SCHEDULE 3 SERVICE REQUIREMENTS. Part 3(b) FM Strategy

Transcription

1 SCHEDULE 3 SERVICE REQUIREMENTS Part 3(b) FM Strategy

2 INTERHEALTH CANADA (TCI) LTO TURKS AND CAICOS ISLANDS HOSPITALS PROJECT FACILITIES MANAGEMENT STRATEGY

3 CONTENTS SUMMARy 1 FACILITIES MANAGEMENT STRATEGy 2 Background 2 Objectives 2 Benefits 3 Integration with Design 3 FM Services Distribution 3 Scope of FM Services..4 Management Interface - Clinical and FM Services 4 FACILITIES MANAGEMENT ORGANISATION CHART 6 HARD FACILITIES MANAGEMENT - ORGANISATIONAL CHART 7 HARD FACILITIES MANAGEMENT - ESTATES MANAGEMENT 8 Introduction and scope 8 Objectives and deliverables 10 Outline process for delivery 10 Management arrangements 10 Operational resources 11 Hours of work 11 Safe systems of work 12 Permit to work systems 12 Health and Safety Policy 12 Tradesmen's Health and Safety Manual 13 Risk Assessments 13 Management Information 14 Management Control and Reporting 14 HARD FACILITIES MANAGEMENT - METHOD STATEMENTS 16 Engineering and equipment maintenance 16 Planned Preventative Maintenance 16 Breakdown repairs and maintenance 17 Statutory inspections 17 Major life cycle replacement 18 Electrical testing 18 Medical gases system maintenance 18 Building fabric maintenance 19 Programmed redecoration 19 External window and cladding cleaning 20 Grounds and gardens maintenance 20 Maintenance Requests 20 Outline staffing schedules 23 Exemplar Person Specifications 23 Training '" 25 Audit. 26 BIOMEDICAL ENGINEERING 27 Objective and Purpose 27 Staff Organisation (Refer to Organisation Chart) 27 Equipment Selection and Acquisition 27 Equipment Inventory 27 Planned Preventive Maintenance 28 Reactive Repairs & Maintenance 28 Equipment Malfunction/Failure 28 Equipment Disposal 29 Equipment User Training 29 Performance Indicators 29 Sub-Contractors 29 CONTENTS

4 Warranty Repairs 29 On-Call Duties 30 Assistance For Maintenance From Providenciales Hospital. 30 Reporting Requirements 30 PEST CONTROL 31 LIFE CYCLE COSTS MODEL 33 SOFT FACILITIES MANAGEMENT - ORGANISATIONAL CHART 34 SOFT FACILITIES MANAGEMENT - INTRODUCTION 35 SOFT FACILITIES MANAGEMENT - METHOD STATEMENTS 37 Catering 37 Domestic Services.., 53 Laundry 61 Hospital Supplies (non-clinical) 65 Portering and Security 67 Reception &Telephony 77 Waste Management 81 APPENDIX A - EXAMPLE HARD FM STAFF ROSTERS 89 APPENDIX B - EXAMPLE SOFT FM STAFF ROSTERS 93 APPENDIX C - PERFORMANCE MONITORING AND AUDITS 103 APPENDIX D -INFECTION CONTROL PRACTICES 124 CONTENTS

5 SUMMARY This document considers the methods for the provision of the Facilities Management Services, for the Turks and Caicos Islands Hospitals. The costs have been derived from the number of staff that would be required to run and operate the Hard FM services in both hospitals, as well as what would be required from Hard FM services to maintain two hospitals to a given standard. These costs were bench marked against comparable healthcare facilities, therefore ascertaining whether the Hard FM services, on average, were expensive or low to provide. It should be noted that the benchmarking data takes into account the local factors that may affect the FM services, such as salary levels. It should be noted that the facilities management documents are based on UK regulations and current and local legislation and guidance, including any foreseen at the date of the Project Agreement. This Facilities Management Strategy is to be read in conjunction with the Facilities Management Service Level Specifications (SLS) in Schedule 3(a) to the Project Agreement. In the event of any inconsistency between this Facilities Management Strategy and the SLS, the SLS will take precedence. # v3_Legal_ - Schedule 3 - Part 3c - FM Stra.DOC FMPACKAGE PAGE 1

