Professional Documents
Culture Documents
in
South Africa
Andrew Butcher
May 2002
HLSP Consulting, London, 2002 First edition, 1999 Second edition, 2002
Supported by a grant from the United Kingdom Department for International Development (DFID)
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Acknowledgements
The assistance of many colleagues in the drafting of this manual is acknowledged with gratitude. Those involved in managing and commissioning the new academic hospitals in Durban, Pretoria and Umtata have helped to work through the practical detail here. Those who contributed to the workshop in Durban in July 1999 will see some of their efforts reflected in these pages. Tim Wilson, Thabo Sibeko and Nico den Oudsten in the South Africa National Department of Health have encouraged the production and given guidance. Particular thanks are due to Malcolm Kilvington who has helped and advised me on much of the detail here. He has shared the material which he is developing as part of his work with the South African Departments of Health and hospitals. This work is currently being piloted in the Eastern Cape by Sydney Mafu, Deputy Director of Health Facilities Planning in the Directorate of the Policy, Planning, Information and Research. The list of contents of the workbook is included as Appendix 1. The front cover photograph of the new Nelson Mandela Academic Hospital, Umtata, was supplied by Malcolm Kilvington. I am grateful to all for their assistance. The UK Governments Department for International Development (DFID) has funded my work in South Africa from 1998 - 2002 through a contract with the Health and Life Sciences Partnership (HLSP). DFID has also funded the design and printing costs of this manual. The European Union has funded Malcolm Kilvingtons work. This funding is acknowledged with gratitude. I would be glad to receive comments from anyone using the manual. Comments should be sent to: Andrew Butcher HLSP Consulting 27 Old Street London EC1V 9HL England phone: fax: e-mail: +44 20 7253 5064 +44 20 7251 4404 andrew.butcher@ts21.org
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Contents
Acknowledgements Preface An overview of commissioning Introduction Project direction The Commissioning Team Strategic and business planning Project planning Hospital management Operational policies and procedures Equipping Workforce planning Public Private Partnerships (PPP) Facilities Management Building handover and building commissioning Opening sequence The costs of commissioning The costs of sustaining the investment Risks and impediments Ten key tasks and challenges 2 4 5 8 9 9 11 11 12 13 13 15 18 18 20 21 22 22 22 23
Appendices
1. Integrated Hospital Capital Investments Commissioning Workbook - List of contents 2. Job description and person specification for Commissioning Director 3. Operational Policies and Procedures 4. Inkosi Albert Luthuli Central Hospital - Employee Transfer Strategy 24 26 29 34
Biographical details
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Preface
The material contained in this manual is based on experience gained at three very different hospital building projects in South Africa, each of which has been underway in recent years.
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An overview of commissioning
Purpose
This Commissioning Manual is written primarily for those with overall responsibility for organising and funding commissioning rather than those embroiled in the detail of a complex project. It will also prove useful to those moving into commissioning for the first time and to those working in other parts of health care who need to know about commissioning in overall terms.
These considerations mean that the person heading the commissioning process must operate at a strategic level and have a personal track record of delivering results through a complex process. In this manual the person heading the function is referred to as the Commissioning Director. The use of the term Director should not be taken as an indication of their grade in the public sector.
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The Commissioning Director must report direct to the most senior hospital manager, either the Chief Executive Officer (CEO) or the Chief Medical Superintendent. This is to ensure the necessary direction is given for the commissioning process and to ensure speedy decision making.
Commissioning - what it is
Commissioning is bringing into use, on time, a facility that has been designed in consultation with those who will use it. It starts at the onset of a project, ie before building on site commences. It finishes with evaluation after the project has been completed and the facilities brought into use.
All aspects of a hospitals operation are likely to be affected by the commissioning process. Some work may not all be carried out by the Commissioning Team itself, but the process should be planned and managed by a dedicated Commissioning Director to ensure proper co-ordination and time management. Most major projects will require at least one full time dedicated and experienced Director to carry out the process. It is likely that the team will grow in size as the project progresses. A number of key tasks are to be undertaken by team members or by others whose work is co-ordinated by them. Project planning and project management Co-ordination of user input into the briefing and design processes Preparation of operational policies and procedures Identification and procurement of equipment Identification of staffing needs and recruitment Oversight of building handover Determination of the opening sequence
The development of whole hospital and departmental operational policies and business plans must be an integral part of the process. These are likely to take an immense amount of time. If the opportunity is taken in planning the new facilities to introduce new or changed working practices and staff skill mix, then commissioning is a still larger process.
