Queensland Health Capital Infrastructure Requirements Volume 2 Functional design brief Section 3: Functional design brief specifications and example Queensland Health Capital Infrastructure Requirements‐2nd edition Queensland Health Capital Infrastructure Requirements manual
Published by the State of Queensland (Queensland Health), June 2013
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Email: [email protected]
Phone: 3006 2816 Queensland Health disclaimer
Queensland Health has made every effort to ensure the Queensland Health
Capital Infrastructure Requirements (CIR) are accurate. However, the CIR
are provided solely on the basis that readers will be responsible for making
their own assessment of the matters discussed. Queensland Health does
not accept liability for the information or advice provided in this publication or
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Volume 2 Functional Design Brief Section 3 – Specifications and Example Queensland Health Capital Infrastructure Requirements‐2nd edition Version
Author
Version description
Released
date
28 May 2012
1.0
Health Planning
and Infrastructure
Division,
Queensland Health
First public release
1.1
Health
Infrastructure
Branch
Name changed from
Capital Infrastructure
Minimum Requirements to
CIR Approved
5 April 2013
2.0
Health
Infrastructure
Branch
Second public release.
Updated information
regarding Legionella,
infection control and other
minor edits.
3 September
2014
Approved for
release by
Deputy DirectorGeneral (DDG) –
Health Planning &
Infrastructure
Division
DDG-System
Support Services
Deputy DirectorGeneral, Office of
the Director-General
Volume 2 Functional Design Brief Section 3 – Specifications and Example Queensland Health Capital Infrastructure Requirements‐2nd edition Contents
How to use this document ....................................................................................................... 1 Part 1: Design specifications ................................................................................................... 2 Part 2: Example functional design brief .................................................................................. 4 1. 2. Strategic level introduction and overview ...................................................................... 4 1.1 Purpose and context of the functional design brief ............................................................ 4 1.2 Overview of the project ....................................................................................................... 4 1.3 Interpretation....................................................................................................................... 4 1.4 Glossary.............................................................................................................................. 4 Project background ........................................................................................................ 6 2.1 Vision for the project ........................................................................................................... 6 2.2 Project objectives ............................................................................................................... 7 3. Project scope ................................................................................................................. 7 4. Strategic policy and direction ......................................................................................... 8 5. 6. 7. 4.1 Facility or Hospital and Health Service overview ............................................................... 8 4.2 Strategic models of care ..................................................................................................... 9 Facility profile ............................................................................................................... 10 5.1 Demographics................................................................................................................... 10 5.2 Activity projections summary ............................................................................................ 10 5.3 Bed and bed equivalent projections ................................................................................. 10 5.4 Summary of facility departments/units ............................................................................. 12 Key operational and design principles ......................................................................... 13 6.1 Facility design objectives .................................................................................................. 13 6.2 Operational principles and design .................................................................................... 13 6.3 Patient environment .......................................................................................................... 14 6.4 Staff environment ............................................................................................................. 14 6.5 Interior design ................................................................................................................... 14 6.6 Equity of access................................................................................................................ 14 6.7 Education and research.................................................................................................... 14 6.8 Future proofing flexibility and technology ......................................................................... 15 Facility wide approaches ............................................................................................. 16 7.1 Access and hours of operation/zones .............................................................................. 16 7.2 Admissions and discharges .............................................................................................. 17 7.3 Building services ............................................................................................................... 17 7.4 Car parking ....................................................................................................................... 17 7.5 Commercial and retail....................................................................................................... 17 7.6 Disaster provision ............................................................................................................. 18 7.7 Environmental services .................................................................................................... 19 Volume 2 Functional Design Brief Section 3 – Specifications and Example Page i Queensland Health Capital Infrastructure Requirements‐2nd edition 7.8 Food services ................................................................................................................... 19 7.9 Infection prevention and control ....................................................................................... 19 7.10 Information communications and technology services ..................................................... 20 7.11 Linen ................................................................................................................................. 20 7.12 Mail ................................................................................................................................... 21 7.13 Medical imaging ................................................................................................................ 21 7.14 Medication management .................................................................................................. 21 7.15 Patient flow ....................................................................................................................... 21 7.16 Patient safety and quality ................................................................................................. 22 7.17 Pneumatic tube system .................................................................................................... 22 7.18 Room configurations and percentage of single rooms ..................................................... 22 7.19 Security ............................................................................................................................. 23 7.20 Shared space approaches................................................................................................ 23 7.21 Staff amenities .................................................................................................................. 23 7.22 Telehealth ......................................................................................................................... 23 7.23 Transport and access of patients, staff and visitors ......................................................... 23 7.24 Visiting hours .................................................................................................................... 24 7.25 Waste management ......................................................................................................... 24 7.26 Occupational health and safety ........................................................................................ 24 7.27 Workstations and office accommodation .......................................................................... 25 8. 9. Functional description and relationships...................................................................... 27 8.1 Functional areas ............................................................................................................... 27 8.2 Nature of functional relationships ..................................................................................... 27 8.3 Specification of functional relationships ........................................................................... 27 Workforce .................................................................................................................... 30 9.1 Current and projected ....................................................................................................... 30 9.2 Clinical, clinical support and non-clinical workforce profile .............................................. 30 9.3 Impact on design .............................................................................................................. 31 10. Accommodation brief ................................................................................................... 32 11. Clinical Service Department/Unit Example .................................................................. 33 12. Adult surgical inpatient unit .......................................................................................... 34 12.1 Scope of service ............................................................................................................... 34 12.2 Model of care .................................................................................................................... 34 12.3 Workforce of the department/unit ..................................................................................... 35 12.4 Policies impacting on built environment ........................................................................... 36 12.5 Operational description..................................................................................................... 36 12.6 Functional relationships .................................................................................................... 39 12.7 Staging of built capacity.................................................................................................... 42 12.8 Future service developments and innovations ................................................................. 42 Volume 2 Functional Design Brief Section 3 – Specifications and Example Page ii Queensland Health Capital Infrastructure Requirements‐2nd edition 12.9 Specific design requirements ........................................................................................... 42 12.10 Schedule of accommodation ............................................................................................ 44 12.11 Summary of changes to model of care ............................................................................. 45 13. Clinical Support Service Department/Unit Example .................................................... 46 14. Medical imaging ........................................................................................................... 47 14.1 Scope of service ............................................................................................................... 47 14.2 Model of service delivery .................................................................................................. 47 14.3 Workforce of the department/unit ..................................................................................... 48 14.4 Policies impacting on built environment ........................................................................... 49 14.5 Operational description..................................................................................................... 49 14.6 Functional relationships .................................................................................................... 51 14.7 Staging of built capacity.................................................................................................... 54 14.8 Future service developments and innovations ................................................................. 54 14.9 Specific Design Requirements ......................................................................................... 54 14.10 Schedule of accommodation ............................................................................................ 57 14.11 Summary of changes to model of service delivery ........................................................... 58 15. Non-Clinical Services Department/Unit Example ........................................................ 59 16. Food services .............................................................................................................. 60 16.1 Scope of service ............................................................................................................... 60 16.2 Model of service delivery .................................................................................................. 60 16.3 Workforce of the department/unit ..................................................................................... 61 16.4 Policies impacting on built environment ........................................................................... 61 16.5 Operational description..................................................................................................... 61 16.6 Functional relationships .................................................................................................... 62 16.7 Staging of built capacity.................................................................................................... 64 16.8 Future service developments and innovations ................................................................. 64 16.9 Specific design requirements ........................................................................................... 64 16.10 Schedule of accommodation ............................................................................................ 65 16.11 Summary of changes to model of service delivery ........................................................... 65 Appendix A Referenced documents ................................................................................ 66 Appendix B Terms and definitions .................................................................................. 73 Appendix C Detailed workforce profile ............................................................................ 82 Appendix D Summary schedule of accommodation ........................................................ 85 Volume 2 Functional Design Brief Section 3 – Specifications and Example Page iii Queensland Health Capital Infrastructure Requirements‐2nd edition Figures Figure 1: Functional design brief H HS organisational chart ................................................... 8 Figure 2: Whole-of-site relationships .................................................................................... 29 Figure 3: Relationship of areas/units external to the surgical inpatient unit .......................... 40 Figure 4: Relationship of areas within the surgical inpatient units ........................................ 41 Figure 6: Internal relationships (macro)—medical imaging ................................................... 52 Figure 7: Internal relationships (micro)—medical imaging .................................................... 53 Figure 8: External relationships—food services .................................................................... 62 Figure 9: Internal relationships—food services ..................................................................... 63 Tables
Table 1: Acronyms .................................................................................................................. 5 Table 2: Current and projected inpatient activity 2007–08 to 2026–27 ................................. 10 Table 3: Bed and bed alternative requirements FDB facility 2007–08 to 2026–27 ............... 10 Table 4: Proposed FDB facility services and Clinical Services Capability Framework level . 12 Table 5: Hours of operation by zones ................................................................................... 16 Table 6: FDB facility operating days and hours by functional space .................................... 17 Table 7: FDB facility workstation and office provisions ......................................................... 25 Table 8: Functional relationship classifications, symbols and definitions ............................. 28 Table 9: FDB facility clinical, clinical support and non-clinical workforce profile ................... 31 Table 10: FDB facility accommodation brief ......................................................................... 32 Table11: Current and projected workforce requirements for surgical IPU ............................ 36 Table 12: Surgical inpatient unit schedule of accommodation .............................................. 44 Table 13: FDB facility medical imaging modality requirements ............................................ 47 Table 14: FDB facility medical imaging workforce requirements .......................................... 48 Table 15: Medical imaging department schedule of accommodation ................................... 57 Table 16: FDB facility food service workforce requirements ................................................. 61 Volume 2 Functional Design Brief Section 3 – Specifications and Example Page iv Queensland Health Capital Infrastructure Requirements‐2nd edition HOW TO USE THIS DOCUMENT
This section of the Capital Infrastructure Requirements (CIR) suite of documents has two
parts.
Part 1: Design specifications, explains Queensland Health’s approach to design
specifications and describes where to find health facility design specifications.
Part 2: is example text for each of the sections in a strategic and full functional design brief.
The purpose of providing this example text is to give an idea of the type of content and level
of detail to include when completing the functional design brief template for a project.
The scope for capital infrastructure projects will vary widely, covering many kinds of clinical,
clinical support and non-clinical services. Provided here is a:
• completed example of a strategic level functional design brief which assumes that the
project is for a new facility. The strategic level functional design brief sections are:
− introduction and overview
− project background
− project scope
− strategic policy and direction
− facility profile
− key operational and design principles
− facility wide approaches
− functional description and relationships
− workforce
− accommodation brief.
• completed example of a clinical service which would be provided for a full functional
design brief
• completed example a clinical support service which would be provided for a full
functional design brief
• completed example of a non-clinical service which would be provided for a full functional
design brief.
When finalised for a project, the full functional design brief will have a section for each of the
functional units covered by the scope of the capital project. Note that while an example of
each type of service is provided here, in some cases a project may only have services of a
single type. For example the project may be a new kitchen and hotel services block so there
will not be any clinical services included.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 1 Queensland Health Capital Infrastructure Requirements‐2nd edition Part 1: Design specifications
Design specifications in the context of the functional design brief relates to the Australasian
Health Facility Guidelines (AusHFG). Queensland Health has endorsed the AusHFG as the
recommended source of information on health facility design and specifications. All health
capital projects in Queensland are required to use the AusHFG as the basis of department
and room planning and design. This includes Queensland reviewed AusHFG available from
the Queensland Health policy site.
The AusHFG are used because they enable planners and designers of health facilities
throughout Australasia to use a common set of guidelines and specifications for the base
elements of health facilities. Their use will save time and resources as well as maximise the
quality and effectiveness of design1.
The AusHFG contains detailed information on capital planning processes and enables health
facilities to use a common set of base elements to inform their planning, design and
construction. The AusHFG provides a:
• best practice approach to health facility planning
• standard spatial components
• flexible planning tool responsive to the dynamic changes in health.
Facility planners, architects and engineers using the AusHFG are still required to ensure the
health facility complies with relevant legislation, other building and design standards and
codes and that facilities are designed to balance maximum efficiency with minimum asset
management and maintenance costs.
The main aims of the AusHFG are to:
• provide general guidance to designers seeking information on the special needs of
typical healthcare facilities
• promote the design of healthcare facilities with due regard for the safety, privacy and
dignity of patients, staff and visitors
• maintain public confidence in the standard of healthcare facilities
• achieve affordable solutions for the planning and design of healthcare facilities
• eliminate design features that result in unacceptable practices
• eliminate duplication between various existing guidelines
• minimise recurrent costs and encourage operational efficiencies2
1
2
AusHFG v4 2010, accessed 10 January 2012 at www.healthfacilityguidelines.com.au ibid
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 2 Queensland Health Capital Infrastructure Requirements‐2nd edition The AusHFG is divided into the following parts:
• Part A: Introduction and Instructions for use
• Part B: Health Facility Briefing and Planning , including standard components and
specific hospital planning unit (HPU) sections
• Part C: Design for Access, Mobility, OHS and Security
• Part D: Infection Prevention and Control
• Part E: Building Services and Environmental Design
• Part F: Project Implementation, including furniture, fittings and equipment (FFE) and
operational commissioning. Applicable to New South Wales only, but available to other
jurisdictions as a reference.
