22 Clean Utility 1 1 15 15 15 4.23 Dirty Utility 1 1 15 15 15 4.24 Toilets - Public 2 2 56 28 56 4.25 Toilet - Assisted 1 1 0 0 Included in above 4.26 Staff toilet 1 1 10 10 10 4.27 Housekeeping closet 1 1 12 12 12 420 6690


Schedule of Accommodation - Day Care Unit5.0 Day Care Unit Operational



5.1 Day care beds 3 6 45 15 90 All single cubicles 5.2 Nurse station with medicine

preparation 1 1 12 12 12 Medical Preparation should happen in the Clean Utility

Support 0 0 5.3 Clean Utility 1 1 15 15 15 5.4 Soiled Utility 1 1 15 15 15 5.5 Equipment Storage 1 1 20 20 20 5.6 Assisted Toilet 1 1 7 7 7 5.7 Patient change 1 1 0 0 In cubical 5.7.1 Discharge area 1 1 12 12 12 5.8 Consultation / Quiet room 1 1 12 12 12 5.9 Wheelchari / Stretcher Alcove 1 1 10 10 10 5.10 Family waiting with toilet 1 1 20 20 20 5 sqm for toilet 5.11 Housekeeping closet 1 1 12 12 12 180 2225


Schedule of Accommodation - Procedural Suite 6.0 Procedural Suite Operational



6.1 Operating room - Gynaec 1 2 40 40 80 6.2 Operating room (others) 1 2 40 40 80 Was previously 1 in total 6.3 Endoscopy room 1 2 35 35 70 Was previously 1 in total 6.3.1 Scope Storage area 1 1 12 12 12 Area required for Storage 6.3.2 Scope Sterilisation area 1 1 22 22 22 This could be divided depending on Sterilisating process

6.4 Scrub areas 2 4 16 8 32 1 per theatre or shared per 2 theatre 6.5 Sterile Substore, Consumables

and Medications 1 4 15 15 60 Each Operating room has substore adjacent

Support 0 0 6.6 OT Control station 1 1 12 12 12 Assuming this is the main control desk for the area

6.7 OT In charge workroom 1 1 12 12 12 Assuming this is the Office for the mamager 6.8 Anaesthetists room 1 1 15 15 15 6.9 Equipment bay 1 1 15 15 15 This should be a room 6.10 General store 1 1 25 25 25 This could be merged with 6.9 6.11 Patient prep area 2 4 16 8 32 Pre- op area 6.12 Pre-op holding 1 4 8 8 32 6.13 Doctors Lockers & toilet 1 1 24 24 24 Add shower 6.14 Nurses locker & toilet 1 1 30 30 30 Add Shower 6.14.1 Staff Lounge 1 1 25 25 25 6.15 Support staff locker & toilet 1 1 24 24 24 Add Shower 6.16 Clean utility 2 2 30 15 30 6.17 Dirty utility 1 1 15 15 15 6.18 Consultation / Quiet room 1 1 15 15 15 6.19 Stretcher Alcove 2 2 12 6 12 458 674


Schedule of Accommodation - Post Anaesthetic Care Unit & ICM7.0 Post Anesthesia Care Unit Operational



7.1 Post Op Beds 4 10 32 8 80 Increased by 1 7.2 Pre Op Beds 1 0 0 Not required Share with 7.1 7.3 Nurse Station with medicine

preparation 1 1 8 8 8 Just Nurses station in the area

Support 0 7.4 Equipment storage 1 1 0 Share with Procedural area 7.5 Clean Utility 1 1 15 15 15 7.6 Soiled Utility 1 1 15 15 15 7.7 Assisted toilet 1 1 8 8 8 7.8 Consultation room 1 1 0 Share with Procedural area 7.9 Wheelchair / Stretcher Alcove 1 1 0 Share with Procedural area 7.10 Family waiting with toilet 1 1 0 Share with Procedural area 7.11 Housekeeping closet 1 1 0 Share with Procedural area 78 126