6 FACILITIES MANAGEMENT STRATEGY Background The Turks and Caicos Islands are formed of two main island groups located south-east of the Bahamas. The 8 inhabited islands, together with over 20 smaller islands have a total land area of just over 600 square kilometres. In mid 2006, the total population was approximately 32,000, of which just over 22,500 live on Providenciales, the main urban centre, and just over 5,500 live on Grand Turk Island, which has the capital of the territory. The territory has a vibrant community with one third of the population under 15 years old and only 4% over the age of 65 years. In addition, there is a strong tourist industry. In 2005, the islands hosted 200,000 tourists; a figure which is forecast to double by The Turks and Caicos Islands Government (TCIG) is seeking to transform its health sector through financial restructuring and the provision of new facilities. Indeed the TCIG's philosophy is evident in its vision statement which states: 'The vision of the government is that the people of TCI will enjoy long life, good health and happiness through increased responsibility and access to comprehensive, affordable and effective health care using international best practices in a collaborative, integrated, safe, accessible and clean environment where continuous staff development and service improvement are paramount". As part of this process of transformation, the TCIG requires two new hospital facilities to provide primary and secondary healthcare services for the Turks and Caicos Islands. The project for the development of and services to these new hospitals and, in particular, the methodology of services delivery, are the focus of this paper. Objectives In preparing the FM Strategy, the objectives of InfraCo are to ensure that the FM services it delivers support the strategic objectives of the TCIG and that they comply with the business needs and core objectives of the Clinical Services Provider. Clinical and technical requirements will evolve over the next 25 years in keeping with rnanufacturtnq and research developments as well as the needs of the people and visitors on Turks and Caicos Islands. This document forms the basis of ongoing discussions to ensure continuing alignment of the FM strategy with the TCIG's own strategic and operational objectives. The FM Strategy also provides a flexible framework for services, within which each hospital can project an image consistent with the TCIG's evolving policy whilst, at the same time, embracing the different qualities that make each location unique. PAGE 2

7 FACILITIES MANAGEMENT STRATEGY (CONTO) Benefits The FM strategy recognises the need for balance between capital outlay, operational support and life cycle provision, in order to maximise return on investment and retain asset value. Through its implementation plan and method statements, InfraCo sets out a structure supporting good stewardship of resources and establishes other inter-related strategies such as best practice maintenance, energy & utilities consumption and waste management. The strategy for delivery of FM services, in conjunction with the SLS, gives a point of reference and framework for teams providinq the different services, who will be expected to deliver these in an integrated and seamless manner through: Clear and effective processes; Clear lines of responsibility and communication; A framework of skills and resources requirements; Clear service levels and measurable quality; A framework for continuous improvement; Ensuring minimised disruption to the hospitals' operation; Demonstrating an understanding of and cultural fit with the hospitals' business and their patients, staff and visitors; Delivering consistent and measurable service performance; and Demonstrating optimum costs compatible with the required service levels. Integration with Design Continuous involvement of the various FM disciplines throughout the project, particularly at early stages, will both maximise value and ensure that cost overruns are avoided due to omissions or changes. It is also a well known principle that money well spent on good design can be saved many times over in construction and maintenance costs. However, the ability to realise this will be maximised through an integrated approach to the project. FM Services Distribution Facilities for FM services will be located at appropriate points throughout the hospitals where they can provide the most effective support for clinical needs. Whilst there will be similarities, the location of services will vary between the hospitals. Specific details for each new hospital will be included in the Employer's Requirements for construction. In addition, the method statements for each service will be refined in consultation with the TCIG to ensure that positioning of FM services resources in steady state (following completion) provides the most efficient and effective response to clinical needs. # v3Jegal_ - Schedule 3 - Part 3c - FM Stra.DOC PAGE 3

8 FACILITIES MANAGEMENT STRATEGY (CONTO) Scope of FM Services The TCIG requires a range of FM services to be provided in the new hospitals following completion. scope of FM services to be provided includes: The Estates Management, providing a comprehensive service covering aspects such as planned preventative and reactive maintenance, planning, design and project management, a fire systems service, building fabric, mechanical and electrical installations, medical gases and grounds maintenance, and energy & utilities management. Full details of the service are described in the method statement later in this report; Soft services management, including services such as cleaning, catering, linen and laundry, portering, security, reception, telephony and waste management. Biomedical engineering, providing a medical equipment management plan designed to deal with all aspects of equipment related issues. An overarching requirement in the provision and management of FM services is the need to work with the TCIG in controlling infectious diseases. Although implied in all cases, this is expressly recognised in method statements for services such as linen & laundry, cleaning and waste management. Infection Control Practices as part of the FM are set out in Appendix D to this FM Strategy Document and will be dealt with in detail in the clinical documentation prepared by ClinCo during the Implementation phase, and agreed with TCIG. The Infection Control Practices will be further developed during mobilisation I implementation such that there will be one overarching Infection Control Policy that all departments have to adhere to. Where InfraCo policies, procedures and guidance relate to infection control, these will be based on ClinCo's Infection Control Policy and, where appropriate, upon advice from ClinCo. It should be noted that the decontamination of clinical instruments is not contained within the scope of the FM Services. This will be incorporated as part of the clinical documentation prepared by ClinCo, and will be developed in detail during the Implementation phase. Management Interface - Clinical and FM Services All FM Services provided by InfraCo will need to interface with each other and with clinical departments. The objective of this is to reduce the risk of conflicting priorities and develop the efficiency of service delivery to the hospitals. The policy in respect of management structure and staffing is shown in the Facilities Management Organisation Chart below and in the subsequent implementation plan. The Facilities Manager and the Assistant Facilities Manager at their respective sites provide an initial single point of contact in respect of all FM related issues for ClinCo's Hospital Director and for clinical departments. These individuals will attend meetings to represent FM services and will provide regular liaison with clinical departments, ensuring the FM service delivery is provided in a structured and coordinated manner. The FM Managers will ensure that that a common approach to monitoring and reporting is delivered across both sites and all FM services that reflect user requirements and best practice. Any service specific PAGE 4

9 development proposals will in the first instance be vetted by the FM Managers to ensure there is no detrimental impact on other aspects of FM service delivery. PAGE 5