• Enclosures: generic room data sheets (RDS) and generic room layout sheets (RLS).
The AusHFG website has extensive information and resources for health facility design
specifications, including a library of guidelines covering most types of health facilities, a
reference library, links to other Australian websites and the latest guideline updates.
The guidelines are based on the HPU which is defined as:
All the rooms, spaces and internal circulation that make up a particular health service
department and that are necessary for that department to function3. The standard
components are a range of standard rooms that make up a department.
The guideline library has a number of PDFs ready for download which provide extensive
detail on health planning units and their standard components, including for example, room
types, recommended room layouts and equipment and specialised provisions, such as
infection prevention and control, and technical requirements of rooms and spaces.
The design specifications accessible through AusHFG website are not replicated in this
document as they are constantly being updated. The AusHFG website should be accessed
when design specifications are required to ensure their currency.
3
AusHFG v4 2010, accessed 12 May 2014 at www.healthfacilityguidelines.com.au
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 3 Queensland Health Capital Infrastructure Requirements‐2nd edition Part 2: Example functional design brief
The examples provided in this functional design brief do not contain as much detail as might
be provided if actually undertaking a brief for a genuine project.
The content is by way of example only and provides information for a strategic level and full
functional design brief.
1.
1.1
STRATEGIC LEVEL INTRODUCTION AND
OVERVIEW
Purpose and context of the functional design brief
The HHS Health Service Plan 2011–2026 was prepared and approved in 2011. It sets out
the health service and facility infrastructure requirements for the population over that period.
A HHS model of care document was prepared in 2011. It included descriptions of
contemporary HHS strategic and service level models of care and models of service
delivery.
This functional design brief describes the scope of a new HHS health facility based on future
projections for health service delivery demand as well as the methods or models for its
delivery as they translate into built space form.
The design detail provided in this brief will be used to inform the site’s strategic infrastructure
assessment, concept planning and facility infrastructure. It will also be used in the
development of the project assurance framework’s strategic assessment business case
documents.
1.2
Overview of the project
Stage one of the functional design brief for a facility describes the design requirements for a
new purpose built standalone XXX bed secondary facility which will service the HHS.
The scope of the project includes a XXX bed facility, standalone XX bed mental health unit,
a central energy facility, child care centre and public and staff car parking.
These new facilities are designed to meet the HHS level of health services projections to
2026–27.
The design approach for the new facilities will reflect contemporary practice as well as
providing future proofing and flexibility of use for changing models of care.
1.3
Interpretation
The functional design brief must be read and interpreted in its entirety. The individual parts
of the functional design brief are not stand alone or exhaustive provisions as to their subject
matter and must be considered in light of and within the context of the other parts of the
functional design brief.
Floor area calculations should be undertaken in accordance with CIR, Volume 1, Overview,
and instructions on how to measure drawings.
1.4
Glossary
Commonly used acronyms used throughout this brief are summarised in Table 1. A full list of
terms and definitions is provided in CIR, Volume 1, Overview.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 4 Queensland Health Capital Infrastructure Requirements‐2nd edition Table 1: Acronyms
Acronym
AS
AusHFG
ATSI
BCA
BIM
BPE
CIR
CPTED
CRG
DD
DDA
EBD
ESD
FDB
FECA
FFCP
FFNP
FPU
GFA
GDA
HSP
HHS
HHS
ICT
MOC
MOS
MP
NDA
NZS
PDP
PCG
PSC
QH
RDS
SD
WH&S
Term
Australian Standard
Australasian Health Facility Guidelines
Aboriginal and Torres Strait Islander
Building Code of Australia
Building information modelling
Building performance evaluation
Capital infrastructure requirements
Crime prevention through environmental design
Community reference group
Design development
Disability Discrimination Act 1992
Evidence based design
Environmentally sustainable design
Functional design brief
Fully enclosed covered area
Fitness for current purpose
Fitness for new purpose
Functional planning unit
Gross floor area
Gross departmental area
Health service planning
Hospital and Health Service
Hospital and Health Service Board
Information and communication technology
Model of care
Model of service
Master planning
Net department area
New Zealand Standard
Project Definition Plan
Project control group
Project steering committee
Queensland Health
Room data sheet
Schematic design
Work health and safety
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 5 Queensland Health Capital Infrastructure Requirements‐2nd edition 2.
PROJECT BACKGROUND
The healthcare needs and medical care of Queensland’s population are changing.
Queensland has a growing, ageing, decentralised and diverse population; demand for health
services is increasing; there is a limited healthcare workforce supply; continuous
technological and pharmacological developments are likely to impact on the way services
are delivered and located. In recognition of changing healthcare needs, Queensland Health
has two main objectives in reforming Queensland’s health system: the first objective is to
improve access to safe and sustainable health services, and the second is to better meet
people’s needs across the health continuum4.
The HHS Health Service Plan 2011–2026 indicates that a new facility is required to expand
the HHS’s range and capacity of clinical services to meet the growing and increasingly
complex healthcare needs of its population. The HHS is located in the south east corner of
the state where there is rapid population growth across all age groups. Investing in a new
facility will assist in meeting the objectives of Queensland’s health system reform.
The new facility services will include:
• clinical services: emergency department, overnight and short stay medical services,
overnight and day stay surgical services, sub-acute care and rehabilitation, maternity,
paediatrics, critical care, mental health and ambulatory care
• clinical support services: radiology and pharmacy
• non-clinical support: central energy plant, child care centre, staff and patient car park.
The facility’s patient centred model of care will strengthen the partnerships with other
facilities across the HHS and with agencies and sectors across Queensland’s healthcare
system. The model of care will improve efficiency by better meeting people’s needs across
the health continuum.
In 20XX a master plan was completed for the entire facility site. On the basis of the findings
of that master plan, a short design brief was prepared for this facility the same year and
submitted to the HHS executive. Elements of this functional design brief are based on the
findings of that master plan and the 20XX design brief.
2.1
Vision for the project
The facility will deliver high quality health services in a modern setting which maximises its
surroundings to the benefit of all patients and staff.
The facility will support innovation and implementation of the elements of the state wide
health reform process for the HHS. The facility will continue to be actively involved with
health faculties of associated universities by providing undergraduate and postgraduate
education for health and related disciplines as well as playing a role in the vocational and
educational training sector.
The facility will emphasise research in the design and delivery of care to the HHS community
by including the concepts of the healing environment and advanced technology together with
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 6 Queensland Health Capital Infrastructure Requirements‐2nd edition high quality medical care. The focus on patient-centred care will be embedded in the
planning and design.
The facility will be designed as a healing environment that incorporates the use of gardens,
water features, natural light, colour, artworks and views in its design while also providing for
quiet and privacy. The high quality environment throughout the grounds and the facility will
be conducive to teamwork and help the HHS to attract and retain staff.
The facility will attract XXX number of staff, treat XXX number of outpatients per year and
will provide overnight care to approximately XXX number of inpatient admissions per year.
2.2
Project objectives
The project objectives are to:
• meet the health needs and expectations of the local planning catchment population
• develop health services in line with the objectives within the HHS and the state wide
strategic health services plans
• complete stage one redevelopment of functional design brief facility
• provide an expanded facility by increasing the bed capacity to XXX beds, increasing the
range of clinical, clinical support and non-clinical support services, and increasing the
level of clinical services capability of the existing services
• provide a contemporary healthcare facility that is designed to support the delivery of
patient-centred evidence based care in an environment that promotes healing and
supports staff to deliver efficient and effective healthcare services.
These objectives will be achieved using the health service planning outcomes, relevant
benchmarks, best practice, the design guidelines and technical information outlined in this
brief.
3.
PROJECT SCOPE
The scope of the project includes stage one development of the functional design brief
facility that includes a XXX bed facility, a new central energy plant, a XX bed standalone
mental health and ambulatory service buildings, child care centre and a new staff and visitor
car park. Stage one development does not include development of the rehabilitation services
building. Rehabilitation services will form part of the stage two development.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 7 Queensland Health Capital Infrastructure Requirements‐2nd edition 4.
STRATEGIC POLICY AND DIRECTION
4.1
Facility or Hospital and Health Service overview
4.1.1.
Hospital and Health Service health service planning
The HHS covers an area of 4847 square kilometres in the south east corner of Queensland.
The majority of the HHS is classified as metropolitan and regional with no areas classified as
rural and remote.
HHS health service planning undertaken in 2011 indicates a 25 per cent increase in the
network’s overall population by 2026.
The HHS’s population will increase across all age groups with the most significant growth in
the over 65 year age group.
Nearly a fifth of the population within the HHS area (18.9 per cent) were born overseas.
Nine percent of the HHS population speak a language other than English at home.
Indigenous Australians make up 1.6 per cent of the network’s population which constitutes
8.7 per cent of Queensland’s total Indigenous population.
4.1.2.
Organisational chart
The HHS has a governing board to which a Health Service Chief Executive and other HHS
executives service and other employees report. The HHS reporting structure is summarised
in
Figure 1. Each of the facilities and services are governed by an executive director who has a
reporting relationship to the Health Service Chief Executive.
Figure 1: Functional design brief H HS organisational chart
Source: HHS Health Service Plan 2011–2026
4.1.3.
Hospital and Health Services
The HHS will continue to provide a range of services including:
• acute and subacute services
• residential aged care services
• primary healthcare services
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 8 Queensland Health Capital Infrastructure Requirements‐2nd edition • an integrated mental health service, including community and acute facility care
• state wide super specialty services
• major role in research, education and training.
4.2
Strategic models of care
The HHS health facilities and services operate under a clinical network governance
structure. A range of services are provided across the HHS supported by, and functioning in
collaboration with the specialist facilities and services. Collaboration also includes primary
and community sectors such as local general practitioners and private health services, and
other government and non-government services. State wide outreach clinical services are
provided to regional centres by specialists from metropolitan services. The HHS promotes
and supports integrated models of care ensuring that patients receive quality, coordinated
care, and that gaps, duplication and fragmentation in the provision of services are
minimised.
The future vision of the HHS facilities is an integrated healthcare approach where the
primary focus continues to shift to the patient, rather than a system which focuses on the
health service provider and health delivery setting. Patients will move seamlessly within the
primary and secondary setting depending upon their health condition and its severity. This
healthcare approach will not be limited to patient-care based on treatment and rehabilitation.
Integration of care will also include activity between services, such as those provided by
other Queensland Health services, with external providers and partners, and consumers,
collaborating to deliver illness prevention and health promotion.
The key focus areas of the HHS strategic models of care include:
• prevention and promotion
• early detection and intervention
• integration and continuity of care
• self management.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 9 Queensland Health Capital Infrastructure Requirements‐2nd edition 5.
5.1
FACILITY PROFILE
Demographics
Health service planning for the local planning catchment was undertaken as part of the HHS
health service planning in 2011. Population analysis for the catchment indicates that the
population is projected to increase by 80 000 persons, an overall population increase of 51
per cent by 2026. The age profile increases for all groups with the most significant increase
in the over 65 years age group. These trends are similar to that of general population trends
across Australia, suggesting an overall ageing population.
5.2
Activity projections summary
This section summarises the projected activity for functional design brief facility based on the
service planning undertaken in 20XX. This activity data is the basis on which the facility is
planned. However actual activity, length of stay and bed occupancy rates are likely to differ
from what is predicted as demand for services alters over time with population changes and
the introduction of new models of care.
Table 2: Current and projected inpatient activity 2007–08 to 2026–27
Summary of projected inpatient activity 2007–
2016–
08
17
Adult separations
Same day
Overnight
Paediatric separations
Same day
Overnight
Total same day and overnight
separations
Overnight occupied bed days
Adult
Paediatric
Total overnight occupied bed days
2021–
22
2026–
27
Source: FDB Facility Health Service Plan 20XX
5.3
Bed and bed equivalent projections
Bed requirements for the functional design brief facility were calculated using endorsed
Queensland Health service planning benchmarks. Where no endorsed service planning
benchmarks are available, benchmarks have been drawn from various sources, including
Queensland Health state wide health service plans, Victorian Capital Planning Benchmarks
and Australian College for Emergency Medicine. Current models of care, referral patterns
and admission practices were applied.
Based on the projected demand for services, the facility bed and bed alternatives required
are summarised in Table 3.The projections estimate that the facility’s bed/bed alternative
numbers will need to increase to XXX by 2026–27.