8.0 Intensive Care Unit Operational



8.1 Intensive care beds 2 4 50 25 100 8.1.1 Anti Room (Gowning) 1 1 5 5 5 Linked to 1 ICU room Support Some areas to be shared with NICU 8.2 Nurse station (with monitoring) 1 2 12 12 24 8.3 Equipment storage 1 1 20 20 20 8.4 Dr sleep room with toilet 0 1 0 16 16 8.5 Consultation room (shared with

NICU) 1 1 12 12 12

8.6 Pantry (shared with NICU 0 1 0 12 12 8.7 Clean Utility (shared with NICU 0 1 0 15 15 8.8 Soiled Utility (shared with NICU) 1 1 15 15 15 8.9 Assisted toilet 1 1 8 8 8 8.10 Wheelchair / Stretcher Alcove 1 1 4 4 4 8.11 Housekeeping closet/storage 1 1 12 12 12 8.12 Blood Gas Analysis Room

(shared with NICU) 1 1 10 10 10

8.13 Multi Disciplinary Team Room (shared with NICU)

1 1 15 15 15

163 268


Schedule of Accommodation - NICU & Maternity Suite9.0 NICU Operational



9.1 Bassinets - Single cot nursery 2 4 24 12 48 Support Some areas to be shared with NICU 9.2 Nurse station (with monitoring) 1 1 12 12 12 9.3 Examination room 1 1 15 15 15 9.4 Office - Neonatologist 1 1 12 12 12 9.5 Formula / feeding room 0 1 0 8 8 9.6 Vaccination room 0 1 0 10 10 9.7 Scrub & Gown 1 1 4 4 4 Adjacent to 9.1 9.8 Clean Utility 1 1 15 15 15 9.9 Dirty Utility 1 1 15 15 15 9.10 Relatives waiting with toilet 1 1 20 20 20 Including toilet 117 159

10.0 Maternity Suite Operational



10.1 Labour / Recovery beds (ensuite toilet)

2 4 50 25 100

10.2 Delivery room (inc baby resus.) 2 2 56 28 56 10.2.1 Neo-Natal Recus Room 0 Support 10.3 Nurse station (with monitoring) 1 1 12 12 12 10.4 Equipment room 1 1 20 20 20 10.5 Well baby nursery 4 6 80 20 120 10.6 Lamaze 1 1 20 20 20 10.7 Clean Utility 1 1 15 15 15 10.8 Dirty Utility 1 1 15 15 15 10.9 Dr's duty room 1 1 12 12 12 10.10 Change rooms 2 2 24 12 24 10.11 Mothers prep room 1 1 8 8 8 10.12 Toilet - mother (assisted) 1 1 8 8 8 10.13 Toilet - staff 1 1 6 6 6 10.14 Relatives waiting with toilet 1 1 20 20 20 346 436


Schedule of Accommodation - Inpatient Wing & Central Sterile Supply Suite11.0 In-Patient Wing Operational



11.1 Single occupancy - royal premium

6 12 360 60 720 Bedroom, ensuite plus Family room with eating area

Pantry Area for individual serving 3 6 30 10 60 1 between each royal Premium 11.2 Single occupancy - premium 8 16 280 35 560 Support 0 11.3 Nurse station 1 2 12 12 24 11.4 Clean utility 2 2 30 15 30 11.5 Soiled utility 2 2 30 15 30 11.6 Floor pantry 2 2 30 15 30 For Premium Rooms 11.7 Dr's room 1 2 12 12 24 11.8 Treatment room 0 2 0 12 24 11.9 Wheelchair / Stretcher alcove 1 1 6 6 6 11.10 Housekeeping Closet 1 1 12 12 12 11.11 Toilet - Staff 2 2 16 8 16 11.12 Family waiting with toilet 1 1 18 18 18 836 1554 12.0 Central sterile supply dept Operational



12.1 Soiled work room (receiving, sorting)

1 1 12 12 12

12.2 Pass through washers 1 1 18 18 18 12.3 Inspection, wrap and pack area 1 1 20 20 20 12.4 Sterilization area (1 provision) 1 1 10 10 10 autoclaves 12.5 Ethylene Oxide (plasma as

alternative) 1 1 3 3 3

12.6 Storage & dispensing area 1 1 15 15 15 12.7 Manager - CSSD 1 1 12 12 12 12.8 Staff lounge & change room 1 1 12 12 12 12.9 Toilet - Staff 2 2 12 6 12 12.1 Water treatment Plant R/O 1 1 20 20 20 134 134