Although equipment costs do represent a significant component of the total cost of a new facility, Commissioning is about far more than equipment.
The main stages of a building project are shown in Figure 1. The diagram illustrates the important point that operational commissioning starts as soon as the decision has been taken to proceed with the project. Figure 1: Main stages of a building project.
Provincial strategic plan Decision
Design
Build
Commission Manage
Time
Commissioning is not something to be left to the end of a project. The Commissioning Team can only do their jobs if the strategic and political problems that affect the process are anticipated and resolved without delay. Strong business orientated management at an institutional level remains a major factor in successful commissioning.
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Introduction
Hospital Rehabilitation and Reconstruction Programme
A very substantial job has commenced in renewing and improving health facilities in South Africa through the Hospital Rehabilitation and Reconstruction Programme (HR&R). The programme itself was initiated as a result of the Health Facilities Audit undertaken by the Centre for Scientific and Industrial Research (CSIR) in the mid 1990s. The audit covered all health facility buildings in the country and demonstrated that there was a huge need to replace and renovate many of the buildings being used. Cabinet approved the HR&R programme in 1997 with an expected duration of ten years. The objective of the programme is to improve the equity of distribution and access to health facilities in the country. The budget allocated for HR&R in 2001/02 was R500m.
Funds will be made available for building infrastructure and equipment but only if each scheme is linked to quality improvements and organisational development for the hospital. The HR&R and Hospital Revitalisation programmes are in transition between the one and another. National expenditure on HR&R is tapering off whilst expenditure on Hospital Revitalisation is expected to increase, assuming Treasury approval of a major increase in year on year expenditure.
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Project direction
It is vital to determine who leads the project from the perspective of the relevant Health Department and, therefore, who has overall responsibility for its success. It is expected that this person will be the most senior hospital manager, either the Chief Executive Officer (CEO) or Chief Medical Superintendent. For the sake of consistency in this manual, this person is referred to as the CEO. The province will have a legitimate role in large projects and it is likely that the national DOH will have one as well. The province will undoubtedly have to appoint specialist hospital design and construction specialists. The provincial Departments of Public Works have traditionally managed this process on behalf of Health Departments. Provision of an accurate brief to the design team, payment of certified accounts and acceptance of the finished building will generally remain the responsibility of provincial Health Departments as the client body. The national DOH interest follows from it providing capital funds plus setting norms and standards guidance. It will also have an on-going interest if the new facility provides tertiary services as it will provide revenue funding through a conditional grant. However, both the national DOH and province should delegate overall responsibility for commissioning to the CEO who should be based at the hospital site. The key reasons for this are that the national and provincial staff will have many other projects with which they are concerned whereas the local CEO will be single minded about one. The CEO will also have continuing responsibility for running the facility once opened and therefore has a strong vested interest in ensuring it is built and commissioned to a high standard. The CEO must establish with adequate resources an organisational structure for commissioning which is appropriate for the task. He or she must recruit the Commissioning Director and determine the reporting mechanisms that must be followed. In addition the CEO must keep holding the Commissioning Team to account for performance and for maintaining timescales.
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Human resource development Publicity/public relations PA, secretarial and administrative staff It is assumed that financial planning will be undertaken as part of the broader hospital and provincial management team. Human resource planning and development may also be undertaken as part of the wider organisation. The team needs to be provided with networked computers, which have, software installed to facilitate the inter-related tasks. Figure 2 shows a division of responsibilities between the hospital management and the Commissioning Director under the CEO. Figure 2: The division of commissioning responsibilities
COMMISSIONING TEAM
Operational management of existing and new facilities Financial planning Human resource planning and development Decisions about facilities management Public relations NB - Some functions will be undertaken jointly with the province
Project Management Co-ordination of user input to briefing Preparation of operational policies and procedures. Equiping Oversight of building handover Determination of the opening sequence.
During the course of the project or towards the end of it the team may need to be augmented by specialist staff. These may include medical, nursing or IT professionals who may be brought in from outside the hospital or who may be seconded from the hospital organisation itself. It must be understood that those seconded from the hospital organisation will continue to have regular duties there but they must be committed members of staff recruited for what in many cases will be a one-off chance to shape a new development and service.