Table 3: Bed and bed alternative requirements FDB facility 2007–08 to 2026–27
Item
Current
2016–
2021–
2026–
capacity 17
22
27
Category A: Beds
A1. Overnight beds
Medical
Surgical
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 10 Queensland Health Capital Infrastructure Requirements‐2nd edition Item
Current
capacity
2016–
17
2021–
22
2026–
27
Obstetrics (maternity)
Paediatric
Emergency department short stay–adult
Emergency department short stay–
paediatric
ICU/PICU/HDU
CCU
Neonatal (Neonatal Intensive Care
Unit/Special Care Nursery)
Mental health–acute
Mental health–non-acute aged care
Sub and non-acute–palliative care
Sub and non-acute–rehabilitation
Sub and non-acute–geriatric evaluation
management
Total overnight beds
A2. Same day beds
Medical
Surgical
Obstetrics
Paediatrics
Sub and non-acute
Total same day beds
A3: Bed alternatives
Chemotherapy chairs/trolleys
Ante natal day assessment unit chairs
Renal dialysis chairs/trolleys
Surgical (including stage 2: recovery
bays–adult)
Stage 2: recovery bays–paediatrics
Total bed alternatives
Totals for Category A
Total A1 Overnight beds
Total A2 Same day beds
Total A3 Bed alternatives
Total overnight, same day beds and
bed alternatives
Category B: Emergency Department treatment spaces
Total emergency department treatment
spaces
Category C: Operating/intervention rooms
Medical imaging–CT scan
Medical imaging–fluoroscopy
Medical imaging–general X-ray
Medical imaging–mammography
Medical imaging–ultrasound
Medical imaging–MRI
Delivery suite
Operating suite
Endoscopy/bronchoscopy rooms
Radiation oncology
Cardiac catheter laboratory
Category D: Consultation/treatment/procedure rooms
Outpatient/ambulatory care unit clinics
Source: FDB facility health service pan 20XX
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 11 Queensland Health Capital Infrastructure Requirements‐2nd edition 5.4
Summary of facility departments/units
The functional design brief facility will provide the following services at the Clinical Services
Capability Framework (CSCF) level detailed below.
Table 4: Proposed FDB facility services and Clinical Services Capability Framework level
Department/unit
Type
Brief description
Proposed
CSCF level
Surgical unit 4a
clinical
30 bed inpatient unit
4-5
Surgical unit 4b
clinical
30 bed inpatient unit
4-5
Medical unit 3a
clinical
30 bed inpatient unit
4-5
Medical unit 3b
clinical
30 bed inpatient unit
4-5
Renal unit
clinical
16 chair unit
4
Mental health unit
clinical
30 bed inpatient unit
5
Maternity unit
clinical
30 bed inpatient units
4
Neonatal unit
clinical
12 bed inpatient unit
4
Paediatric unit
clinical
30 bed inpatient unit
4
Emergency
clinical
24 treatment spaces
5
department
Operating room
clinical
12 operating rooms
5
suites
Intensive care unit
clinical
10 bed inpatient unit
4
Oncology unit
clinical
30 bed inpatient unit
4
Medical imaging
clinical support
diagnostic and
4-5
interventional service
Pathology
clinical support
4-5
Anaesthetic unit
clinical support
4-5
Pharmacy
clinical support
inclusive of production
5
Food services
non-clinical
production kitchen
Security
non-clinical
Source: FDB facility health service plan 20XX
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6.1
KEY OPERATIONAL AND DESIGN
PRINCIPLES
Facility design objectives
The key design objectives for this facility are:
• safe, high quality patient-centred care
• equity of access
• efficient and effective care
• a spatial environment that is contemporary, salutogenic, flexible and adaptable
• teaching and research that is integral to the facility’s service, governance and models of
care
• attraction and retention of a high quality workforce
• facilitation of new best practice models of care
• effective working relationships with other healthcare providers.
6.2
Operational principles and design
A primary objective in the planning and design of this project is that services should be safe,
of high quality and patient-centred. The overarching principles that underpin this objective
are:
• that high quality care is supported by leadership, organisational culture, research,
systems and processes as well as the physical environment
• design of physical form should be a balance of staff, patient and operational needs
• design must facilitate:
− evidence based separation of flows
− efficient patient, staff and services flows
− privacy and dignity for all patients
− avoidance of healthcare associated infection
− accurate identification of patients, staff, equipment and medications
− avoidance of medication errors
− collaborative efficient and effective clinical handover
− timely access of services
− prevention of falls and adverse events
− minimised travel time for staff
− patient safety, and ensure high indoor environment and safe water
− quality.
• evidenced based design based on the following:
− overall spatial planning that supports standardisation of the configuration and fit-out
of clinical areas
− integration of ergonomic principles into design
− clear visual connection between patients and staff
− connectivity to external environment
− control over natural and artificial light by staff and patients
− design features that facilitate safe and effective care for people with disabilities and
behavioural issues.
• design that is salutogenic, that is, is a cause of good health and maximises use of
positive elements related to natural light, colour, images of nature, access to fresh air,
visual arts and music, and ‘spiritual’ spaces
• spaces should have visual connectivity with pleasant views.
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Patient environment
Specific design of patient bedrooms is covered by the AusHFG and in following sections on
clinical inpatient units.
General design considerations in relation to the patient environment are:
• all patient areas both inpatient and ambulatory to have access to the outdoors
• windows and doors are located to balance privacy with need for clinical observation
• access to private space for patients, carer and staff discussion
• facilitate patient safety, and ensure high indoor environment and safe water quality
• inclusion of spaces for assembly of groups of family and friends both inside and outside
the building
• maximum features that allow patient control of their environment:
− variety of lighting options appropriate for all times of the day and year
− control of lighting on a room by room basis
− treatments that include or exclude light
− easily operated doors
− minimisation of unwanted noise.
6.4
Staff environment
Design features to be incorporated to facilitate a positive experience of working in the facility
to ensure that:
• the facility is an attractive place to work
• collaboration opportunities are enhanced
• a sense of community is engendered
• staff are easily able to supervise and observe patients
• staff are safe and not unnecessarily isolated during their shift
• all work and break spaces are designed to have windows or reference to natural light
• access to external pleasant views
• access to non patient spaces in break times
• circulation routes both inside departments and throughout the facility are easy to
navigate and understand and minimise travel time
• patient safety is facilitated , and ensure high indoor environment and safe water quality.
6.5
Interior design
The interior design must ensure that spaces are clearly and intuitively organised, arranged in
a pattern or hierarchy that promotes individuals’ privacy and at a scale and proportion that
complements the activity they contain.
6.6
Equity of access
Design will comply with the Disability Discrimination Act 1992. Health facilities are visited
and used by people from across the entire community. Special consideration needs to be
given to ease of access to the facility for the elderly, parents with children, people with a
range of disabilities. Access design should specifically address the purpose of the facility
which is to assist those who are unwell and may be less able to easily negotiate facilities and
organisations.
6.7
Education and research
Teaching and research are integral to the governance and delivery of patient-care. All staff
throughout the facility are encouraged and supported to participate in teaching and research
activities. The overarching policy in relation to use of space is that meeting rooms and
teaching spaces will be shared to maximise flexibility and promote access to a variety of
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and have flexibility in their use.
The design principles to support this facility wide approach include:
• spaces must be developed to meet the education and research needs of staff and
students (both undergraduate and postgraduate) and the organisations to which they
belong
• a centralised skills, academic and research centre with a range of space types
• decentralised education and research spaces within or adjacent to individual units
• multipurpose meetings rooms throughout the facility
• spaces in patient areas, such as consulting rooms and patient bedrooms to undertake
education and research in the clinical setting.
6.8
Future proofing flexibility and technology
Design must incorporate 25 per cent overall shell space for future configuration. This may be
provided as a block area or through provision of additional non specified spaces adjoining a
department or unit.
In selected areas a buffer of 10 per cent should be provided to allow for changes in models
of care, new technologies and adaptability of use over the long-term.
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FACILITY WIDE APPROACHES
7.1
Access and hours of operation/zones
Access—public
Public access will be between the normal hours of 6 am and 10 pm, seven days, via the
main entrance, emergency department and mental health unit.
Access after hours will be from 10 pm to 6 am and only via the emergency department and
security monitored and access into the birthing unit. All other external doors and access
points must be capable of being closed and locked after hours.
In general, design must facilitate and control after hours access by authorised persons,
through systems that are linked to staff bases. Staff must control entry and be able to identify
the person prior to allowing entry.
Design must provide for central monitoring and after hours access to all buildings on the
facility site.
Control of access to all building areas will be centralised, using networked electronic
systems and will be the responsibility of security staff.
Access—staff
Design must enable staff access through public entrances as well as dedicated staff access
points controlled by security staff. A separate staff entry away from public view must be
provided in the emergency department, which will be used by all after hour’s rostered staff.
Design must allow for casual and agency staff to access the facility after hours. Areas that
staff will have access to after hours include: the library, café, staff amenities, car park and
bike lockers. Staff will have access to clinical and non-clinical areas based on need. Design
must provide for safe passage from car parking to the staff entrance at all hours.
There must be secure after hours parking for on call staff.
Hours of Operation
Hours of operation are divided into three zones for the purposes of their design and
management. While areas within each zone may be used and accessed ‘out of hours’, the
design that supports occupation, use, management and control of these zones will be based
on their designated hours of operation as detailed in Table 5.
Table 5: Hours of operation by zones
Zone Departments/units
Hours of operation
1
Administration and management, education and
training, non-clinical, supply
9 am to 5 pm, Monday
to Friday
2
Reception/main entrance, ambulatory units,
pharmacy, catering, housekeeping/facilities
management
7 am to 7 pm, Monday
to Friday
3
Emergency, inpatient units, operating room
suite, pathology, medical imaging
24 hours, seven days
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 16 Queensland Health Capital Infrastructure Requirements‐2nd edition The operating days and hours by functional or clinical areas are summarised in the following
table.
Table 6: FDB facility operating days and hours by functional space
Functional space
Operating days
Operating hours
Clinical Areas
Emergency
Every day
At all times
Inpatient units
Every day
At all times
Technical suites
Monday to Friday
8 am to 6 pm
Outpatient areas
Monday to Friday
8 am to 6 pm
Day areas
Monday to Saturday 7 am to 7 pm
Clinical Support Areas
All clinical support areas (unless Monday to Saturday 7 am to 7 pm
specified below)
Central sterilising department
Every day
At all times
Equipment pool
Every day
7 am to 7 pm
Imaging–emergency
Every day
7 am to 7 pm
Imaging–outpatient areas
Monday to Saturday 7 am to 7 pm
Imaging–inpatient areas
Every day
7 am to 7 pm
Pathology
Every day
At all times
Pharmacy
Every day
At all times
Multi faith centre
Every day
7 am to 7 pm
Non-clinical support areas
Main entry
Every day
At all times
Amenity
Monday to Saturday 7 am to 7 pm
Research
Monday to Friday
8 am to 4 pm
7.2
Admissions and discharges
Admissions and discharges are managed as per the HHS policies and procedures. All
admissions and discharges will be managed centrally and through a networked electronic
information system. The emergency department and day of surgery admission centre will
admit and discharge patients within the whole of facility management process.
7.3
Building services
Building services will be monitored and managed through an integrated information system.
Services on the system include electric power, illumination, HVAC, security and access, fire
alarms, lifts, other mechanical and electrical building systems.
7.4
Car parking
Car parking will be provided for staff, patients and visitors to the facility. Reference should be
made to the Queensland Health Car Park Infrastructure Policy, V2 2011 and the Queensland
Health Car Park Implementation Standard V1, 2011 as well as HHS policy.
Design of car park will include consideration of the following:
• ease and safety of access to the site and facilities on the site
• dedicated parking for patients adjacent to ambulatory services, such as renal dialysis
chairs and other ‘frequent flyer’ services
• location of clinical staff parking in accordance with Queensland Health and HHS policy
• safety within the car park and surrounds and transit path to and from the facility
• provision of excellent visibility, transparency and lines of sight
• provision of all weather access to the car park from the facility.
7.5
Commercial and retail
A variety of functions may be provided by the commercial or retail sector. These include:
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•
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food outlets
café
retail pharmacy
post facilities
florist/gifts/toys
private doctor's rooms
private pathology
concessions for mobile vendors
car parking.
There are some Queensland Health guidelines and policies on functional and design
requirements:
• Queensland Health, Food Safety Program: Tool for the Development of a Food Safety
Program for Catering and Retail Premises (2008)
• Queensland Health, Laws Banning the Retail Display of Smoking Products in
Queensland, Requirements for Retailers (2011)
• design approach and considerations required for commercial and retail spaces
• location to be in a publicly accessible area
• security of individual premises to be separate while being within overall context of facility
• design not to include internal fit-out—shell space only will be supplied
• services provision for ICT, power, air conditioning and water supply as per functional
requirements of the space type, for example a café requires exhaust vents
• flexibility of future configuration of space, such as combining two areas into one
• adjacency to outside areas is essential
• location to be based on hours of operation, such as after hours café accessible to public
• provision for naming rights or signage
• provision for delivery of mail.