Schedule of Accommodation - Clinical Laboratory and Kitchen / Dining13.0 Clinical Laboratory Operational



13.1 Reception and Specimen receipt

0 1 0 12 12

13.2 Biochemistry 1 1 14 14 14 13.3 Genetic Lab 1 1 12 12 12 13.4 Hamatology 1 1 14 14 14 13.5 Serology 1 1 16 16 16 13.6 Clinical pathology 1 1 18 18 18 13.7 Mircrobiology 1 1 24 24 24 13.8 Histopathology 0 1 0 16 16 13.9 Wash & sterilisation 1 1 10 10 10 13.10 Pathologists / HOD office 1 1 12 12 12 13.11 Reporting room 1 1 15 15 15 13.12 Store 1 2 14 14 28 13.13 Deluge shower 1 1 4 4 4 13.14 Staff wash room/ lockers 1 1 12 12 12 165 207

14.0 Kitchen & Dining Operational



14.1 Kitchen including kitchen stores 1 1 42 42 42 This includes Prep areas for salad, fish etc plus cooking areas

14.1.1 Trolley washing Area 1 1 24 24 24 14.2 Office - Dietician 1 1 12 12 12 14.3 Office, manager - FSD 1 1 12 12 12 14.4 Serving & handwash area 2 2 0 0 14.5 Dining, executive - 10 pax 1 1 12 12 12 14.6 Dining, staff - 40 pax 1 1 36 36 36 14.7 Dining, visitors - 25 pax 1 2 20 20 40 14.8 Toilet 2 2 56 28 56 14.9 Housekeeping closet, trolley

hold 1 1 12 12 12

226 246


Schedule of Accommodation - Morgue & Administration15.0 Morgue Operational



15.1 Family Room 1 1 22 22 22 Adjacant to Presentation Room 15.2 Body Holding Room 1 1 14 14 14 Containing Body Fridge 15.3 Presentation Room for Individual

Body 1 1 16 16 16

52 52

16.0 Administration Operational



16.1 CEO & medical director (COO) 1 1 15 15 15 16.2 Secretary 1 1 10 10 10 16.3 Nursing suptd 1 1 12 12 12 16.4 Managers / executives 5 4 60 12 48 16.5 Accounts 2 6 16 8 48 Open Plan 16.6 HRD 1 1 22 22 22 Open Plan 16.7 EPABX/Server room 1 1 15 15 15 16.8.1 External Vendor Server Room 1 1 15 15 15 Required for Equipment 16.8.2 ICT Dept 1 1 28 28 28 Required for Equipment 16.8 Documentation zone 1 1 20 20 20 16.9 Files / storage 1 2 12 12 24 16.10 Board / Conference room 1 1 25 25 25 16.11 Visitor Waiting 0 1 0 12 12 16.12 Toilet - staff 2 2 32 16 32 16.13 Pantry 1 2 12 12 24 16.14 Medical Records 1 1 12 12 12 Minimal requirement 16.15 Housekeeping closet 1 1 8 8 8 314 370


Schedule of Accommodation - Support & Maintenance / Biological Engineering17.0 Materials mgt, housekeeping,

linen store & staff lockers Operational in Phase 1



17.1 Loading / unloading dock 1 1 6 6 6 17.2 Breakdown / sorting area 1 1 18 18 18 17.3 General stores 1 1 30 30 30 17.4 Medical stores 1 1 20 20 20 To include refrigerating facilities 17.5 Office - Materials manager 1 1 12 12 12 17.6 Office - Housekeeper 1 1 12 12 12 17.7 Clerical Staff 4 6 48 12 72 17.8 Soiled linen 0 1 0 15 15 17.9 Linen store, receiving & dispatch 0 1 0 22 22 17.10 Housekeeping closet 1 1 20 20 20 Lockers 17.11 Nurses staff lockers with toilet 1 2 20 20 40 17.12 Female staff lockers with toilet 1 2 20 20 40 17.13 Male staff lockers with toilet 1 1 10 10 10 17.14 Contract staff 1 1 10 10 10 226 327