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Project planning
The commissioning process is task orientated and must fit into an overall timetable. As such it lends itself to a project management approach. The different components of commissioning fall into categories comprising: the definition of the overall strategy the definition of the individual deliverable projects the division of the individual deliverable projects into sub-projects the identification of the key tasks for sub-projects the division of the key tasks into activities the setting of achievable milestones the assignment of responsibilities tracking of progress
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There are several software products which can be used for project planning and management. Whatever product is chosen, its features must permit: the definition of time scale and milestones the definition of tasks the allocation of tasks the recording of progress with tasks & executive reporting the highlighting of problems and the effect on the programme the linking of tasks to determine optimum sequencing
The software is likely to produce the Gantt charts, which are a key tool for successful project planning, monitoring and reporting. They show recorded progress against planned progress with overall percentage completion. Reports can be generated at different levels of detail. The Commissioning Team itself will need considerable detail but the CEO needs a compressed or collapsed view of all tasks showing only the main project phases. These charts can be somewhat unpopular as they are time consuming to set up and keep up to date. They do, though, define the lead, order and time allowance for all the tasks to be done and if updated regularly and linked properly, will demonstrate if the project is slipping behind target dates, offering the opportunity to re-plan on paper or computer. If they are found to be too complicated for a particular product, there will still be a need for a visual timeframe showing critical paths and the timeframe will need to be kept up to date.
Hospital management
The CEO will need to review the management arrangements of the hospital. For a project which does not result in a significant increase in running costs, he may need to strengthen the hospital management temporarily. For a project that does increase the hospitals size, he is likely to have to increase on-going management resources with, perhaps, a change in management structure. Decisions about the longer term will have to be taken during the course of the project so they will have been implemented before completion. The financial consequences of any project will be significant even if they are only short-term onsequences lasting the life of the project. There are likely to be longer term revenue costs as well, though. The CEO must ensure all the costs are fully and accurately assessed, and that they can be met. Similarly, he or she must ensure the staffing implications are considered and plans made to meet them. There will be issues of both staff numbers and staff skills. In implementing such plans, numbers of staff may have to be reduced, where a project brings a more efficient or smaller building, or they may have to be increased. Training needs must be identified. Implementation of these plans, particularly where there are training implications, may take a number of years. Therefore it is also vital to secure and maintain strong links with local education institutions. It may be necessary to increase training places for undergraduate or postgraduate courses for a short or longer period of time. These changes will need to be planned and negotiated.
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The CEO will need to ensure the new facility benefits from good publicity. In part this is external to the hospital so that the public is informed during the course of the project. In part it is internal, as staff have to be both informed and prepared for the changes. There may well be a knock on effect onto other hospitals in the surrounding area when the new facility opens. These may be in the areas of clinical services, financial planning or in the use of the workforce. The CEO must be able to assess these issues, produce plans to address them, gain support for any necessary changes and ensure implementation.
Equipping
The importance of equipping
Between 15% and 45% of the total cost of a project may be spent on the purchase of furniture and equipment. This task is a significant part of the commissioning process and is directly linked to briefing, design and to a lesser extent operational policies. It is very time consuming especially if new facilities bring new and changed working practices or different skill mix arrangements.
known to be included before detailed design starts. A technology audit of the existing facilities is an integral part of business planning. The national DOH has developed and piloted computerised protocols.
Key tasks
At the briefing stage of a project, the equipping strategy must be considered. This is also the right time to ensure that construction tender documents reflect which items of fixed furniture, equipment and storage shelving are to be supplied through the main contract. The Commissioning Team must draw up location lists for these items and ensure the availability of data / telephone points. Then the key tasks of equipping are: identify and list the required equipment - a generic wish list identify and list items available and suitable for transfer from existing facilities, co-ordinating items purchased through conditional grant or donor procurement that may be managed outside commissioning ensure departmental ownership of the list ensure affordability against budget prepare specifications and tenders manage tender procedures prepare for delivery, acceptance testing, commissioning and training schedule ordering and deliveries receive equipment and place in the correct location create an inventory and asset register
room and wall positions. Again, the advice is only provide typical layouts and generic specifications to avoid being forced into guessing which equipment, make and model, will be the final choice. X-ray rooms are usually specified with a ceiling incorporating flexible steel struts and suspended floors, which can be adjusted to accept a range of machines.