7.6
Disaster provision
This facility will have a role in the disaster and post disaster management for the HHS and
local government area. That role in relation to incidents and disaster management will be
determined and agreed during project planning.
Minimum facility design requirements to support disaster management are:
• a designated emergency operations centre in a large meeting room no less than 40m2
• a designated backup emergency operations centre in an alternative location
− capacity to manage contaminated patients and staff outside the emergency
department prior to being moved into the facility as per AusHFG
• surge capacity to triage and treat patients outside the emergency department
• ability to lock down the emergency department for a chemical, biological or radiological
event
• emergency vehicle access to the facility site especially the emergency department
• a landing area to provide air access to the site, such as helipad or car park area
• capacity to operate autonomously for 48 hours. Provide detail of how essential services
including water quality will be maintained in the event of a disaster.
Features of the emergency operations centre to include:
• capacity to satisfy Australian Emergency Management requirements
• ability to directly access communications and bed management systems for the whole
facility
• be adjacent to office areas and staff amenities, centrally located within the building and
above ground floor level
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high level of redundancy for data and voice communications with two dedicated and
switchboard independent outside lines
data and voice ports to be pre-configured and labelled for use
storage for communications equipment, fax and copying facilities, stationery and up to
date copies of the relevant disaster plans for the HHS.
7.7
Environmental services
The environmental services department will provide all facility cleaning services with the
exception of periodic deep clean of designated areas and cleaning of retail and commercial
areas.
7.8
Food services
The food service will provide food and beverages to inpatients and outpatients of the facility.
The food service will be a combination of fresh and frozen meals.
Retail outlets will provide hot and cold food and beverages to staff and visitors to the facility.
7.9
Infection prevention and control
Infection prevention and control requirements are as per the Queensland Health Prevention
and Control of Healthcare Associated Infection (HAI) Policy, the HHS policy and procedures
and the AusHFG infection control requirements.
The specific design elements that are required to facilitate these infection prevention and
control practices must include:
• providing safe water quality including sufficient residual disinfectant to prevent microbial
contamination in the water supply systems
• sensor taps are to be provided in clinical areas as well as at the entries to
units/departments
• hand basins are to be provided as per the AusHFGs as follows:
− ‘clinical’ standard hand basins defined as have non-touch electronic taps and
minimum splash design, to be located in all bedrooms, utility rooms and treatment
spaces
− clinical hand basins to be located at entrances of units and in corridors with a small
shelf above to place items while cleaning hands
− hand basins not to be fitted with overflow valves
• use of visual prompts/signs/aids to remind and direct staff and visitors to hand basins
• personal protective equipment (PPE) dispensers to be placed next to all hand basins
• non-detergent hand hygiene rub dispensers must be provided in all clinical units where
there is patient contact and clinical area interfaces
• the AusHFG, Part D: Infection Prevention and Control, as well as the Australian
Standards HB 260–2003 Hospital acquired infections – Engineering down the risk guide
to requirements for isolation rooms
• requirement for control of contagion and infection control is supported by use of standard
single rooms with dedicated ensuite, as well as by use of positive and negative pressure
isolation rooms. All standard and special single bedrooms as defined by the AusHFGs
can function as Class S isolation rooms
• Class P positive isolation rooms are single rooms with a dedicated ensuite. They are
designed to reduce the risk of airborne transmission of infection to susceptible patients
are profoundly immune compromised such as allogenic bone marrow transplant
recipients. This room would be used for oncology and transplant patients. Class P
positive pressure rooms must operate at a pressure higher than the surrounding rooms.
Air exhausted from these rooms does not require filtration
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Class N rooms are single rooms with an anteroom, clinical basin for staff in both
bedroom and anteroom, and access to a dedicated ensuite. Class N rooms are provided
for patients who require airborne droplet nuclei isolation such as varicella or tuberculosis,
through negative pressure isolation.
7.10
Information communications and technology
services
ICT services changes rapidly and the design process must acknowledge continuous
development of policy and the impact it may have on implementation. Reference should be
made to Queensland Health, Health Services Information Agency. Relevant policy and
standards must be applied.
Examples of the whole-of-facility approaches relating to ICT services include but are not
limited to:
• extent of wireless coverage inside and outside buildings and other infrastructure on site
including tunnels
• pneumatic tube system configuration, design and security requirements
• capacity to use passive, active and semi active radio frequency identification (RFID) with
consideration to environmental compatibility and safety issues
• ceiling mounted pendants to house services and medical equipment, their type,
configurations, locations and design requirements
• integrated nurse call system. Consider whether it must be the same system across the
facility and all buildings on site
• audiovisual services—digital or analogue, level of integration throughout facility, range of
uses for example, Telehealth,
• non-clinical/management software applications, such as central booking and scheduling
of space and patient attendances, automated admissions
• digital and automated information displays and wayfinding
• workforce technologies can assist staff to undertake their work safely and in a manner
that also supports their skills and knowledge base. Technologies can assist in the
provision of safe care to our patients by avoiding rework, as well as automating routine
tasks or reassigning them to alternate staff
• the information technologies to be applied facility wide include software for the following:
− drug calculation, dispensing, distribution
− order entry
− access to results
− general distribution and storage systems including goods and services
− just in time supply chain system to the point of use.
Change management strategies are being developed both across Queensland Health and at
HHS level to maximise the opportunities presented by the new facility.
7.11
Linen
All facility linen is supplied and managed through the central linen service with the exception
of specific requirements of some clinical units, such as paediatric inpatients, mental health
and the dementia unit. A limited on site facility laundry will be provided for the needs of these
units.
One patient and family access laundry with one washing machine and dryer will be provided.
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Mail
Incoming and outgoing mail will be managed centrally by administrative services from a mail
room on ground floor which has ease of access. Provision will be made for retailers to
receive their mail separately.
7.13
Medical imaging
Most medical imaging services will be provided from one centralised location with the
addition of two satellite services, one in the emergency department and one in the operating
theatre suite. Services include: general x-ray, ultrasound, fluoroscopy, computed
tomography and magnetic resonance imaging. Mobile x-ray units will be located in the
intensive care unit (ICU), operating theatre suite and in one medical inpatient unit, to provide
a mobile service where required.
A networked radiology information system and picture archiving and communication system
will manage data collection, retrieval and reporting throughout the facility. X-ray film viewing
screens are only to be provided in medical imaging (MI) reporting rooms and one in the
emergency department. All x-ray films will be converted to digital media immediately on
presentation at the facility.
7.14
Medication management
The medication management model for the HHS requires a consistent and standardised
comprehensive management approach to be applied throughout the facility. The medication
management service will include the following:
• electronic information systems to manage procurement, storage, medication knowledge,
prescribing
• centralised management of medications
• imprest system in all clinical units in the clean utility including storage of medication
trolleys
• storage of patient medications in individual bedside or other in room lockers
• provision for the safe storage and easy access by patient to their own medications
• both in-ward discharge dispensing and private space for discharge medication training at
pharmacy to facilitate pharmacist involvement throughout the patient stay
• capacity for future pharmacy automation systems.
7.15
Patient flow
The following principles apply to the whole-of-facility patient flows:
• provide access to patients and members of the public without disrupting workflow of
clinical and operational staff
• separate patient and public flows in all clinical units and give preference to separation of
patient and public when transiting between clinical units
• provide a dedicated lift for hotel services including delivery of goods and removal of
waste and dirty linen, and delivery of food and clean linen
• no access for patients and public to any back of house areas
• preference to be given for ‘back of house’ pathway for the deceased
• for specialist units:
− interventional suite requires separation of dirty and clean flows
− provide a peripheral area for arrival and de-boxing of goods for interventional suite
− provide a dedicated staff entry to units including: interventional suite, intensive care,
coronary care, medical imaging and emergency department dedicated entry.
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Patient safety and quality
The design of the facility will support patient safety and quality through the following:
• use of modular design
• standardised location of equipment, technology, supplies and room layout
• reduce ambient and specific noise sources
• visibility of patients to staff
• design to minimise patient falls, such as unobstructed corridors and space around
patient bed
• immediate accessibility to information particularly that needed for decision making, close
to the point of service
• use of adaptive systems that will allow introduction of future technology and ICT systems
• ensure high indoor environment and safe water quality.
7.17
Pneumatic tube system
The facility is to include a pneumatic tube system (PTS) to enable cylindrical containers to
be propelled through a series of tubes to key locations around the facility. Small bore PTS
(around 160–300mm diameter) will distribute pharmaceutical goods, specimens and the like.
All clinical and clinical support departments/units will have stations. The following units must
have dedicated point to point transfer:
• emergency to pathology
• intervention suite to pathology
• intensive care unit to pathology
• birthing suite to pathology.
7.18
Room configurations and percentage of single
rooms
The minimum target percentages for general acute and sub-acute (non-specialist) inpatient
room configurations are as follows:
Single rooms
Double rooms
Quad rooms
60 per cent
20 per cent or as clinically required
20 per cent or as clinically required.
The percentage of single rooms includes positive and negative pressure isolation rooms.
Each single room will have a dedicated ensuite and will be designed to facilitate:
• patient privacy and dignity both physical and communication
• patient control of viewing windows
• acoustic privacy
• reduced incidence of hospital acquired infections
• reduced incidence of patient falls through ease of direct access to the ensuite, space for
two staff to assist a patient to the ensuite, provision of adequate space around the bed
for transfer and a direct line of sight from the bed to the ensuite
• ease of access from both sides of the bed when up to four people may be in the room
• capacity for family and carers to stay overnight where appropriate
• capacity to provide treatment and therapy at the bedside
• visibility of the patient’s head from the corridor
• access to outdoor spaces
• ability to turn double rooms into single rooms.
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Security
While the philosophy of the HHS is that both management and staff must take joint
responsibility for protecting themselves and others, the design approach and built
environment plays an important role in safety of staff, visitors and patients.
A security risk assessment process must be applied to this project using ‘security by
environmental design considerations’ and crime prevention through environmental design
principles and other methodologies.
Functional areas that have specific requirements for security services and secure design
features are:
• emergency
• helipad
• mental health unit
• pharmacy
• operating room suite
• women’s and children’s services
• mortuary
• aged acute (psychogeriatric) mental health unit.
7.20
Shared space approaches
There are instances where taking a communal or shared approach to the use of space, is
more efficient and promotes better use of space overall. A communal approach is one in
which the spaces are not owned by a specific department or unit, and may be used by any
unit that would normally occupy similar spaces. This is facilitated by using a central booking
system. The following are types of spaces which will be shared in the facility:
• waiting and reception areas for ambulatory services
• ambulatory consult and treatment rooms
• education and teaching rooms, facilities and spaces
• meeting and conference rooms
• staff amenities with the exception of units secured on a 24 hour, seven day basis, such
as operating theatre suite.
7.21
Staff amenities
In general, staff amenities will be co-located as much as possible to avoid duplication and
inefficiency. Access to staff amenities including toilets, showers, change rooms and lockers
will be supplied as per the regulatory requirements and on the basis of Queensland Health
policy for all staff. Notwithstanding provisions of industrial agreements, lockers will be
provided on a shift share basis and will not be allocated to individuals.
7.22
Telehealth
The facility network will be designed to provide for use of Telehealth technologies throughout
the facility in a variety of settings. Telehealth equipment and operation will be managed as
part of the ICT service and will be available to all services and units as required.
7.23
Transport and access of patients, staff and visitors
Design will give consideration to facilitating the easiest pathway and wayfinding from public
transport to the main entry and emergency department.
In the driveway outside the main entry and emergency department, provision must be made
for:
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drop-off and pickup short term parking
volunteer patient transport services, both car and minivan, short-term parking
taxis.
7.24
Visiting hours
Visiting hours for the facility will be X to X in the morning and X to X in the
afternoon/evening. Clinical units that may vary visiting hours on an as needs basis are
intensive care unit, special care nursery, maternity and paediatric inpatient units.
Design must always provide the capacity to manage visitors on the basis of patient condition
and preference.
Generally visitors will have the ability to stay overnight. However intensive care unit, special
care nursery, and maternity and paediatric inpatient units will have dedicated, but limited
facilities for visitor overnight stay. Alternative non-facility provided overnight stay
arrangements will be available.
7.25
Waste management
All aspects of waste throughout the facility will be managed by the HHS operational services
department within policy, standards and procedures.
The following principles apply to waste management:
• preference for ‘back of hours’ routes for all waste removal including clean, contaminated,
and hazardous wastes
• provision is made for removal, transit and storage of hazardous wastes using specialist
equipment.
7.26
Occupational health and safety
Occupational health and safety (OHS) requirements are outlined in Queensland Health
policies including the Occupational Health and Safety Policy (2012) and Implementation
Standard for Occupational Health and Safety Risk Management (2012). In addition, there
are numerous Queensland Health guidelines, protocols and implementation standards as
well as HHS policy and procedures.