10 FACILITIES MANAGEMENT ORGANISATION CHART Hospital Director FM Manager I I I -.-. ~ Hard Facilities Management Estates & Maintenance Grounds and Gardens Pest Control Utilities Soft Facilities Management Catering Domestic Services Linen & Laundry Portering & Security Materials Management Reception & Telephony Waste Management Biomedical Engineering IM&T This organisation chart maybe subject to change FMPACKAGE PAGE 6

11 HARD FACILITIES MANAGEMENT - ORGANISATIONAL CHART Providenciales Hospital Facilities Manager Estates & Maintenance I Biomedical Engineering Estates Working Supervisor Biomedical Engineer x 1 Multi-skilled Craftsman x1 Biomedical Technician x 2 I...- Janitor / Grounds Person x 1 - Grand Turk Hospital Asst Facilities Manager I Estates & Maintenance Biomedical Engineering Estates Working Supervisor Biomedical Engineer x Multi-skilled Craftsman x1 Biomedical Technician x1 These Organisational Charts maybe subject to change PAGE 7

12 HARD FACILITIES MANAGEMENT - ESTATES MANAGEMENT Introduction and scope When the construction phase of the project is complete, InfraCo will be responsible for maintaining the hospitals' estates and the cyclic replacement of appropriate building fabric, services, plant and equipment at both the Providenciales and Grand Turk Sites to ensure that the Facilities are maintained to an agreed standard. InfraCo shall not be responsible for the Equipment Services (as defined in this Agreement); the Equipment Services shall be the responsibility of ClinCo pursuant to this Agreement. Adopting this methodology will ensure that the estate is managed and maintained in the most effective, efficient and professional manner to complement and support the hospitals in their provision of quality patient care and supporting services. The integrated approach to service delivery will include within the proposed management arrangements: Estates Maintenance service; Planning, Design and Project Management service; Energy & Utilities Management; Development services. Health and safety are of paramount importance and underpin all Estates Management and Maintenance activities. In carrying out such activities, InfraCo will comply with: General service obligations of the concession; All current Acts, Regulations, Standards, Codes of Practice and Healthcare Guidance and Best Practice; to include, but not limited to: The Management of Health and Safety at Work Regulations 1992; The Electricity at Work Regulations 1989; The Workplace Health and Safety Regulations 1992; Gas Safety Regulations; The Manual Handling Operations Regulations 1992; Confined spaces regulations; The Personal Protective Equipment at Work Regulations 1992; Control of Substances Hazardous to Health (Amendment) Regulations 1999; Noise at work Regulations; Fire Precautions Acts; Pressure system regulations; Reporting of Injuries, Diseases and Dangerous Occurrences Regulations; NHS Estatecode; Fire Practice Notices; Whole Hospital Policy and Guidelines; PAGE 8

13 HARD FACILITIES MANAGEMENT - ESTATES MANAGEMENT (CONTD) Introduction and scope (Contd.) All other relevant enactments, regulations and working rules relating to safety, health and welfare. The Estates service will be delivered in a collaborative and seamless manner; InfraCo's approach to delivering each of these services is detailed separately below. The scope of the Estate Maintenance service will include the following: Comprehensive maintenance service including planned preventative and reactive maintenance; Building Fabric and Grounds Maintenance service; Engineering and Equipment Maintenance; Fire systems service; Asset and property management service. Within these service areas, duties will include: Planned Preventive Maintenance (PPM); Breakdown repairs and maintenance; Annual inspection; Grounds and gardens maintenance; Major life cycle replacement; Electrical systems including High voltage, Low voltage and testing; Fire prevention, alarm and fire fighting systems; Gutters, rainwater, drainage and sewage systems; Water storage, distribution and treatment systems; Heating and hot water supply systems; Air conditioning and ventilation systems; Generating and uninterruptible power supply systems (UPS); Chimneys and lightning conductor systems; Medical gas system maintenance (to be advised); Programmed redecoration internal and external; Preparation and maintenance of the contract's Health and Safety file; Maintenance of site security systems and contracts. # v3_Legal_ - Schedule 3 - Part 3c - FM Stra.DOC PAGE 9

14 HARD FACILITIES MANAGEMENT - ESTATES MANAGEMENT (CONTO) Objectives and deliverables The Estates Maintenance service is designed to deliver: An established, maintained, pleasant and safe environment for patients, staff and visitors, both internally and externally; A responsive approach to building and engineering repairs services; Full compliance with current and foreseeable legislation; Demonstrable cost efficiency and effective service provision; Agreed service levels and quality standards; An optimal balance between the maintenance of the building, its engineering installations and other tangible assets life cycle arrangements; Best use of assets by ensuring maximum availability; The provision of professional advice on proposed changes and variations. Outline process for delivery InfraCo will manage this service in an integrated manner with other services required under the Project Agreement. This integration extends fully throughout the organisation and includes, in addition to the structure of operational resources, each service's management arrangements. Management arrangements The Facilities Manager will have overall responsibility for the management and delivery of the Estates Maintenance service across both hospitals. The Manager will be a Chartered Engineer or Building Surveyor with specialist skills in and knowledge of healthcare premises management. Service Supervisors, located on each site will be responsible for the day-to-day operation of the Estates Maintenance service. They will be trained and have specialist knowledge of mechanical, electrical and building services. The Estates Maintenance Team will be fully responsible for the delivery of the required services and the management of all aspects of the health, safety and environmental issues that relate to maintenance operations. The Team will be supported by appropriate Administration and clerical support staff responsible for: Planning; Progress reporting; Quality reporting; Maintenance documentation; General administration. PAGE 10