Workforce planning
A brand new hospital building will be of no use without the appropriate staff. Workforce planning is that process which assesses the appropriate level and quality of staff and then ensures their availability. In short, workforce planning is defined as identifying and securing the right numbers of staff with the right mix of skills organised in the most effective way. The planning part of the process can be undertaken in one of two ways. Where an existing facility is being upgraded, the existing staffing numbers and skill mix can be assessed incrementally.
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Table 1 Use of a Computerised Furniture and Medical Equipment Database based upon Room Data Sheets (RDS) Step 1 2 3 Stage Strategic Site master planning Business Case Development Task and Software Output/Reports Confirm project beds, service profile & highly specialised technology equipment Use general RDS room layouts to aid room sizing and relationships Undertake technology audit Identify furniture and equipment transfers Prepare schedules of equipment by room Prepare equipping budget Prepare schedules of accommodation
Tender Documentation
Identify which items are to be supplied by the construction contract Identify generic mechanical and electrical requirements and sizes of equipment Create unique room number, add to RDS Review RDS with users o Confirm room name, use & activity o Confirm built in & fixed items o Confirm telephone & data points o Confirm special room services o Confirm equipment generic schedules & quality o Confirm drawing room layouts & relationships o Ensure new items are coded correctly o Add purchase group code to each item Create procurement database, comprising: o Purchase group reports (i.e. tables, X-ray etc) o Distribution reports (same items & locations) o Departmental lists o State Tender Board items o Individual item purchase sheets Specify individual items & accessories for open tender Update database to add actual procurement data (order no, model, manufacturer, supplier, unit price) Ensure suppliers mark delivery boxes with item code Generate departmental RDS sets for room inspections Update database to add delivery date Export data to Asset Register software Use distribution report (same items & locations) Provide department RDS sets for users
Construction
Procurement
7 8 9 10 11
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Relevant considerations will include whether there are enough staff, and whether skills need upgrading because equipment or services to be offered are being enhanced. The likelihood is that the existing group of staff will transfer into the new facility making this a relatively straightforward change. However, where a brand new building adds to the existing facilities, a more theoretical approach to workforce planning may be required initially. Some Provinces within South Africa are developing models based on an assessment of workload matched with staffing ratios to indicate staffing levels. These models are based on staffing norms and may include the cost of individual posts allowing the overall staffing costs to be identified quickly and different options to be appraised rapidly. Having different options available is essential for scenario planning or for undertaking risk assessments. Any proposed pattern of staffing must be tested in three key ways. This is true whether the model is purely theoretical or the pattern has been derived incrementally. The first test is of affordability. Can the suggested pattern of staff be afforded within the budget available for the hospital? If not, further financial allocations must be found or the staffing costs must be reduced or a mixture of both must be agreed. The second test is of availability. Are the numbers of staff with the skills required available to be employed? If not, can more staff be trained and, if they are trained, are they likely to remain available to the public sector in the country? The third test is of acceptability. Do senior, professional staff and the staffing organisations accept that the pattern of staff will provide the service required? If the preferred pattern passes the three tests, workforce planning moves on to practical aspects. The identification of training needs for existing staff The identification of additional training posts Recruitment The planning and delivery of induction training The availability of suitable accommodation, especially in rural areas and outreach facilities The assessment of employment consequences for other hospitals The first four of these practical aspects will involve short term costs for the project. The last may have serious implications for other hospitals which must be identified and considered. For example, if the new, well equipped building is near to another older facility, staff are going to be attracted to the new hospital. Recruitment at the older hospital will be adversely affected. The potential knock-on impact has been considered in Durban. The managers of the new hospital have drawn up an employee transfer strategy in conjunction with the province and other neighbouring hospitals. The strategy has three objectives: To provide guidelines for the transfer of employees affected by the rationalisation of services within the Durban area To ensure that the transfer process takes place within the framework agreed by the provincial bargaining chamber
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To ensure the timeous development and implementation of the workforce transfer plan for the new hospital The strategy itself is included in this manual as Appendix 4.
Facilities Management
Core and non-core services
Facilities management is the co-ordination of the performance of the physical building and environment with the people and work of the organisation. It is an approach based on the notion that an organisations departments and functions can be divided into core and non-core services. Core services are those directly related to the key purpose of the organisation. In a hospital these will include the wards, outpatient departments and operating theatres. Non-core services are those services which support the key purpose. These will include maintenance, laundry services and security.