Design must have the safety of staff and patients as a prime objective.
Specific design requirements include:
• integration of OHS outcomes into all aspects of design to minimise illness, injury and
damage to property
• incorporation of a risk management approach to design, through hazard identification
and reduction, risk assessment and control processes
• design features that specifically mitigate known risks including:
− falls, slips and trips
− hazardous materials handling
− needle stick and body fluid exposure
− radiation hazards
− patient handling
− manual handling
− violence within facility boundaries
− occupational stress
− shift work and fatigue.
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Workstations and office accommodation
Workstations and office accommodation will be provided as per the Queensland Health
Workplace and Office Accommodation Guidelines.
Core facility wide administrative functions, such as general, nursing and medical
administration, finance and human resources will be co-located in one location with all
necessary support services.
Provision will be made for centralised general administrative functions, workstations and
offices in one location for clinicians who work across the facility and to provide flexibility of
use into the future.
Office accommodation will not be provided more than once per eligible individual.
For identified clinical staff, workstations and offices will be located within or adjacent to
clinical areas where possible. The primary design objective, however will remain as the
efficiency of clinical departments.
Offices will be provided as summarised in
Table 7.
Table 7: FDB facility workstation and office provisions
Office resident
Configuration
Office size
Board chair
Dedicated
18m2
Health Service Chief Executive and senior
executive of HHS
Dedicated
18m2
Executive member of HHS
Dedicated
15m2
Service director
Dedicated
12m2
Pathologist offices, includes 3m2 for
microscope
Dedicated
12m2
Staff specialists/senior clinician including
medical department heads
Dedicated
9m2
Nursing directors
Dedicated
9m2
HHS senior nurses
Dedicated
9m2
Nurse unit managers with supervisory
responsibilities
Dedicated
9m2
Business managers with supervisory
responsibilities
Dedicated
9m2
Shared 2 persons
12m2
Shared 3 persons
15m2
Shared 4 persons
20m2
Open plan workstations
Dedicated
workstation
5m2
Hot desks
Shared
workstation
4m2
Various shared office
NB: Table contents are example only
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Design of workstations and offices will be modular and repeatable, meaning that there will be
one set of options available for application across the entire facility.
Open plan workstations will be provided where possible.
Where open plan areas are provided, adjacent meeting rooms must be provided.
Maximum access to natural light and windows must be afforded to all open workstation and
office residents.
Office support functions such as multifunction devices must be located within easy reach of
all staff.
Non-installed window treatments must not be used.
Where hot desks are located, easy access to lockers must be provided.
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8.1
FUNCTIONAL DESCRIPTION AND
RELATIONSHIPS
Functional areas
Functional areas or zones are all of the areas within a health planning unit, clinical support or
non-clinical support service, such as a health planning unit may include the following:
• main entry, reception, clerical area
• assessment, procedural area
• staff offices, administrative and management area
• staff amenities area
• inpatient area, including outdoor areas.
8.2
Nature of functional relationships
Functional relationships are defined throughout the brief to describe the co-dependencies
and interdependencies of areas within the facility as a whole, and of individual functional
planning units, clinical support and non-clinical support services. Certain relationships are
required to determine the configuration of the facility. Key functional relationships to services
and units are provided to describe the internal and external physical relationship of functions
and the flow of movement.
The basic form of the facility includes the following functions:
• inpatient functions
• outpatient, ambulatory functions
• diagnostic and treatment functions
• administrative functions
• service functions, such as food and supply
• research and teaching functions.
8.3
Specification of functional relationships
The specification of the flows and access for functional relationships has been classified
using the terms, symbols and definitions summarised in
Table 8.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 27 Queensland Health Capital Infrastructure Requirements‐2nd edition Table 8: Functional relationship classifications, symbols and definitions
Access
Immediate
(<1 minute)
Line Type
Definition
Indicates a required adjacency, being the
shortest direct, horizontal route.
The route must be an unimpeded.
Door to door travel time between the two areas
or services identified as having an ’immediate’
functional relationship must not exceed one
minute.
Direct
Being a direct horizontal or vertical route.
(<2
minutes)
The route must be an unimpeded.
Ready
Being a horizontal or vertical route.
(<5
minutes)
Door-to-door travel time between the two areas
or services identified as having a ’ready’
functional relationship must not exceed five
minutes.
Routine
Being a horizontal or vertical route.
(5 or >
minutes)
Door-to-door travel time between the two areas
or services identified as having a routine
functional relationship with access five minutes
or greater.
Door to door travel time between the two areas
or services identified as having a ‘direct’
functional relationship must not exceed two
minutes and there must be minimal corner
turns between the two areas or services.
The terms in the table have the following meanings:
• horizontal means on the same floor of the facility
• vertical means via a lift or stairs within the facility
• travel time means the travel time achievable at an average walking pace of 5 km per
hour
• unimpeded route means travel between areas or discrete services are not obstructed by
security doors; do not require travel through busy or crowded areas, do not require
movement between different buildings; allow for unrestricted movement of a critical
patient, biomedical equipment and accompanying staff.
Whole-of-site functional relationships are summarised in Figure 2.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 28 Queensland Health Capital Infrastructure Requirements‐2nd edition Figure 2: Whole-of-site relationships
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 29 Queensland Health Capital Infrastructure Requirements‐2nd edition 9.
9.1
WORKFORCE
Current and projected
As of 20XX the total current workforce for the facility is XXX staff representing XXX FTE.
Future staffing numbers will change dependent on the model of care, increasing number and
configuration of beds and other patient spaces.
The HHS is aware of the need for redesign of health workforce roles and has participated in
role redesign implementation, such as advanced nursing roles, physician assistants,
anaesthetic assistants and lifestyle coordinators.
The key focus of the HHS model of care is the patient-centred approach. To support the
implementation of the patient-centred approach the facility design must facilitate a greater
staff focus on direct patient-care and less on the administrative tasks that take them away
from the patient. To enable greater patient focus:
• the management of documentation and records must be able to be undertaken in or near
the patient bedroom
• requirements for patient-care, such as information, test results, order entry, medication,
linen and general supplies must be available in the patient bedroom or be stored in a
manner that does not take clinical staff away from the patient
• physical design must also allow for staff-staff interaction as well as patient-staff
interaction as clinical team interaction is crucial to the provision of appropriate and safe
care.
Workforce planning is predicated on the application of new technologies that will assist staff
to undertake their work safely in a manner that supports their skill and knowledge base.
To meet health service activity projections, it is estimated that the workforce will need to
grow over the next XX years (or between 2012 and 20XX) as follows:
• Administrative, management
XX%
• Facility management
XX%
• Health practitioners
XX%
• Medical
XX%
• Nursing
XX%
• Operational
XX%
• Technical
XX%
9.2
Clinical, clinical support and non-clinical workforce
profile
The current and projected whole-of-facility workforce profile by FTE and number of people is
summarised in detail in Table 9.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 30 Queensland Health Capital Infrastructure Requirements‐2nd edition Table 9: FDB facility clinical, clinical support and non-clinical workforce profile
Whole of facility Staff Profile
Type
Classification
1.00
Current
no
people
1
Medical
Senior staff
L29
specialist
Staff specialist
L26
Senior registrar
L13
Registrar
L4
Resident medical
L2
officer
Intern
L1
Subtotal
Health practitioner
Subtotal
Professional stream
Subtotal
Technical stream
Subtotal
Operational stream
Subtotal
Dental
Subtotal
Building engineering and maintenance
HBEA
Engine driver
Apprentice
Subtotal
Management/administrative
Subtotal
Non Queensland Health service providers
Ambulance
officers
Police officers
Volunteers
Subtotal
TOTALS
106.80
150
Nursing
Grade 12
Current
FTE
Projected
FTE 20XX
Projected
no people
20XX
Sub total
9.3
Impact on design
Provision must be made for the projected increased workforce FTE and staff numbers in
terms of the following:
• Car parking
• staff amenities—at unit level and overall throughout the facility
• security—access management
• sign on areas.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 31 Queensland Health Capital Infrastructure Requirements‐2nd edition 10.
ACCOMMODATION BRIEF
The following table is a summary of area requirements for each of the departments/units
provided in example chapters. Allowance is made for associated functional units and spaces
such as outdoor enclosed areas which might be included in scope.
Table 10: FDB facility accommodation brief
Service area
Inpatient areas
General surgery Inpatient
Unit (IPU)
Total
Emergency service
Total
Perioperative
Total
Outpatients
Total
Day areas
Total
Imaging modalities
Room/space type
High acuity and acute recovery beds
ICU/CCU/NICU beds
Mental health beds
Number
30
-
Diagnostic assessment unit–patient bays
Trauma and resuscitation–patient bays
Observation–patient bays
Treatment area–patient bays
-
Operating rooms
Procedure rooms
Recovery bays
Interventional imaging–cardiac catheter
Interventional imaging–MRI
Endoscopy procedure rooms
-
Generic consulting rooms
Generic treatment rooms
Specialist rooms
-
General day beds
Renal beds
Cancer beds
Day surgery
-
General X-ray and fluoroscopy
CT
MRI
Ultrasound
OPG
Gamma cameras
Mobile X-ray
Cardiac catheter laboratory
Vascular procedure room
5
2
1
4
1
5
1
1
Total
Functional unit
Production kitchen
Car park–basement, covered and uncovered
Central energy facility
Childcare centre
Outdoor enclosed space
Input parameter
350 [email protected]% occupancy x 3 meals/day
N/A
N/A
N/A
400m2
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 32 Queensland Health Capital Infrastructure Requirements‐2nd edition 11.
CLINICAL SERVICE DEPARTMENT/UNIT
EXAMPLE
The following clinical service department/unit content is by way of example only.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 33 Queensland Health Capital Infrastructure Requirements‐2nd edition 12.
ADULT SURGICAL INPATIENT UNIT
The primary purpose of the surgical inpatient unit is to provide suitable accommodation for
the delivery of healthcare services by multidisciplinary teams to admitted patients.
Healthcare services include diagnosis, surgical interventions, treatment, care and education.
The unit also provides a suitable working environment for staff and amenities for families,
carers, visitors, staff and students.
12.1
Scope of service
The unit is a 30 bed adult surgical inpatient unit offering a range of surgical specialties at
CSCF level 4–5. The unit will cater for patients 18 years and older and requiring an overnight
stay in an inpatient environment. The surgical services provided on the unit include:
Specialty/sub specialty
•
General surgery
•
Upper gastro-intestinal
tract
•
ENT
•
Orthopaedics
•
Vascular
•
Urology
CSCF level
4
4
4
4-5
4
4–5
Clinical networking arrangements with other HHS facilities enable access to specialty
surgical services not available on-site. The following networking arrangements have been
established for specialist services:
• neurosurgery, cardiovascular and spinal surgery will be provided at the HHS specialist
facility
• plastics, reconstructive and ophthalmology services will be provided at the HHS general
facility.
Patients assessed as requiring urgent advanced surgical management above the CSCF
level of the service are transferred in accordance with HHS medical retrieval
arrangements—either to the specialist facility or wherever an intensive care unit bed is
available.
Patients requiring rehabilitation will be referred to the rehabilitation inpatient unit. Access to
rehabilitation beds is currently limited and often results in patients spending increased days
in acute inpatient areas. The rehabilitation inpatient unit is planned for the stage two
development.
12.2
Model of care
The unit will provide multidisciplinary case management for acute surgical care for booked
and emergency adult patients. Patients will come from the local planning catchment and
from bordering planning catchments by referral. The patients admitted to the unit will require
a minimum overnight stay with the average length of stay being 2.58 days.
The unit on most occasions will be dedicated for surgical patients. On some occasions
medical patients may need to be accommodated in the unit depending on demand. When
possible, medical patients will be allocated to a dedicated area within the unit. Male and
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 34 Queensland Health Capital Infrastructure Requirements‐2nd edition female patients will be accommodated and separated through single rooms. Multi-bedrooms
will accommodate patients of the same gender where possible.
A patient centred approach will be provided and will require:
• the inclusion of patients and their family/significant other in the planning and delivery of
care. Care planning and patient and family education will commence at pre-admission
• admissions will generally be on day of surgery, with a small number of patients requiring
admission the night before surgery. For example, in cases where there is a pre-existing
medical condition or long travel distances,
• focussing care services around the patient and within their bed area
• providing treatments or therapies either at the patient’s bed or in the unit’s treatment
and/or therapy room
• holistic multidisciplinary care involving integrated healthcare teams including medical,
nursing, allied health, operational and administrative staff
• tailored nursing models of care to suit the needs of the patient and/or cohort of patients
• an integrated model of care across both teams within the facility and primary care
settings, such as emergency department, general practitioners and community settings.
This will include follow up care of patients at high risk of readmission with a focus on
prevention and early intervention to minimise risk
• clinical handover at the bedside, involving the patient in the care process and assisting to
minimise clinical error
• discharge planning for all booked admissions will commence at pre-admission prior to
the day of surgery.