18.0 Maintenance & biomedical

engineering Operational in Phase 1



18.1 Office - Maintenance engineer 1 1 12 12 12 18.2 General maintenance workshop 0 2 0 0 0 Included in Bio-medical 18.3 Maintenance stores 1 2 20 20 40 Could be built as one room 18.4 Office - Biomed Engineer 0 2 0 12 24 18.5 Bio-medical engineering

workshop 1 1 22 22 22

54 98


Schedule of Accommodation - Support Services 19.0 Engineering Services Operational



19.1 Electrical panels & D.G sets 1 1 Engineer to indicate 19.2 Boilers & mechanical equipment 1 1 Engineer to indicate 19.3 Medical gas manifold & plant

room 1 1 20 20 20 External Wall and access

19.4 Underground water tanks & pump

0 1 Engineer to indicate

220

20.0 ICU Dormitory Operational



20.1 Dormitory/ Bed rooms with Ensuite

0 6 0.00 16 96 Staff on Call Reduced to 6 ICU has an additional room

20.2 Toilets 0 2 0.00 4 8 20.3 Counselling Room 0 1 0.00 12 12 20.4 Rescource room/lounge 0 1 0.00 12 12 20.5 Prayer room 0 1 0.00 12 12 0.00 140

21.0 Waste Disposal Operational in Phase 1



21.1 Red bag waste & sharps 1 1 15 15 15 Depending on the Operational Policy for waste disposal these areas may be changed but 70 sqm is sufficient 21.2 Yellow bag waste 1 1 15 15 15

21.3 Recyclable waste 1 1 15 15 15 21.4 Municipal waste storage 1 1 25 25 25


ConclusionThe building is informed by evidenced based design, particularly in in-patient accommodation and environmental design and planning is rationalised such as to be as effi cient and economical as possible without compromising the architecture that seeks to support the patient visitor experience.

Integration of the architecture, the natural world outside to • create a world class luxurious resort style healing environment

Delivery and phasing of services in an innovative, appropriate • and unobtrusive method

Evidence based design principles.•

Luxury bed and service accommodation.•

Permeability and openness while respecting and ensuring • privacy.

Strong and clear circulation routes, servicing, and segregation • as appropriate.

Separate entrance and circulation.•

Clear access, egress, parking and security.•

Optimisation of Circulation effi ciencies - close connection for • users.

Enhances patient and visitor experience.•

Quality of user experience. - Patient Visitor and Staff•

Floor to wall ratio design principles - economical build to most • effi cient modern model.

Robust planning.•

Consolidation of back house activities to lower ground to • maximise effi ciencies in servicing

Sensitive to existing structures.•

Allows measured progressive expansion & fl exibility.•

In the event the concept design meets your approval and we were to be appointed the fi rst task we would undertake would be to review your comments, review the brief and agree the schedule of areas. The scheme would then be amended to comply with the above and we would emphasize that the principles of the concept design would be maintained should the gross area require to be amended to comply with the agreed brief.

We are passionate about this proposal and we have enjoyed progressing this concept design which we consider provides you with the Royal Maternity Hospital you aspire to create and look forward to meeting with you at our interview when we would welcome the opportunity to engage with you and listen carefully to your comments/queries which will present us with the opportunity to explain in more detail our approach to this most prestigious project.

Contact InformationScott Tallon Walker Architects

19 Merrion Square

Dublin 2

Ireland

Tel : +353-1-6693000Fax: +353-1-6613300www.stwarchitects.com

Scott Wilson | Middle East

Euro Tower, Offi ce 31, Building 485, Road 1010, Sanabis 410, PO Box 18378, Kingdom of BahrainTel : +973 1755 6634Fax:: +973 1755 0151

www.scottwilson.com

Landscape Solutions

Landscape Solutions Consultancy WLL.

PO Box : 10282 Hoora

Kingdom of Bahrain

Tel : +973 17312286.

Fax: +973 17312296

email: [email protected]

architecture, engineering & project management services

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