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Whichever method is selected, hospital managers must draw up a high quality specification detailing the level of service required as well as the standards to be met. By retaining the services in-house, the hospital will keep a greater ability to make variations in the level and type of services. It will retain the responsibility to recruit and train sufficient numbers of staff. It will need to employ experts in managing the services and a means of keeping up to date with developments. By outsourcing some or all of the non-core services, the hospital can transfer the responsibility and therefore the risk for recruitment to another company. This arrangement may well secure access to better expertise through a contract with a specialist firm and it can lead to better control of costs depending on the adequacy of the contract agreed.
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Both the hospital advisor and his counterpart at the PPP consortium should possess the following qualities: Business orientation Technical competence Customer service orientation Good communication and negotiation skills Given the acute shortage of clinical engineers within the public hospital sector, a medical equipment on site, parts and labour equipment maintenance service should be considered for inclusion in FM contracts. Variations on this basic level of service that could be incorporated include: 1. Maintenance and supply of all furniture and non-medical equipment with replacement by the hospital 2. Maintenance, supply and replacement of all furniture and equipment 3. Maintenance of transferred and newly purchased furniture and equipment Any combination of the above to suit local needs can be adopted although there will be large variations in annual service fees for the different examples. Whether or not a PPP is chosen for maintenance, an institution will have to identify at an early stage what items of high tech equipment will need specialist contract servicing and the likely annual operating and life cycle costs. Briefing and Commissioning Teams will have to consider what accommodation a Facilities Management organisation will require. This will include, for example, location, separate utility monitoring, offices, call centres, training rooms, technical libraries and workshops (including satellite or departmental workshops). The hospital will have to delay providing furniture and equipment for these areas until it is known what arrangements for service provision are to be made.
problems reported to the Commissioning Director. Also, members of the Commissioning Team should have attended all the site meetings during the course of the building project. The Commissioning Team and engineering advisors from the Department of Public Works or the Health Departments independent consultants will work with the lead architect to consider if the first delivery of the building is acceptable. If the building is accepted, a certificate of practical completion is issued and the Health Department is immediately liable for security, fire and insurance of the new facility. 50% of the contract retention sum is also released at this time. The inspection duties of the Commissioning Team will include checking each and every user and clinical space and confirming against the commissioning and or architectural Room Data Sheets that the space is fit for purpose. This would include appropriate finishes, sockets, type and quantity of gas outlets, special ventilation and vision panels. The engineering advisors will check the hidden services and ensure that all plant is operating with appropriate controls and monitoring. They will ensure that as built drawings are available together with all technical data, drawings and parts lists for each and every maintainable item of building plant. Key components of this technical library are the engineering commissioning and test data sheets together with the design team representative or client engineer witness certificates, which record that the design specification has been met. This is essential for reference purposes. It will assist in establishing an Asset Register and in drawing up schedules for Planned Preventative Maintenance. Generally the main contractor has 3 weeks to complete outstanding snags. He then hands the building over to the Department of Public Works which in turn hands it on to the Department of Health. At this point the 12-month warranty period for all plant and equipment starts. The contractor generally has to provide 6 months of maintenance during which the client should ensure that the facility maintenance team is in place to take instructions from the plant installers. The hospital begins to incur running costs, eg electricity and security, from this point.
Opening sequence
Unless the new facility is a single department, it is highly unlikely that the new facility will open in its entirety on one day. Certainly a whole new hospital will be brought into use gradually over a period of several weeks or even several months as new services are developed and specialist staff recruited. Those moving in first will generally be the Commissioning Team, security personnel, hospital management, facilities management, engineering and clinical workshops, stores and logistics, cleaning and IT. IALCH chose to commission its new laundry in advance of the main hospital as this department serves a number of other institutions. Umtata could well operate its new laundry, CSSD and kitchens to serve the existing hospital before the new hospital opens to patients. It is only after the building is handed over that the huge task can begin of distributing the furniture, and of installing and testing the specialised equipment. Operating theatres have to be tested by the Microbiology Department, medical gas deliveries organised, gas outlets double-checked and stores filled.
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New and existing staff will have to be orientated with the new facility and procedures, and training carried out in the use of new medical equipment as it is commissioned. It is only when these key tasks have been completed that it is possible to begin moving clinical services into the new building. There are no firm guidelines as to which comes first, although an early introduction of outpatient clinics would allow clinical support services to be tested and built up incrementally. IALCH in Durban has no existing hospital on site and can be more flexible in its clinical start up process. It has helped by having good staff accommodation and an excellent location, which assist in staff recruitment. Umtata has a more difficult task to staff its major new referral hospital and it must continue to run a large district hospital on the adjacent site during a time of major upgrading.