15 HARD FACILITIES MANAGEMENT - ESTATES MANAGEMENT (CONTD) The support staff will work alongside the reception to continually maintain the maintenance log book records and asset registers. Operational resources Maintenance of engineering, specialist services, fabric, grounds and gardens will be carried out by a combination of: Resident mechanical and electrical technicians/craftsmen; Specialist subcontractors to undertake maintenance on specific equipment and installations such as lifts and medical gases (to be advised); Maintenance assistants providing grounds support and fabric maintenance general support. To meet current legislation and Health Estates Guidance, or equivalent, on safe systems of work, the InfraCo's Safety Services Authorising Engineers will appoint Authorised Persons to manage: Electrical systems; Pressure vessels systems; Systems containing hazardous substances; Medical gases; Lifting devices; Confined spaces. All technicians and craftsmen working on medical gases will have undertaken specific training and be certified in accordance with the requirements of UK and local legislation or guidance. No maintenance or modification will be permitted to any medical installation other than under the control of an Authorised Person. Local subcontractors drawn from a list of approved contractors will supplement building fabric and grounds maintenance staff as needed, so that there are skilled staff, as and when required to deal with repairs, corrective maintenance and small items of programmed maintenance. Due to the seasonal nature of grounds maintenance, this will require varying staff numbers and skills at different times of the year. Hours ofwork InfraCo proposes that the Estates Maintenance service operates 5 days a week between the core hours of 0800 and 1730 (Monday to Friday) and during weekends and Public Holidays between 0800 and 1200 hours. Outside of these hours an on-call service will be operated by Maintenance Staff; first line response, will be provided by the on-site staff to make safe and isolate. PAGE 11

16 HARD FACILITIES MANAGEMENT - ESTATES MANAGEMENT (CONTO) Safe systems of work All work that exposes personnel to specific risks will be controlled by a Permit to Work system. Prior to service commencement at both hospitals, InfraCo will put in place a relevant Permit to Work system to reflect the requirement of relevant legislation. A general Permit to Work will be used for all work deemed to be hazardous, which includes roofs, access equipment and cradles. A planned Permit to Work System will be used to co-ordinate all mechanical and electrical maintenance requirements, ensuring co-ordination of maintenance and additional installation works that may be carried out during the concession period. Permits to Work will only be issued by competent Authorised Persons. Permit to work systems The Maintenance Supervisors will maintain regular dialogue with users and managers as part of the overall quality monitoring process. The areas covered by such permit systems are: Roof Work / Working at Heights; Scaffolding; Excavations; Breaking into pipework; Working on moving machinery; Confined spaces; Hot work; Working on live low voltage electricity; Ionising radiation; High voltage switching; Medical gas pipeline systems; Fire alarm systems. Health and Safety Policy The Estates Department will have a Health & Safety Policy, which will confirm management's commitment to all aspects of health, safety and welfare. The policy will define responsibilities and describe the List of Arrangements put in place to ensure everything that is reasonably practicable is done to maintain a safe and healthy environment. Methods of communication are also described, which will enable staff and managers to work closely together in a proactive manner to ensure compliance. In line with this policy and the arrangements which accompany it, InfraCo will provide and ensure the use of all appropriate safety warning signage. PAGE 12

17 HARD FACILITIES MANAGEMENT - ESTATES MANAGEMENT (CONTO) Tradesmen's Health and Safety Manual The List of Arrangements describing all the relevant procedures associated with an Estates Department will be incorporated into the Tradesmen's Health & Safety Manual. The contents of this document will include: Accident reporting; Avoiding infection risks at work; Confined spaces; Display screen equipment; Fire prevention; First aid; Sloping roofs; Hot work activities; Good housekeeping; Ladders; Legionella; Low voltage electrical systems and apparatus; Manual handling; Medical gases; Noise at work; Personal Protective Equipment; Personal safety; Safety awareness; Scaffolding; Substances hazardous to health; Working alone; Working outdoors; Working in isolated areas. Risk Assessments Documented risk assessments will be produced for every process and procedure carried out by the Estates Department. The risks identified will be assessed, taking into account the potential to cause harm and the financial implications of implementing the proposed control measures. A prioritised list will thus be produced, which will indicate the most effective means of reducing the risks to acceptable levels. PAGE 13