12.3
Workforce of the department/unit
Workforce requirements are detailed in
Table11.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 35 Queensland Health Capital Infrastructure Requirements‐2nd edition Table11: Current and projected workforce requirements for surgical IPU
Department/Functional Unit Staff Profile
Type
Classification
Nursing
Nurse
practitioner
Nurse unit
managers/CNC
Clinical nurses
Registered
nurses
Enrolled nurse
Undergraduate
nurse
Assistants in
nursing
Sub total
Professional stream
Current
FTE
Current No
People
Projected
FTE 20XX
Projected
No People
20XX
Grade 8
1.00
1
1.00
1
Grade 7
1.00
1
1.00
1
Grade 6
Grade 5
5.00
12.00
7
24
5.00
12.00
7
24
Grade 3
Grade 2
15.00
2.00
20
3
15.00
2.00
20
3
Grade 1
1.00
1
1.00
1
37.00
57
37.00
57
L4
1.00
1.00
1
1
1.00
1.00
1
1
OO4
1.00
1.00
1
1
1.00
1.00
1
1
L3
1.00
1.00
Subtotal
Non Queensland health service providers
Volunteers
N/A
Subtotal
TOTALS
40.20
2
2
1.00
1.00
2
2
40.2
65
Subtotal
Operational stream
Subtotal
Management/administrative
Legend
FTE
FT
PT
N/A
12.4
4
65
Fulltime equivalent
Full-time
Part-time
Not applicable
Policies impacting on built environment
All facility wide policies impact on the surgical inpatient unit and there are no other specific
policies that impact directly on the surgical inpatient unit.
12.5
Operational description
The design of the inpatient unit will facilitate the operational practices of the facility. These
are detailed below.
Hours of operation
The inpatient unit remains open 24 hours per day, 365 days of the year. Elective surgery
ceases for four weeks over the Christmas period, resulting in reduced activity in the inpatient
unit. The surgical inpatient unit activity is directly impacted by the hours of operation in the
operating theatre suite, as outlined below:
• operating theatres are open 24 hours per day, 365 days of the year
• elective surgery 7 am–4 pm, Monday to Friday
• emergency surgery 4 pm–12 am
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 36 Queensland Health Capital Infrastructure Requirements‐2nd edition •
•
on-call emergency surgery 12 am–7 am
weekends 7.30 am–12 pm.
Hours of operation impacting upon the inpatient unit are likely to expand, due to an increase
number of operating theatres, and growth in operating theatre and procedural activity.
Access
The unit will have two access points, one for staff and one for visitors. After hours access to
the unit will be controlled through proximity swipe cards.
Patients
Admissions will be via the following:
• booked admissions will mostly be through the day of surgery admissions unit (DOSA) on
the day of surgery
• direct ward admissions will be limited to transfers from other facilities
• admissions will be accepted from emergency department
• transfers from intensive care unit will occur on a routine, urgent or emergency basis.
Patients will be allocated a bed based on clinical need.
Patient care will be provided within the patient’s bedspace in most instances. A high
proportion of patients will be aged 65 years or older, many of whom will have co-morbidities
and some may be confused or have dementia. The inpatient environment also needs to
support the management of patient who may be confused or wandering.
Patients will have access to a shared lounge area within the unit.
The unit will have therapy/consultation and treatment spaces for unit patients.
Staff
There will be a central reception and staff station next to the unit entrance from which
dedicated unit administration staff will work. Administration staff will provide overview of the
unit entrance, reception duties, records management, patient admission and discharge
processes and filing.
Dedicated unit staff will require a secure property bay area for storage of personal
belongings behind a staff controlled perimeter. Staff change rooms will be centralised within
the facility.
The nurse unit manager will have an office in the unit for accessibility to staff, visitors and
patients.
While the nursing model may change over time, at opening it is planned that nursing staff will
be allocated to a group of patient rooms throughout their shift. Nursing shifts will be a
combination of 8.5, 10 and 12 hours.
Visiting staff to the unit, such as medical and allied health will work across the entire unit and
will need access to collaboration space and a temporary workspace.
Allied health staff will use the therapy room frequently throughout their shifts primarily
between 7.30 am and 6 pm.
Wards persons assisting in patient care, and technical staff providing equipment
maintenance, will routinely access the unit.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 37 Queensland Health Capital Infrastructure Requirements‐2nd edition Staff meal breaks will be taken outside the unit in the staff amenity area or commercial
facilities.
Visitors
Visiting hours will generally be between 8 am and 8 pm but will be extended to 24 hours for
relatives and careers of critically ill or dying patients. At all times visiting will be in
accordance with patient condition, preference and unit safety.
Visitors will not have access to any staff areas within the unit.
All visitors will take universal infection control precautions, including hand washing and use
of disinfection products in all patient rooms including isolation rooms.
Education
Provision needs to be made for access to continuing education and relevant professional
development for medical, nursing, allied health, administrative, support staff and students.
A multipurpose meeting room with access to a phone, computer and video screen
functionality is required within the department for the following activities:
• staff meetings, training and education
• student education room
• patient education.
Information and communications technology
Trained staff will access integrated clinical information systems, including imaging,
pathology, and electronic health record systems at the bedside, write-up bays, staff station,
staff base and clinical handover/staff collaboration room.
Nursing staff will utilise a clinical handover/collaboration room for shift handover. The total
number of staff at shift handover will be equal to that of the two shifts For example the
afternoon handover will comprise of staff on the morning shift and the afternoon shifts.
The clinical handover/collaboration room will be equipped for education and training and inservice activities.
The nurse call system will be integrated into the facility network.
Clinical support services
Pathology
The unit must have access to a pneumatic tube system for clinical samples and blood
products. The visiting phlebotomy service to the unit will use the pneumatic tube system.
Pharmacy
Patient medications will be stored in a dedicated lockable storage unit in close proximity to
their bedroom area. Other medications will be secured in a lockable clean utility room with
secure card access.
Non-clinical support services
Individual patient meals will be received directly to the unit on trolleys. Space to store food
trolleys during meal times is required.
Drinks and snacks will be accessible from a beverage bay throughout the day and evening.
A small kitchenette will have provisions for storage of snacks and beverages.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 38 Queensland Health Capital Infrastructure Requirements‐2nd edition Equipment and materials
A large proportion of the ward medical equipment will be accessible from the centre
equipment store located outside of the unit.
Storage for general and equipment stores will be required within the unit as per the AusHFG
standards.
Consumables supply will be delivered by supply staff directly to the unit into the allocated
store room.
Information and communication
Telemetry from the surgical inpatient unit to the intensive care unit for cardiac monitoring is
required.
There is to be provision for one fixed PC per two beds and a fixed PC in the clean
utility/medication room.
There is to be one mobile PC per four beds and full wireless connectivity in treatment and
office areas.
There needs to be an increase in printers to allow patient education/patient information on
discharge to be provided. Printers need to be accessible from each patient pod on the unit.
Waste
Provision for separate general, contaminated and recycled waste needs to be made in each
room/multi-bedroom.
12.6
Functional relationships
The 30 bed surgical inpatient unit configuration will be as follows:
• 18 single bedrooms with non-shared ensuite comprising of:
− one single class N isolation room with anteroom
− two single bariatric rooms
− 15 standard single bedrooms
• two double bedrooms with shared ensuite
• two quadruple bedrooms with shared ensuite.
Figure 3 sets out the key external relationships for the surgical inpatient unit. The unit
must achieve the functional relationships set out below.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 39 Queensland Health Capital Infrastructure Requirements‐2nd edition External relationships
Figure 3: Relationship of areas/units external to the surgical inpatient unit
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 40 Queensland Health Capital Infrastructure Requirements‐2nd edition Internal relationships
Figure 4: Relationship of areas within the surgical inpatient units
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 41 Queensland Health Capital Infrastructure Requirements‐2nd edition 12.7
Staging of built capacity
The surgical inpatient unit must have convenient access to a covered patient drop off area
for ambulances and the public for when patients are being admitted and discharged.
12.8
Future service developments and innovations
Future service developments and innovations to be accommodated include:
• provision for eHealth integration. This includes patient point of care terminals in each
single room and one for each bed in a multi-bedroom
• provision for scanning devices to be accessible throughout the unit
• hand held devices that require docking stations, GPOs and data points
• capacity for future patient bedside access to the internet.
12.9
Specific design requirements
The design will be consistent with the elements described in the AusHFG with specific
design considerations as summarised below.
General
The design of the surgical inpatient unit is to convey a patient centred healing environment
with welcoming surrounds.
The unit is to be designed for patient and staff safety, bariatric care and be an ‘elder friendly’
environment. The requirements include:
• continuous coloured floor coverings
• non-slip floor coverings in wet areas
• a nurse call system with ease of operation
• low level lighting in corridors
• large font clocks
• hand basins in ensuites to be at a height to accommodate wheelchairs/shower chairs
• space for walking aids around bed areas
• communal spaces to be used for patients to socialise, a meal area and patient lounge.
Natural light and views from patient rooms to be maximised.
The design of the unit is to be standardised with the other inpatient units throughout the
facility to assist staff to orientate to the clinical environment.
The design of each pod within the unit is to support flexibility of nursing allocation and bed
management to enable clear visibility when working across two areas. This will ensure areas
can
• be managed efficiently during periods of low activity
• accommodate medical patients in a designated area in times of high demand.
One negative pressure (Class N) isolation room is required in the unit with clear patient
visibility into the room from the corridor and also the anteroom.
The patient bed area must provide appropriate space for the carers and relatives.
Patient privacy must be achieved and balanced with maximum visibility into the patient
bedrooms from the corridors and nursing/staff stations.
Architectural and building
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 42 Queensland Health Capital Infrastructure Requirements‐2nd edition Mobile equipment, linen and resuscitation bays must be located in the unit and positioned in
the same layout as other IPUs throughout the facility.
Ceiling mounted lifting devices are to be included in the isolation room and specialling rooms
within the unit. They are to be capable of lifting 350 kg. The ceiling tracks must be positioned
over the bed and into the ensuite.
Bedrooms, bedhead and ensuites
• The unit consists of two multi-bedrooms accommodating four patients with the remaining
configuration of beds contained within single rooms.
• All beds require direct access to an ensuite shower/toilet or separate shower and toilet
compartment.
• Larger super ensuites are provided for bariatric patients.
• There will be a standard bedhead with services such as nurse-call, light and telephone
accessible to patients on one side. There will also be services such as medical gases
and emergency call accessible to staff only on the other.
Infection control
• Infectious patients or those requiring protective isolation will be nursed in single rooms.
• One (Class N) negative pressure isolation room will be located within the unit with PPE
area and ensuite.
• All patient-care and utility rooms will be equipped with general staff hand basins (Type
B). Generally staff should not be more than 10 –12 metres from a hand basin.
• Gel and glove dispensers will be located in all patient-care areas and utility rooms.
• Materials used in the furnishings of the unit must meet infection control standards.
Building and information and communication technology services
• An audiovisual intercom must be provided for after hours access to the unit. The system
is to be linked to all staff bases to enable communication with the public and to provide
remote access into the unit through an automatic release door mechanism.
• Videoconferencing service capability is required in the staff collaboration/education
rooms.
Communication and security
• Card operated telephones will be beside each patient bed. Telephones for staff will be
located at all staff bases and administrative areas as well as offices on the wards.
• Clinical information systems will be accessible from all staff bases, offices, treatment
areas, interview rooms and education/meeting rooms. In the future, access will be via
patient entertainment systems and mobile devices.
• Patient call system will provide the following call components: patient to staff, staff to
staff and emergency to staff. The call points will be at every patient bed, ensuite,
treatment room and patient lounge.
• Staff working in the unit are to have access to duress alarms at all workstations.
Waste
• A dirty utility room will be required in an accessible location away from public and
administration areas.
• Waste management should be in accordance with AS/NZS 3816 and as detailed in
AusHFG, Part D.
An outdoor enclosed area is required for recreational and therapeutic purposes. This area
will be shared with four other inpatient units.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 43 Queensland Health Capital Infrastructure Requirements‐2nd edition 12.10
Schedule of accommodation
The following table summarises the surgical inpatient schedule of accommodation. This is not a comprehensive summary and is by way of
example only.