Delayed or partial opening of a facility will represent a failure to secure the full benefits of an investment, part at least of which will have been wasted. Failure to identify the knock on impact on other hospitals of the opening of a facility and failure to plan to overcome the impact will mean that other hospitals will function less effectively than they should and therefore not work fully in support of the new facility. Unless workforce planning is undertaken thoroughly staff to run the new facility will not be available in sufficient numbers or with sufficient skills. A new facility will encounter double running costs in the period up to and during the opening. This will prove an additional demand on budgets and could well be an impediment to hospitals releasing staff for training. Commissioning will take senior management time at the highest levels of the province, hospital and other organisations involved.
10. Handling the commissioning task alongside the already full agenda of key decision makers.
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Appendix 1
DEPARTMENT OF HEALTH, SOUTH AFRICA and EUROPEAN UNION INTEGRATED HOSPITAL CAPITAL INVESTMENTS COMMISSIONING WORKBOOK
Malcolm Kilvington, European Union Technical Assistant, DOH Pretoria, and Sydney Mafu, Deputy Director of Health Facilities Planning, Eastern Cape
Contents
Project Commissioning Sequence - Strategic, Business Case, Briefing, Design Project Management - Typical Project Organisation Chart Strategic Planning CSIR Health Facilities Strategic Plan 1999 Province Map Development Plan Province Map Land Use Region Map Population Region Map Health Facilities and Current Beds CSIR Health Facilities Strategic Plan Health Facilities Audit Site Plan Building Condition Health Partners SA Human Resource, Activity and Bed Utilisation Report Project Description Location Scope of Work - Current and Proposed Beds by Specialty Scope of Work - Schedule of Accommodation Current Hospital Service, Activity and Staff in Post - Support & Outpatients Clinical Case Mix and Level of Care Survey Report Form (Current & Proposed) Briefing Room Data Sheets Health Briefing Room Data Sheets - Blank for copying and project use Health Briefing Room Data Sheet 1 - Room Activity and Use Health Briefing Room Data Sheet 2 - Environment Health Briefing Room Data Sheet 3 - Design and Maintenance Health Briefing Room Data Sheet 4 - Selected Fixtures & Medical Equipment Medical Equipment Schedule Medical Equipment Room Distribution Schedule - Asset Register Data Project Total Cost Analysis (Prepared by QS) Total Estimated Cost Breakdown Outline BC Stage Estimate Pre-tender Stage Update Post-tender Total Project Life Cost Breakdown Commissioning Budget Total Project Life Cash Flow by Month and Year Estimate (Completed by QS) At Pre-tender Estimate Stage At Post-tender Award
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Operating Costs Current Budget Future Budget Future Maintenance Budget Hospital Policy and Management Capacity Current Management Structure Proposed Management Structure Technology Situation Report Options and Strategy Equipment Audit Mini Medical Equipment Condition Survey Report Maintenance Management Structure including Medical Maintenance - Public Private Partnerships (PPP) Maintenance - Buildings, Plant and Grounds Information Technology Situation Report Options and Strategy Hardware, Software Audit Environmental Impact Assessment Situation Report Options and Strategy Total Quality Management Situation Report Options and Strategy Operational Commissioning Project Programme - Gantt Chart Project Documents Options considered - block plans Agreed Master Plan - All phases Fire Plan Architectural, Mechanical, Electrical and Equipment Room Data Sheets Whole Hospital Operational Policies Departmental Operational Procedures Guidance Climatic Regions of South Africa R581 Regulation Minimal Requirements for Physical Facilities (draft) Eastern Cape Standard Room Layout & Coordinated Room Data Sheets (draft) Eastern Cape Mechanical and Electrical Design Guides (in development) CSIR Design Guides Commissioning New Hospital Facilities in South Africa KPMG Business Planning Model DoH Ten Point Plan Hospital Strategy Project Report Health Sector Strategic Framework Integrated Health Planning Framework UK NHS Estates Briefing and Design Guidance ECR1 Medical Equipment Product Comparison Guide ECR1 Medical Equipment Specification Guide
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Appendix 2
SAMPLE JOB DESCRIPTION, PERSON SPECIFICATION AND ADVERT FOR THE POST OF COMMISSIONING DIRECTOR Job Description
Summary
The Commissioning Directors post is being established as a contract appointment to be responsible for bringing the ... Hospital into operation. Purpose To manage the commissioning process for the hospital and in particular to undertake the project management function Equivalent to Director Four years Chief Executive Officer, ... Hospital Members of the Commissioning Team ...