18 HARD FACILITIES MANAGEMENT - ESTATES MANAGEMENT (CONTD) Management Information Good communication between all parties is essential to ensure the successful operation of the contract. The Facilities Manager and Service Supervisors will meet regularly with the hospitals' staff to review: Service performance; Health and safety; Maintenance tasks and new works in progress; Programme/progress and relation with hospital operations; Access; Energy & utilities consumption; Customer complaints; Customer survey reports; Future works/service modifications; Environmental issues. A Building Management System (BMS) and Asset Identification System will be installed during construction to allow continuous monitoring of building performance and all plant to underpin InfraCo's performance management regime. The systems will be used to identify plant, to call up historical and condition data and to monitor and record maintenance actions. Condition monitoring techniques supported by Planned Preventative Maintenance (PPM) will be employed to minimise failure that could have safety consequences or where there is a Statutory Undertaking. A call logging system will operate via Reception for all reactive and emergency maintenance requests. Information from these requests will be recorded to provide a full history of all remedial actions taken, maintenance tasks, parts required and breakdowns. Management Control and Reporting The reactive maintenance call logging system will assist in providing the information necessary for management control and reporting. InfraCo and ClinCo Staff shall use this information to issue a detailed monthly report for review by the TCIG. Such a report will include: Maintenance Report; New Works Report; Breakdown Report; Maintenance Request Call Logging Report; InfraCo/Performance Reports; Statutory/Mandatory Inspection Reports; PAGE 14

19 Health and Safety Report; HARD FACILITIES MANAGEMENT - ESTATES MANAGEMENT (CONTO) InfraCo's control and reporting procedures will include: Responsibility for the provision of log books for each fire alarm system, biological safety cabinet, HV and LV electrical installations, emergency lighting; Responsibility for Permit to Work forms for HV electrical installations, LV electrical installations and entry into confined spaces, work in false ceilings and voids, medical gases and excavations; Responsibility for recording all maintenance work, all PPM work, emergency repairs and Permits to Work; Customer Service reports; Providing the hospitals with relevant maintenance information; Reporting any damage relating to plant and equipment; Issuing all Permits to Work for the carrying out of works within the hospitals' estate; Attending monthly meetings to review progress on work and the subcontractors' quality plans. Each asset requiring statutory and insurance inspection (e.g. lifts, boilers) will be recorded in the PPM programme and maintenance log books. The forthcoming date for inspection will be identified against appropriate assets and documentation generated in good time to make appropriate arrangements. All inspections will be reported. Results of inspections will be recorded for any necessary actions. Full attendance will be required to allow the inspections to be undertaken as scheduled. FMPACKAGE PAGE 15

20 HARD FACILITIES MANAGEMENT - METHOD STATEMENTS Engineering and equipment maintenance To manage maintenance data and facilitate task scheduling, InfraCo will operate a maintenance log book system comprising of the following: Asset management; Planned maintenance; Corrective maintenance; Health and safety; Permits to Work; Stock control; Portable appliance testing; Service level agreement and contract management; Reports. Maintenance tasks will be reported, recorded and agreed as necessary with TCIG and ClinCo. Up-to-date records will be maintained formally, identifying amendments wherever changes to the installation are made. The system will provide all aspects of activities for the following: Planned Preventative Maintenance (PPM); Breakdown repairs and maintenance; Statutory inspection; Major life cycle replacement; Electrical testing - both portable and fixed; Medical gases system, sterilisers and autoclaves maintenance; Work planning and control process. These schedules will be agreed within 90 days of the Facilities becoming operational. Planned Preventative Maintenance InfraCo will be responsible for implementing a PPM system specifically tailored to meet both the hospitals' needs and routine/statutory requirements of the plant, equipment and systems. The objectives are to minimise the likelihood of plant breakdown and maximise plant life operating efficiencies, ensuring that the Facilities remain at their optimum level of repair at all times. PPM, which will be carried out in accordance with current local legislation, manufacturers' recommendations and best practice, will comprise: FMPACKAGE PAGE 16

21 Regular inspections of the hospitals' estate to ensure that acceptable maintenance conditions are met; HARD FACILITIES MANAGEMENT - METHOD STATEMENTS (CONTO) Maintenance activities in accordance with predetermined schedules for the 'critical assets'. These schedules will be agreed within 90 days of the Facilities becoming operational. The PPM system will be a component of the maintenance system, and will provide information for Works Order documents. One of the key documents will be the Reception Maintenance Request form. This document will assist in both initiating work and conveying maintenance information back to the Facilities Manager and Engineering Supervisors. Breakdown repairs and maintenance InfraCo will carry out breakdown repairs and maintenance as part of the Estates Maintenance service to ensure the safe and efficient working of the hospitals' facilities at all times. These works will include all necessary 'making safe', temporary services and supplies required to maintain the Facilities in operation while repairs are carried out. All requests for breakdown repairs and maintenance will be logged by the reception. Each request will be logged and classified into priority order. Confirmation of request will be sent to the originating source, along with an anticipated response time. On receipt of a request, it will be allocated to maintenance personnel in the form of a work instruction. Response times will be in accordance with the SLS. Statutory inspections InfraCo will ensure that all appropriate plant and equipment are SUbjected to regular statutory inspection to comply with relevant local regulations. The plant and equipment that InfraCo would inspect include: Pressure vessels; Steam boilers; Lifts; Lifting gears; Transportable gas containers; etc. Inspection programmes at specified intervals will be established and logged in the maintenance log book system. Records of statutory inspection will be kept in a form of hard copy and will be readily available for access at all times. FMPACKAGE PAGE 17

