national skin centre




Ministry of Health


Project Management


About the Project

National Skin Centre is one of the largest dermatology centres in the world. The development consists of a new part 4-storeys and part 10-storey building with two basements, housing 69 consultation rooms, day treatment facilities, new skin research clinics, expanded phototherapy service (with a new ultraviolet A1 (UVA1) whole-body phototherapy cabin), new skin allergy and therapy clinic, and car-parking facilities.

The project also included the works for the Reconstruction of the Existing 5-storey building with a basement for the National Healthcare Group Offices (“NHG”).

The new building caters to 85% of the dermatology outpatient workload in public hospitals and provides specialist dermatology outpatient services to both subsidised patients and non-subsidised patients.

Our Role

The Client had provided the project team with their overall project parameters, including development timeline and budgetary to be implemented in the project. Asia Infrastructure Solutions (AIS) was tasked to be the project gatekeeper alongside the appointed cost consultants to report on the budget position at specified project milestones and scheduled monthly meetings. AIS was also involved in the management of the design timeline and major deliverables along the design period from the Concept, Schematic, Development and Finalisation stages. A baseline was envisioned upon the appointment of the consultants, and this timeline was updated and tracked based on the development of the design and constraints encountered in the project.

AIS worked closely with MOH’s project team (MOHH) to establish a stringent cost-control framework. All intended changes were vetted and approved by stakeholders before initiating the formal cost-approval process, effectively eliminating scope creep and ensuring optimal budget utilisation.

Key Challenges & Solutions

The primary key stakeholders in this project were the National Skin Centre (NSC) and the National Healthcare Group (NHG), with the vision that both entities would share the facilities.

A significant challenge was integrating NSC and NHG within the broader urban design of Health City @ Novena. The new overhead and underground connections from NSC and NHG to the Lee Kong Chian Medical School (“LKC”) and Ambulatory Expansion had to be planned and integrated seamlessly with platform levels coordinated to display a unified image of Health City, especially being in the heart of the Health City. With the NSC being sited further away from the main health cluster, there was also a need to improve and enhance operational efficiency in relation to the Health City.

The proposed site is located between Jalan Tan Tock Seng and Mandalay Road, on the surface car park in front of the existing NSC. The site had very restricted construction working space with multiple level changes that imposed construction difficulties. Precautionary measures to control sound, dust and vibration to existing neighbouring buildings were in place during the construction phase, including attention to infection control.

The project team worked closely with the stakeholders to develop contingency plans for infection risk and ensure that design and safety standards were incorporated into building design plans. The diversion of services within the narrow roads was carefully planned with the authorities and the main contractor. The risks associated with the site constraints were identified and managed effectively throughout the project duration through a collaborative risk management approach to ensure that the client’s needs were met.

Client's Outcomes & Benefits

To ensure the successful delivery of the project, selecting the Contractor under the Early Contractor Involvement (“ECI”) exercise was vital. This ensured that the shortlisted contractors understood not only the client’s expectations on delivery and site management but also the site conditions and key challenges faced in the project that the contractor could plan and address.

Best Practices

Safety Culture

AIS emphasised safety by holding monthly meetings with subcontractor representatives to discuss safety issues, develop plans, and promote a safety culture. Tool-Box Meetings recognized individuals for their safety performance, improving safety awareness.

Technology Adoption

AIS replaced traditional permit processes with NOVADE, a digital system that streamlined permit requests and approvals, reducing paperwork and improving efficiency.

Seamless Governance

Given the project’s extensive scope, AIS established a dedicated team for effective project governance and delivery, integrating various functions such as EHS, Legal, and Quality Assurance to ensure proficient project execution.

Transparent Communication

AIS prioritised transparent communication, setting up a structured approach for efficient team and stakeholder interactions, including pre-distributed meeting agendas and clear communication channels, to prevent misunderstandings and delays.

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