Main responsibilities
1. 2. To manage the work of the Commissioning Team and oversee any supporting working groups set up to undertake detailed work. To draw up, obtain the approval of the Management Committee, implement, and then monitor and control the detailed commissioning project plan, including preparing the opening sequence and timetable. To be a member of the Management Committee and prepare a written report on progress for each meeting of the committee. To liaise closely with the Project Manager for the construction of the new hospital to ensure the construction and commissioning processes are well co-ordinated. To establish detailed operational procedures, standards and systems for the health care, cademic and support functions to be accommodated within the hospital. To identify and where possible resolve conflicts which arise in the commissioning process. To direct the work of the Equipment Team ensuring that furniture and equipment is listed, specified, costed, purchased within budget, placed and commissioned. To organise the transfer of staff and services into the hospital. To plan and organise the decommissioning of redundant facilities on other sites.
3. 4. 5. 6. 7. 8. 9.
10. To support fully the Chief Executive Officer in his or her duties so that the hospital opens on time.
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Person Specification
Education
A first degree or equivalent qualification
Experience
1. At least five years working at management level in health care or other comparable complex and large-scale organisation. Experience of hospital management and particularly of financial and procurement practices. Responsibility for planning, implementing and maintaining a complex project management plan. Experience of handling consultation and negotiation within an organisational setting.
2. 3.
4.
Personal Qualities
The successful candidate will demonstrate the following qualities: 1. 2. 3. 4. 5. 6. 7. a record of achievement a clear vision of the way forward a proactive style a highly motivated approach confidence with people ambition for success ability to gain trust and confidence
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DEPARTMENT OF HEALTH, KWAZULU NATAL COMMISSIONING DIRECTOR NEW DURBAN ACADEMIC HOSPITAL
Negotiable Contract @ R ? pa
The Department of Health is seeking to appoint the Commissioning Director for the prestigious New Durban Academic Hospital, currently under construction. The hospital, which is being built in a single phase on a greenfield site, will comprise 850 beds and associated facilities. It will provide high technology tertiary and quaternary level treatment. It will be the premier postgraduate centre for health professionals in KwaZulu Natal. The person appointed will be responsible for the commissioning of the hospital. The ideal candidate will have a first degree or equivalent qualification, and at least five years working experience at management level in a health care or other comparable large-scale and complex organisation. He or she will be able to demonstrate a significant record of achievement. The appointment will be made on the basis of a four year period contract renewable annually based on performance. In addition to the salary, the package will include competitive benefits with regard to a thirteenth cheque, homeowners allowance, motor vehicle allowance and medical assistance. Application is by letter accompanied by curriculum vitae and certified copies of qualifications, which are to be forwarded to: ... More information can be obtained from: ... Closing date for applications: ...
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Appendix 3a
Beds:
Relationships to adjacent areas 5. Work procedures specific to the area relevant legislation 6. Support functions (each having its own narrative for the hospital as a whole) waste disposal cleaning communications archives computer security maintenance catering administration 7. 8. 9. 10. 11. Internal and external liaison Loose and fixed equipment Costing Organisational standards Annexes - as required
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Appendix 3b
Management and operational systems Building maintenance Engineering maintenance Grounds Works emergency plan Fuels In-house External Shared Central on site Dispersed on site For whom Sanitary facilities Locker system Locally or centrally Distribution system Frequency Stock level Storage at departmental level
STAFF CHANGING
STORES
RELIGIOUS FACILITIES
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Senior Management various disciplines Medical Staff Medical common rooms RESIDENTIAL ACCOMMODATION On call Medical Nursing Professional and technical Ancillary Security In-house or contract In-house or contract Produced on-site or elsewhere Type and storage of provisions, eg cook-chill Meals service In-house or contract Scope and extent of service Storage of equipment Distribution system Frequency Stock level Storage at departmental level Organisation Service Facilities General Points of entry Disabled people Pedestrians Bicycles/cars/ambulances Goods/public transport Fire-fighting vehicles Helicopters Traffic control Car parking Signposting General Disabled Goods Night access Patients Staff Visitors Goods Internal signposting
CATERING
DOMESTIC SERVICE
OCCUPATIONAL HEALTH
ACCESS TO BUILDINGS