22 Major life cycle replacement InfraCo will repair, replace and undertake planned maintenance so that the hospitals' facilities remain operational. Its aim in managing the operation and maintenance of the Facilities is to yield the maximum through-life value of the building fabric, plant, services and equipment. Throughout the life of the building, the Facilities will be maintained at the recognised standard of NHS Estate Code 'Condition S' or equivalent. HARD FACILITIES MANAGEMENT - METHOD STATEMENTS (CONTO) InfraCo will prepare 10-year Life cycle Maintenance Registers (LMR), which will be reviewed and updated annually. Annual Planned Maintenance programmes will be derived from the LMR, which will be reviewed with the hospitals before commencement to co-ordinate activity during pre-planned shutdowns and to ensure that the works undertaken cause the least possible disruption to the operation of the Facilities. Electrical testing During the mobilisation and transition period InfraCo will analyse current procedures for the testing of portable appliances and alter or replace existing procedures where appropriate. All procedures developed will be reviewed with the hospitals for completeness, effectiveness and accuracy prior to implementation. Planning of the testing programme will be conducted fully with the users to ensure that: Access to equipment is unhindered; Testing does not interfere with customer needs; There is an acceptable mechanism in place for dealing with failed equipment; There is a method of maintaining the reliability of the portable appliance register; The test equipment used to carry out the portable appliance tests will itself be regularly tested and calibrated. Asset control and data logging of all portable appliances will be in the maintenance log books.the summary features of such a system would be: Complete Asset Register of all equipment used; Forward planning system, for subsequent tests. It is InfraCo's intention to ensure that all portable electrical appliances owned by the hospitals are subjected to Portable Appliances Testing on a 12-month rolling programme. These arrangements exclude electromedical equipment and electrical appliances classified as not owned by the hospitals, for example, patients' possessions, rented/loaned equipment, etc. However, a 'Testing Request' service will be made available to patients to enable them to use their own electrical portable appliances should they so wish and if fit for use. (To be advised). InfraCo will also undertake all statutory testing of microwave appliances as required. Medical gases system maintenance InfraCo will undertake the management, maintenance and testing of the piped medical gases and vacuum system along with associated plant in accordance with the required local statutory guidance or, as a FMPACKAGE PAGE 18

23 rmrumum, to comply with UK Health Technical Memorandum note HTM 2022, or equivalent and manufacturers' recommendations. From among the Estates Department staff and the hospitals' clinicians, InfraCo will establish an Authorised Person and Responsible Person structure to comply with the medical gases Permit to Work requirement. HARD FACILITIES MANAGEMENT - METHOD STATEMENTS (CONTD) Building fabric maintenance Building maintenance work can be considered Maintenance, Programmed Maintenance and Reactive Maintenance. under the three main headings: Planned Preventative Building maintenance will be provided by a small maintenance team, supported by approved subcontractors (from InfraCo's approved list, agreed with the hospitals 90 days before completion of Facilities) called in on an as-needed basis. All personnel will receive training specifically related to work at the hospitals' Facilities, so that staff deal with all aspects of maintenance with a detailed knowledge of the buildings. (To be advised) Programmed maintenance will be completed in accordance with an annual maintenance plan prepared following detailed annual building surveys. These will be submitted at agreed timescales, but no less than 90 days prior to the end of the financial year. Reactive maintenance will often be initiated via the reception. Work will be carried out within the timescales agreed, depending on the nature of the work. There will be a maintenance log book system in place, which will be used to plan, monitor, and record all building and civil engineering maintenance activities including: Inspections, including but not limited to H&S, EHO and Infection Control; Programmed maintenance; PPM; Reactive maintenance; New works; Report. All works will be assigned to an 'area' for example, building and civil engineering maintenance, building areas, rooms, elevations, building or external areas. Where routine inspections and servicing works are required, individual components assigned to an asset. identified will be Programmed redecoration InfraCo will determine a rolling programme of works to ensure that the internal and external spaces of the Facilities will be redecorated at regular intervals. Before commencing redecoration of each area, InfraCo will seek agreemenuapproval from the hospitals, via the monthly meetings, in order to reduce disruption to dayto-day clinical activities. # v3JegaL - Schedule 3 - Part 3c - FM Stra.DOC FMPACKAGE PAGE 19

24 External window and cladding cleaning There will be a 6-monthly cleaning programme for external glazing, a copy of which will be held within the maintenance log book. External glazed areas at the main entrance will be cleaned on a 2-monthly basis. These works will be contracted out to a local window cleaning firm (to be advised). The exact specification of works will be drawn up in conjunction with and subject to approval by the hospitals. HARD FACILITIES MANAGEMENT - METHOD STATEMENTS (CONTD) Grounds and gardens maintenance Grounds and gardens maintenance (including landscaping) will be provided under a subcontract (to be advised) to meet the seasonal variations in terms of numbers and skills required. InfraCo will plan, monitor and record all grounds maintenance activities. The external areas will be divided into 'assets' and all works carried out in an area assigned to the asset concerned. A programme covering all landscape activities will be prepared. Work order dockets, therefore, incorporating checklists will be issued by the Engineering Supervisor. Grounds and gardens maintenance tasks will include: A planned and ad-hoc horticulture service; A planned and reactive maintenance programme for all external structures and surfaces; Cleaning of all external areas; An emergency call-out service to address such occurrences, as fallen trees, wind fallen debris etc Energy & Utilities Management The Estates Service will develop a strategy for the most efficient procurement of energy and other utilities. Monitoring of energy and utilities consumption will be undertaken to validate invoices and to identify consumption trends. Regular reviews of energy and utility efficiency will be undertaken and proposals identified to reduce energy and utilities consumption across the Facilities. Maintenance Requests Responsibility and Authority The Facilities Manager will be responsible for the day to day management of the reception and the administration office in both hospitals. The Assistant Facilities Manager will be responsible for the line management of the reception and administration office, maintenance team and any others employed in a support services capacity within Grand Turk Hospital. The Assistant Facilities Manager will also cover annual leave and sickness of the Facilities Manager. This role will also ensure compliance with the Safety Policy and make certain that all adhere to its requirements. The on site Maintenance Team will be responsible for maintaining the hospital in which it is based and reporting any maintenance issues to the reception personnel. The team's role will also be to ensure that the PAGE 20