Table 12: Surgical inpatient unit schedule of accommodation
Y
15
x 15
Subtotal
of briefed
area m2
= 270
Y
15
x1
= 15
Y
Y
6
5
x1
x 15
=6
= 60
1 bedroom –special
Y
18
x2
=36
ENS-SP
ensuite –super
Y
6
x2
=12
30014
2 BR-ST
2 bedroom
Y
25
x2
=50
30016
4 BR-ST
4 bedroom
Y
42
x2
=84
30020
BBEV-OP
bay beverage
Y
4
x1
=4
1-2 staff
1 patient, 1-2
staff
1 patient, 1-2
staff
1 patient, 1-2
staff
1 patient, 1-2
staff
1 patient, 1-2
staff
1-2 staff
30039
30043
DTUR-12
OFF-S9
Y
Y
12
9
x1
x1
= 12
=9
2 staff
1 staff
see standard room
see standard room
30046
STEQ
dirty utility
office – single
person NUM
store – equipment
Y
20
x1
= 20
4 staff
see standard room
Room
tag
Room
code
Room name
3000
1 BR-ST
30010
1 BR-IS-N
30012
30050
ANRM
ENS-ST
1 bedroom–
standard
1 bedroom –
isolation – negative
pressure
anteroom
ensuite – standard
30006
1 BR-SP-A
30065
Standard
room
Briefed
2
area m
Total
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 44 No of
rooms
2
xxx.0 m
Occupancy
Functional
description
Comments
1 patient, 1-2
staff, 1-2 visitors
1 patient, 1-2
staff, 1 visitor
see standard room
nil
see standard room
nil
see standard room
see standard room
nil
nil
see standard room
bariatric room
see standard room
bariatric ensuite
see standard room
nil
see standard room
nil
see standard room
open bay includes
ice machine
dual access
NUM office plus
clinical personnel
size depends on
equipment stored
and no. of bays
Queensland Health Capital Infrastructure Requirements‐2nd edition 12.11
Summary of changes to model of care
There are no significant changes to the model of care in stage one development that will
impact on design. Relevant facility wide approaches will apply to the surgical inpatient unit
and need to be considered.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 45 Queensland Health Capital Infrastructure Requirements‐2nd edition 13.
CLINICAL SUPPORT SERVICE
DEPARTMENT/UNIT EXAMPLE
The following clinical support service department/unit content is by way of example only.
Section 3 – Specifications and Example Page 46 Queensland Health Capital Infrastructure Requirements‐2nd edition 14.
14.1
MEDICAL IMAGING
Scope of service
The medical imaging service will be a CSCF level 5 service and will provide a tertiary referral
service to other facilities within the HHS. This service will provide radiology including
diagnostic and interventional services for inpatients and outpatients of all facility departments
and units as well as some external referrers. The service will provide 24-hour reporting on
diagnostic tests. Services will be provided on both an elective planned and emergency basis.
The medical imaging department will require the following modalities
Table 13: FDB facility medical imaging modality requirements
Modality
General x-ray
Ultrasound–general and doppler
Computed tomography
Magnetic resonance imaging
Fluoroscopy
OPG
Mobile x-ray–ICU, emergency department, one IPU,
operating room suite plus one
Cardiac catheter laboratory–in the operating room suite
Vascular procedure room–in the operating room suite
14.2
Number
4
4
2
1
1
1
5
1
1
Model of service delivery
The medical imaging department (MI) will operate as the primary centre for the HHS,
supporting services at all other HHS facilities.
While the majority of services will be provided in the department, a mobile service will also
be provided to the intensive care unit, inpatient units, operating theatre suite, mortuary and
antenatal clinics.
A satellite services will operate in the emergency department and the interventional suite
within the operating theatre suite.
It is anticipated that MI will act as a primary centre to the whole HHS for radiology reporting
services.
Interventional radiology procedures will be undertaken in the interventional suite. The
following services are provided:
• radiography including mobile imaging and procedures
• magnetic resonance imaging
• computed tomography
• ultrasound
• fluoroscopy
• dental scanning
• clinical photography
• picture archive and communication system (PACS)
• cardiac angiography
• vascular angiography.
Exclusions from the medical imaging service include:
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 47 Queensland Health Capital Infrastructure Requirements‐2nd edition •
•
mammography
paediatric CT/MRI requiring anaesthesia.
Activities undertaken for training and research are detailed in the education and research
section.
14.3
Workforce of the department/unit
The workforce calculations are based on the following assumptions:
• medical staff numbers include directors, consultants, registrars, residents and interns
providing both direct and indirect care
• nursing staff numbers include nurse managers, educators, clinical facilitators, equipment
nurses, research and data nurses
• health practitioners includes radiographers and sonographers
• administration staff dedicated to the department
• operational staff includes wards persons who are dedicated to the department
• students include medical, nursing and health practitioners on placement
• staff located in satellite imaging areas are included in the workforce table.
Staff both current and future projected to 20XX is detailed in Table 14.
Table 14: FDB facility medical imaging workforce requirements
Department/Functional Unit Staff Profile: Imaging
Type
Classification
Nursing
Nurse unit
managers/Clinical
nurse consultants
Clinical nurses
Registered nurses
Enrolled nurses
Undergraduate
nurse
AINs
Sub total
Medical
Staff specialist
Staff specialist
Subtotal
Health practitioner
Projected
FTE 20XX
Projected
No People
20XX
1.00
1
1.00
1
Grade 6
Grade 5
Grade 3
Grade 2
3.00
12.00
12.00
1.00
5
16
15
3
3.00
12.00
12.00
1.00
5
16
15
3
Grade 1
3.00
32.00
1
41
3.00
32.00
1
41
L26
L22
5.00
12.00
17.00
5
12.00
17
5.00
12.00
17.00
5
12
17
HP6.2
HP5.4
HP4.3
HP3.2
HP2.1
1.00
10.00
25.00
12.00
10.00
56.00
1
10
30
15
10
67
1.00
10.00
25.00
12.00
10.00
56.00
1
10
30
15
10
67
OO4
OO5
10.00
5.00
15.00
10
6
16
10.00
5.00
15.00
10
6
16
L6
L4
1.00
3.00
1
3
1.00
3.00
1
3
Subtotal
Management/administrative
Page 48 Current
No People
Grade 7
Subtotal
Operational stream
Section 3 – Specifications and Example Current
FTE
Queensland Health Capital Infrastructure Requirements‐2nd edition Department/Functional Unit Staff Profile: Imaging
Type
Classification
Current
FTE
L3
Subtotal
Non-Queensland Health service providers
Students
Subtotal
TOTALS
Legend
FTE
FT
PT
N/A
14.4
Current
No People
Projected
FTE 20XX
Projected
No People
20XX
10.00
14.00
15
19
10.00
14.00
15
19
3.00
3
3.00
3
3.00
137.00
3
163
3.00
137.00
3
163
Fulltime equivalent
Full-time
Part-time
Not applicable
Policies impacting on built environment
There are a range of policies, standards and legislation impacting on the medical imaging
built environment. Some of these include and are not limited to:
• Relevant legislation includes the Queensland Radiation Safety Act 1999, Radiation
Safety (Radiation Safety Standards) Notice 2010 and Radiation Safety Regulation 2010.
Queensland Health Occupational Health and Safety (OHS) Policy, and Implementation
Standard for Security Risk Management and Asset Protection.
14.5
Operational description
The operational practice of the medical imaging department and satellite services will be as
follows:
Hours of operation
Radiology reporting service to emergency department and intensive care unit will be
provided on a 24-hour, seven days a week.
Medical imaging department will operate from 7 am to 7 pm.
The satellite service to the interventional suite will operate from 8 am to 6 pm, Monday to
Friday and on an emergency basis.
Mobile services to inpatient units and outpatients clinics will operate from 8 am to 8 pm,
Monday to Friday.
A limited after hour’s service will be provided between 7 pm to 7 pm.
Patient flow
All inpatients will be registered by reception.
Inpatients may arrive on beds, trolleys, wheelchairs or on foot through the inpatient only
entrance.
Inpatients will be accompanied by a clinical staff member.
Inpatients will be taken directly to the modality sub waiting area or to the scanning room
dependent on their condition and urgency of procedure.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 49 Queensland Health Capital Infrastructure Requirements‐2nd edition Inpatients on trolleys and beds will always travel on a separate pathway to the general public
and be placed in an area with privacy screening.
Outpatients will arrive via the reception area and will either wait in the general waiting room
or once directed to a modality waiting area.
After hours all patients will be escorted within the department.
Staff flow
Staff will arrive in the medical imaging department through dedicated secure staff entries
which includes at least one entrance with direct access to staff amenities and adjacent
offices.
Staff providing mobile services will be stationed within medical imaging department and will
travel to and from the department as required.
Satellite service staff will have the medical imaging department as their primary base and will
be rostered to the satellite as required.
Visitor flow
Visitors will be restricted to the reception and general and sub wait areas.
Parents and carers of paediatric patients will be allowed to enter clinical areas under
supervision.
Other flows
Clinical and non-clinical support services and flows are as per the AusHFG.
Equipment must be capable of being maintained, repaired and replaced without undue
interruption to service delivery. In particular, large equipment items such as MRIs must be
able to be moved without damage to structures and other assets.
Section 3 – Specifications and Example Page 50 Queensland Health Capital Infrastructure Requirements‐2nd edition 14.6
Functional relationships
External relationships
Figure 5: External functional relationships—medical imaging
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 51 Queensland Health Capital Infrastructure Requirements‐2nd edition Macro internal relationships
Figure 6: Internal relationships (macro)—medical imaging
Section 3 – Specifications and Example Page 52 Queensland Health Capital Infrastructure Requirements‐2nd edition Micro internal relationships
Figure 7: Internal relationships (micro)—medical imaging
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 53 Queensland Health Capital Infrastructure Requirements‐2nd edition 14.7
Staging of built capacity
There is no staging required for this department as all modalities will be part of one stage.
14.8
Future service developments and innovations
Recent experience has shown that rapid and continuous change may be expected within the
medical imaging modalities and service. Interventional and therapeutic options are growing
and will continue to expand. This growth may require special consideration of infection
control, monitoring, outpatients review and resuscitation.
Design must consider future developments and provide flexibility for expansion or change of
modality such as Positron Emission Technology or future MRI capacity.
14.9
Specific Design Requirements
General
The main department waiting area must be adjacent to and in full view of reception. It should
include a children’s play area.
The department layout scheme must provide for separation of patient and staff flows to
protect privacy and confidentiality.
Modalities are to be located adjacently by type.
All procedure rooms will comply with relevant AusHFG requirements including specific
infection control provisions.
Adequate space and services must be provided for storage of mobile equipment bays
throughout the department.
Space for resuscitation trolley bays must be provided next to the patient holding space near
to the staff station.
The department must be designed to facilitate the maintenance and replacement of major
imaging equipment items throughout their anticipated life span without disrupting service
delivery or damaging assets by impacting on the building structure and services. Rooms
housing such equipment must be located to allow easy access and include structural
reinforcement along the routes of travel. Access from the exterior of the building must be
provided for equipment replacement without the need for unplanned structural change.
Provision for future proofing of building services must be considered.
It must be possible to easily move and accommodate beds and trolleys and wheelchairs
throughout the department.
The whole department perimeter will be capable of being secured and controlled from the
reception and staff station.
Digital patient entertainment must be provided in wait areas and clinical rooms.
Section 3 – Specifications and Example Page 54 Queensland Health Capital Infrastructure Requirements‐2nd edition Information and communication technology
All patient data, reports and images will be stored on the radiology information system (RIS)
and picture archiving system (PACS) servers. RIS and PACS servers are to be located in an
ICT dedicated server room within the facility to assure uninterrupted data integrity and
availability. RIS and PACS data will be available on a common network throughout the
facility.
Provision must be made for a mass storage server to facilitate direct link to three
dimensional anatomical imaging. This server may be located in a server room elsewhere
within the facility.
The department must be capable of receiving external telecommunication downloads from
other facilities and remote locations.
High speed links to other HHS facilities, referring facilities in other HHSs and external
referring doctors must be provided.
The quality of monitors will be dependent on the primary purpose for accessing data.
Diagnostic quality dual monitors are provided where qualified staff are usually based and the
number will be based on maximum number of qualified staff working at any one time. At a
minimum they are provided in MI department reporting rooms, one set in the emergency
department and one set in ICU. All other monitors to be of sufficient standard to review and
view images.
Patient areas
The patient holding area must include provision for sedated patients.
Nursing staff must be able to observe all patients easily from a central workstation with
uninterrupted views to all holding bays.
Sub waits are required for general x-ray and fluoroscopy, CT and MRI with ultrasound
sharing a wait area with the adjacent modality.
General x-ray and fluoroscopy rooms
Rooms must be sized appropriately for safe work practices and allow easy movement of
staff and patients. Adjacency of patient toilet and change room is required for fluoroscopy.
MRI and CT Rooms
Cabling in all control rooms must be accessible throughout.
MRI scanners will be a minimum of 3 Tesla.
MRI and CT scanner room design must meet manufacturer and statutory requirements for
the models being installed, including provisions for exclusion zones, radiation shielding and
floor reinforcement, venting for gases, appropriate monitoring and alarms.
Based on the model to be installed, the weight of individual MRIs must be taken into
consideration in designing floor loads.
MRI scanners rooms must include magnetic field shielding from other equipment.
CT and MRI rooms require ceiling mounted shadowless lighting with dimmable lighting
provided in all examination rooms.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 55 Queensland Health Capital Infrastructure Requirements‐2nd edition In MRI magnet rooms, one wall must be an external wall or adjacent to large enough
circulation space for future replacement of the magnet.