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Theft Vandalism Violence Cost-effectiveness Current guidelines General considerations Structural precautions Means of escape Training Observation beds A&E Isolation facilities separate unit or single rooms on general wards Control of infection procedure Access by GPs Facilities for adolescents Emergency Referral system Non-urgent Day cases Major disaster plan Short term storage Disposal Policy Secretarial services Tracking accidents Appointments Master index system Statistics Disposal Distribution Storage Supply In-house/ bought in Standardisation Stock holding and turnaround time
FIRE PRECAUTIONS
CLINICAL POLICIES
ADMISSIONS
MATERIALS HANDLING
STERILE SERVICES
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HOURS OF OPERATION
FLOW PATTERN
ACCOMMODATION REQUIRED
FUNCTIONAL CONTENT
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Appendix 4
OBJECTIVES: - To provide guidelines for the transfer of employees affected by the rationalization of services within the DFR, to IALCH. - To ensure that the transfer process takes place within the framework agreed by a sub committee of the provincial bargaining chamber. - To ensure a timeous development and implementation of the Workforce Transfer Plan for the IALCH. PROCESS 1. Senior Managers draw up their proposed departmental workforce plans and job descriptions and submit them to the C.E.O. for approval. The pre-commissioning working groups submit their workforce plans and job descriptions to the HR manager. Workforce plans are compared with the indicative plans to ensure that they are within the cost boundaries agreed for purposes of affordability. The C.E.O. approves departmental and pre commissioning workforce plans, and submits them to the Provincial Health Department for evaluation (where appropriate), and creation. Approved plans are submitted to the Provincial Finance Department to assist with the development of budgets and budget transfer. Both workforce plans and budget transfer plans are communicated to the transferring hospitals. The approved workforce plans, together with pre-commissioning plans and timetable are communicated to the Provincial Bargaining Chamber sub committee. Staff affected by transfer are identified through the HR Departments of the transferring hospitals. Working together with their Heads of Department and the HR Dept of the IALCH hospital, a transfer plan will be drawn up, based on the commissioning plan. The Provincial HR Dept will be sent a copy of the agreed transfer plan. Steps 1 to 7 above are carried out on an incremental basis, in line with the plan for commissioning. The criteria for staff transfer will be as per the agreement between the Department of Health and organized labour, utilizing the following criteria:
2.
3.
4.
5.
6.
7.
8.
9.
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Suitability for Transfer Specialized knowledge and experience Qualifications Level of Training Merit Efficiency Representivity State Interest Serving employees receiving preference.
10. Filling of charge posts will be subject to an internal recruitment and selection process within the Durban hospitals to ensure that the most suitable candidates are selected to fill the positions. 11. Where the number of posts to be filled is greater than the number of staff available, the remaining vacancies will be advertised in line with Provincial Policy. 12. Where the number of posts to be filled is less than the number of staff available, those staff in hospitals directly affected by the transfer process will be offered interviews in limited competition. Selection will be based on the criteria set out in paragraph 9, above. 13. In the event that no staff identified in (11) above are suitable, or, do not apply, the posts will be advertised in limited competition in other hospitals within Durban. 14. Only in the event that posts remain unfilled after step 12, will authority be sought from the Provincial Health Dept to advertise in open competition on a national basis. 15. All staff identified for transfer will be subject to a skills audit and appropriate training must be given, either prior to, or within three months of transfer. 16. All staff identified for transfer must receive comprehensive induction training within 4 weeks of transfer.
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Biographical Details
Andrew Butcher
Andrew Butcher has been advising the South African national Department of Health since June 1998. He has had detailed involvement with commissioning the major hospital building projects in Durban, Pretoria and Umtata and he has worked closely with the provincial administrations in KwaZulu Natal, Gauteng and the Eastern Cape as well as with the hospital managements. He has had an extensive career of over 25 years in the English National Health Service. He has worked in major hospitals in London, Oxford, East Anglia and the West Midlands. He has been Chief Executive of a large Health Authority and been a senior general manager at regional level. Andrews current interests in the UK include workforce planning and management consultancy. He is Honorary Fellow at the University of Birminghams Health Services Management Centre. He has a BA from London University, an MBA from Henley Management College and is a Fellow of the Chartered Management Institute.