25 safety policy is adhered to. The on site Maintenance Team will be responsible for undertaking any faults/requests that are identified. Its role will also incorporate the completion of planned preventative maintenance and various elements of life cycle replacement works. The Receptionists will be responsible for handling all maintenance and repair calls direct from clinical staff, members of the general public and/or internal personnel and ensuring that the relevant site engineers/technicians are advised. HARD FACILITIES MANAGEMENT - METHOD STATEMENTS (CONTO) The Security personnel and/or Porters will be responsible for handling all out of hours maintenance and repair calls direct from clinical staff, members of the general public and/or internal personnel and ensuring that the relevant site engineers/technicians are advised from the hours of 1730 hours to 0800 hours on Monday to Friday and from 1200 hours to 0800 hours at weekends. Definitions: Maintenance Team: Sio Medical Technician/Supervisor Working Estates Supervisor Multi Skilled Craftsman Service System: Service providers installed computerised system of logging maintenance calls/requests. Request: Any event, failure, fault, rectification or general maintenance occurrence that is neither planned nor in relation to small works. Receiving Maintenance Requests (Emergency, Urgent & Routine) From 0800 hours to 2000 hours on Monday to Friday and from 0800 hours to 1600 hours on Saturday and Sunday, dedicated reception staff will be made available at each hospital. Outside of these hours the reception area will be covered by security/portering personnel. Requests can be communicated to reception via telephone or by clinical staff, members of the general public and/or internal personnel. Via Telephone The requester may contact the reception desk to identify any faults or repairs that are required on the premises. It is the responsibility of the reception personnel to log the request/fault on to the service system. The receptionist will then advise the relevant member of the maintenance team of the request and provide a reference number for future reference. On completion of the call, the receptionist will log the call on Form R Request/Fault Log, Via On occasions the requests may be received via . printed and logged in the same manner as detailed above. If the request is received by this means it will be FMPACKAGE PAGE 21

26 Work Instructions For each request logged, a work instruction will be generated to provide the Maintenance Team and/or a specialist sub-contractor with details of work that is to be carried out, including: Location of request; Nature of request; Who logged the request; Time request received; HARD FACILITIES MANAGEMENT - METHOD STATEMENTS (CONTD) Reference number. A work instruction is defined as an 'instruction' to carry out a specific task, not to be mistaken for a purchase order, which is the ordering ofparts required to complete a task. Dependent upon the level of priority, the call may be communicated to the relevant Maintenance Team member in the following way: Urgent/emergency requests: Routine (Non Urgent) requests: Immediate telephone/radio contact. Work scheduled and instructions collected from the reception desk The priority levels will be agreed prior to the commencement of operations and will be communicated to the reception desk staff within the service system and made available on a hard copy. On starting the working day, the Maintenance Team will attend the reception desk to be informed of any faults/requests that are scheduled. Any work instructions will be passed to the Maintenance Team and a copy will be retained at the desk until completion. Once completed, the work instruction will be delivered back to the reception desk and the receptionist will adjust the service system request to show it is completed. The work instruction form will then be date stamped and filed. These files will be archived every 2 months into storage boxes. Any incidents that are emergency/urgent will be printed onto red paper to highlight their importance. Out of Hours Attendance On occasion a member of the Maintenance Team may be required to attend a request out of normal hours, for example alarm call outs or emergency incidents. From 0800 hours to 2000 hours on Monday to Friday and from 0800 hours to 1600 hours on Saturday and Sunday, dedicated reception staff will be made available. Outside of these hours the reception area will be covered by security/portering personnel who will contact the Maintenance Team member who is on call. On each occasion, the Maintenance Team member will complete an Out of Hours Attendance Form and hand it to the reception desk. The form will be entered into the service system the following day. PAGE 22

27 HARD FACILITIES MANAGEMENT - METHOD STATEMENTS (CON TO) Request identified by: Clinical Staff Member of the Public Internal Staff Is the request Urgent? Yes No Contact Reception Desk via telephone Contact Reception Desk via telephone, or specific form Reception/Security contact; Bio Med or Estates Technician via telephone/radio Reception enters request onto the service system, generates a work instruction and contacts Bio Med or Estates technician Reception / Security contacts Bio Med or Estates Technician and issues works instruction Request Logged onto the service system and works instruction generated on red paper Technician returns completed works instruction, advises reception if request completed or if other action is required. Technician advises reception if request completed or if other action is required Receptionist updates the service system and closes call, also advising requester if necessary Reception to advise the requester of the actions undertaken and update service system Maintenance Request Flow Chart PAGE 23

28 HARD FACILITIES MANAGEMENT - METHOD STATEMENTS (CONTD) Outline staffing schedules The Facilities Manager will have overall responsibility for the management and delivery of the Estates Maintenance service. The Facilities Manager will be a Chartered Engineer or Building Surveyor with specialist skills and knowledge in healthcare premises management. The site-based Supervisory staff will be directly accountable to the Facilities Manager who, in turn, will report directly to the Hospitals Director. A dedicated on-site multi-skilled team supported by specialist subcontractors will provide ongoing technical maintenance. Exemplar Person Specifications Facilities Manager Element Essential Criteria Desirable Criteria Qualifications Experience Personal qualities Other requirements Engineer Educated to degree level or equivalent experience Ability to write reports Proven operational experience Budgetary control experience Good communication skills Good people manager Leads by example Shows initiative and self motivation Awareness of service image Coaching skills Numeracy skills IT Literate Prepared to work unsociable hours Attention to detail Demonstrable Managerial experience Healthcare I public-sector experience Customer focus Computer experience # v3_Legal_ - Schedule 3 - Part 3c - FM Stra.DOC PAGE 24

29 HARD FACILITIES MANAGEMENT - METHOD STATEMENTS (CONTD) Estates Working Supervisor Element Essential Criteria Desirable Criteria Qualifications Experience Personal qualities Other requirements Educated to ONC/OND level or equivalent experience in specialist area. Ability to write reports and complete audit records/reports. Proven operational experience. Budgetary control experience. Good communication skills. Good people manager. Leads by example. Shows initiative and self motivation. Awareness of service image. Manual dexterity. Coaching skills. Numeracy skills. IT literate. Prepared to work unsociable hours. Attention to detail and the ability to complete audit forms. Demonstrable supervisory experience. Healthcare / public-sector experience. Customer focus. Multi-skilled Craftsman Element Essential Criteria Desirable Criteria Qualifications Experience Personal Qualities Other requirements NVQ 2 or equivalent experience. Healthcare / Public Sector Experience. Customer focus. Good communication skills. Manual dexterity. Reliable and flexible with the ability to work as a team member. Attention to detail. Prepared to work unsociable hours. Attention to detail. Shows initiative and self motivation. Numeracy skills. IT Literate. Awareness of service image. PAGE 25

30 HARD FACILITIES MANAGEMENT - METHOD STATEMENTS (CONTD) Janitor/Groundsman Element Essential Criteria Desirable Criteria Qualifications Experience Personal Qualities Other requirements Handyman and Local Grounds/Gardening experience. Healthcare / Public Sector Experience. Customer focus. Good communication skills. Manual dexterity. Reliable and flexible with the ability to work as a team member. Attention to detail. Prepared to work unsociable hours. Attention to detail. Shows initiative and self motivation. Numeracy skills. IT Literate. Awareness of service image. Training InfraCo will ensure that all Estates staff are fully and properly trained for the duties in which they will be engaged and skilled in any relevant new technologies. It is InfraCo's aim to develop a multi skilled maintenance team capable of working on the full range of equipment and installation within the new Facilities created by the Project. Training plans will be established with an appropriate training budget identified following the commencement of the services. Training needs will be identified by means of: An initial skills audit to be carried out for each employee with solutions put in place in conjunction with the hospitals; Employee input into their training plans; Agreement and priorities will be reached in conjunction with the individual's supervisor/manager. In addition to the initial induction given to all staff, maintenance staff will receive specific induction before starting their employment that will include: Safe Systems of Work; Permit to Work procedures; Risk assessmenumethod statements; Key procedures; Use of Personal Protective Equipment. PAGE 26

31 HARD FACILITIES MANAGEMENT - METHOD STATEMENTS (CONTD) InfraCo will conduct regular in-house and specialist training programmes with particular emphasis on the skills required. Vocational qualifications (City & Guilds, BTEC, NVQs etc.) will be used in addition to short courses. 'Approved' institutions include: CIBSE (Chartered Institute of Building Service Engineers); CITB (Construction Industry Training Board); IMBM (Institute of Maintenance & Building Management); WTI (Water Training International); Eastwood Park (NHS Training Centre). Audit InfraCo will self audit and examples of audit documents are to be found in AppendiX C. The type of reports to be provided are in part dependent upon the type of equipment that is installed. The BMS system and asset identification system, which will be installed during construction allows continuous monitoring of the building performance and all plant within InfraCo's Performance Management Regime. This will be used to identify plant, to call up historical and condition data and to monitor and record maintenance actions. Reference has been made to management reporting and the issue and maintenance of log books, all of which will be part of the audit system and provide information for the monthly performance report. All audit procedures will be in accordance with Schedule 6 (Payment Mechanism and Performance Monitoring). # v3_Legal_ - Schedule 3 - Part 3c - FM Stra.DOC PAGE 27