Noise attenuation is required for shared control rooms, as well as ability to direct voice to the
correct room with minimal interference of background noise.
Section 3 – Specifications and Example Page 56 Queensland Health Capital Infrastructure Requirements‐2nd edition 14.10
Schedule of accommodation
The following table summarises the medical imaging department schedule of accommodation. This is not a comprehensive summary and is by
way of example only.
Table 15: Medical imaging department schedule of accommodation
Room
tag
Room code
Room name
Standard
room
Briefed
area m2
61000
Wait-30
Waiting
Y
35
61006
RECL-12
Reception
Y
61016
61022
GENXR
PACS Server room
General X-Ray
61034
61036
CHPT
ULTR
61045
No of
rooms
Occupancy
Functional
description
Comments
x1
Subtotal
of briefed
area m2
= 35
25 people
see standard room
12
x1
= 12
2 staff
see standard room
25
seats/wheelchairs
Reception and
clerical area to be
adjacent
Y
Y
12
30
x1
x5
= 12
= 150
Change cubicle – Patient
Ultrasound Room
Y
Y
2
12
x4
x4
=8
= 48
CTPR
CT Scanning room
Y
45
x2
= 90
61047
61049
61053
61096
61104
CTCR
COEQ
PBTR-H-8
MEET-L-30
BPTS
Y
Y
Y
Y
Y
12
12
8
30
1
x2
x2
x 10
x1
x1
= 24
= 24
= 80
= 30
=1
61097
SRM-20
CT Control room
CT Computer room
Patient bay – Holding
Meeting room - Large
bay – Pneumatic tube
station
Staff room
Y
20
x1
= 20
1 patient, 1
staff
1 patient
1 patient, 1
staff
1 patient, 1
staff
2 staff
2 staff
10 patients
6-8 staff
8 -10 staff
see standard room
see standard room
see standard room
see standard room
Non-interventional
procedures
see standard room
see standard room
see standard room
see standard room
see standard room
see standard room
Ssee standard room
xxx.0 m2
Total
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 57 Queensland Health Capital Infrastructure Requirements‐2nd edition 14.11
Summary of changes to model of service delivery
A mobile service may be provided in the future to the antenatal clinic.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 58 Queensland Health Capital Infrastructure Requirements‐2nd edition 15.
NON-CLINICAL SERVICES
DEPARTMENT/UNIT EXAMPLE
The following non-clinical support service department/unit content is by way of example only.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 59 Queensland Health Capital Infrastructure Requirements‐2nd edition 16.
FOOD SERVICES
16.1
Scope of service
The food services department will provide food and beverages to facility inpatients and
outpatients for a 350 bed facility and a limited event catering capacity. A commercial facility
will be available within the facility for patients, staff, visitors and the public and for alternative
event catering.
16.2
Model of service delivery
Facility wide
The facility will have a central food production kitchen on site which will prepare meals from
both fresh and cooked frozen deliveries. Two hot meals per day, lunch and dinner, will be
centrally hot plated for immediate distribution to wards on trolleys with thermal controls.
All inpatient units with the exception of specified units will receive hot plated meals. The
mental health unit, midwifery, psychogeriatric and paediatric IPUs will have hot serving of
meals from bains marie or trolleys.
Hot meals with special dietary requirements will be supplied to patients as required.
Meals and sandwiches will be available to units not receiving a hot meal service. This
includes units that holds patients over meal times and also provided to patients who have
missed meal times.
All inpatient units will have a pantry, stocked by food services, with items for mid meal
beverages and snacks. Trolleys will be stored in the pantry for distribution of beverages.
All central kitchen trolleys, food receptacles, food trays, water jugs, crockery and cutlery will
be returned to the kitchen for cleaning.
A menu management information system which manages all food and groceries
procurement will be in use.
The food service department will have the capacity to store on site meals and food
requirements for the whole facility for a period of two days in case of post disaster.
Production kitchen
All hot meals are to be prepared in the central kitchen. The food service will use a variety of
food types, including special diet items prepared off site and purchased in bulk as well as
fresh foods.
For inpatient units continental style breakfasts will be assembled in the kitchen. The
exceptions to this are mental health unit, midwifery, psychogeriatric and paediatric IPUs
which will prepare breakfasts in the unit.
The kitchen will have the capacity for the preparation of sandwiches, snacks and meals. This
includes: special events, units who don’t receive hot meals or for meals required outside of
normal meal times.
Event catering
The food service department will cater to meetings, functions and events held on site.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 60 Queensland Health Capital Infrastructure Requirements‐2nd edition Facility staff are able to order catering food from either the central kitchen or alternative
commercial suppliers.
16.3
Workforce of the department/unit
Table 16: FDB facility food service workforce requirements
Department/functional unit staff profile: food services
Type
Classification
Current
FTE
Current
no people
Projected
FTE 20XX
Projected
no people
20XX
Health Practitioner
HP5.4
HP4.3
HP3.2
HP2.1
1.00
5.00
1.00
1.00
8.00
1
7
2
2
12
1.00
5.00
1.00
1.00
8.00
1
7
2
2
12
OO9
OO7
OO6
OO5
OO3
OO2
OO1
1.00
2.00
3.60
5.00
15.00
5.00
12.00
43.00
1
3
5
1
3
5
20
6
20
55
1.00
2.00
3.60
5.00
15.00
5.00
12.00
43.00
20
6
20
55
1.00
2.00
1.00
4.00
55.00
1
3
1
5
72
1.00
2.00
1.00
4.00
55.00
1
3
1
5
72
Subtotal
Operational stream
Subtotal
Management/Administrative
L6
L4
L3
Subtotal
TOTALS
16.4
Policies impacting on built environment
Relevant legislation, policy and standards include:
• Queensland Health, Occupational Health and Safety Policy 2012
• Queensland Health, Food and Nutrition Safety, Health Service Directive 2013.
• Food Act 2006
• Australia and New Zealand Food Standards Code
• Queensland Health food services directives and policy
• Hazards Analysis Critical Control Point (HACCP).
16.5
Operational description
Food services will operate from 6 am to 8 pm, 365 days.
There will be three main meal times, breakfast, lunch and dinner and mid meal beverage
times in the morning, afternoon and evening.
An integrated bedside meal ordering system will be provided for patients to order meals,
which will be managed from the central kitchen.
A staff corridor will be provided for access to the central kitchen.
A clean corridor will be provided for transport of meals to inpatient units.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 61 Queensland Health Capital Infrastructure Requirements‐2nd edition Materials and consumables will be supplied on imprest from the materials management
service and stored in the food services store rooms on a ‘just in time’ basis.
16.6
Functional relationships
16.6.1. External relationships
Figure 8: External relationships—food services
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 62 Queensland Health Capital Infrastructure Requirements‐2nd edition 16.6.2. Internal relationships
Figure 9: Internal relationships—food services
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 63 Queensland Health Capital Infrastructure Requirements‐2nd edition 16.7
Staging of built capacity
Once construction is complete this department will be fully operational from day one.
16.8
Future service developments and innovations
Future capacity must be enabled through the integrated food management system, including
ordering, invoicing, food safety and reporting functions.
Capacity must be provided for bar code reading and automated data entry at each bed side
using a wireless network.
Smart cards will be supplied for staff to use at food and commercial outlets and vending
machines.
16.9
Specific design requirements
The following specific design requirements for food services are based on a fresh cook
service solution:
• design must allow for a functional, efficient operational flow incorporating receipt directly
off the food service dedicated loading dock into cold and dry storage areas. This should
be in proximity of preparation, cooking and plating/tray line areas and separate wash-up
area
• there must be sufficient circulation space for the movement of stores and trolleys
• clean and dirty dedicated trolley areas with direct access to a trolley washing bay is
required
• there must be single use packing and waste to be recycled with a minimum requirement
for dishwashing
• there must be a trolley park area sufficient to hold all IPU trolleys at one time
• a storage area with capacity for all meal trays is required
• a number of segregated storage areas including refrigeration, freezer, dry goods and
chemicals are required
• there must be separate storage areas for cooked and raw foods to support safe food
handling
• specific temperature controls must be applied as per the use of certain areas of the
kitchen
• a separate dietary formula area must be provided near the kitchen and will include areas
for preparation and storage. Special requirements include refrigeration and an ICT
support area to print labels
• there must be efficient distribution routes from the kitchen to all patient areas
• main kitchen must have appropriate storage, including cool rooms, freezers, separate
dry and chemical stores and area assembly washing areas. Waste processing must
have ready access to the loading docks and service corridors
• access to a separate de-boxing room
• storage for chemical and non food items as per regulations
• design must comply with all current Queensland Health and food handling guidelines,
including HACCP
• all temperature controlled rooms to have emergency power supply backup
• freezers and cool rooms need to maintain temperature control and be monitored with
recording and alarm system connected to the Building Management System (BMS)
• food production and delivery areas must have secured controlled access points by use of
proximity card or similar with authorised access only. This area must be capable of being
overseen by staff
• support areas must include waste holding area, cleaner’s room and staff amenities.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 64 Queensland Health Capital Infrastructure Requirements‐2nd edition 16.10
Schedule of accommodation
The production kitchen schedule of accommodation will be undertaken by a specialist
kitchen consultant.
16.11
Summary of changes to model of service delivery
There are no specific changes to the model of service delivery.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 65 Queensland Health Capital Infrastructure Requirements‐2nd edition APPENDIX A REFERENCED DOCUMENTS
Referenced standards
The following standards have been grouped as ‘general’ or discipline specific. All designers
are required to adhere to the requirements of the Australian Standards irrespective of
whether these are listed as discipline specific standards or not. The grouping is provided to
assist designers only as a ready-reference.
Category
General
Discipline specific
Communications
Standard
•
Building Code of Australia
•
AS/NZS 1170:2011–Structural design actions–General principles
•
AS 1432:2004–Copper tubes for plumbing and drainage applications
•
AS/NZS 2107:2000–Recommended design sound levels and
reverberation times for building interiors
•
2021:2000–Acoustics–Aircraft noise intrusion–Building siting and
construction
•
AS/NZS 2243.1:2005–Safety in laboratories–Planning and
operational aspects
•
AS/NZS 2243.2:2006–Safety in laboratories–Chemical aspects
•
AS/NZS 2243.3:2010–Safety in laboratories–Microbiological safety
and containment
•
AS 2243.4:1998–Safety in laboratories–Ionizing radiations
•
AS/NZS 2243.5:2004–Safety in laboratories–Non-ionizing radiations
- Electromagnetic, sound and ultrasound
•
AS/NZS 2243.6:2010–Safety in laboratories–Plant and equipment
aspects
•
AS 2243.7:1991–Safety in laboratories–Electrical aspects
•
AS/NZS 2243.8:2006–Safety in laboratories–Fume cupboards
•
AS/NZS 2243.9:2009–Safety in laboratories–Recirculating fume
cabinets
•
AS/NZS 2243.10:2004–Safety in laboratories–Storage of chemicals
•
AS/NZS 2982:2010–Laboratory design and construction–General
requirements
•
AS/NZS 3000:2007–Electrical Installations
•
AS/NZS 3013:2005–Electrical Installations–Classification of the Fire
and Mechanical Performance of Wiring System Elements.
•
AS/ISO 31000 Risk Management
•
AS 3996:2006–Access covers and grates
•
AS/NZS 4187:2003–Cleaning, disinfecting and sterilizing reusable
medical and surgical instruments and equipment, and maintenance of
associated environments in healthcare facilities
•
AS 4260:1997–High efficiency particulate air (HEPA) filters–
Classification, construction and performance
•
AS/NZS 4536:1999–Life Cycle Costing–An Application Guide
•
AS/NZS ISO 31000:2009–Risk Management–principles and
guidelines
•
AS/NZS ISO 14644:2002–Cleanrooms and Associated Controlled
Environments
•
HB 436:2004–Risk management guidelines
•
AS 4970-2009–Protection of trees on development sites
•
AS/NZS 3013:2005–Electrical installations–Classification of the fire
and mechanical performance of wiring systems elements
•
AS/NZS 3080:2003–Telecommunications installations–Generic
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 66 Queensland Health Capital Infrastructure Requirements‐2nd edition Category
Standard
cabling for commercial premises
•
AS/NZS 3084:2003–Telecommunications installations–
Telecommunications pathways and spaces for commercial buildings
•
AS/ACIF S009:2009–Installation requirements for customer cabling
•
AS/NZS 1680.1:2006–Interior and workplace lighting–General
principles and recommendations
•
AS/NZS 1768:2007–Lightning Protection
•
AS/NZS 2293.2:2008–Emergency Escape Lighting and Exit Signs
for Buildings
•
AS/NZS 2500:2004–Guide to the safe use of electricity in patientcare
•
AS/NZS 3003:2011–Electrical installations–Patient treatment areas
of hospitals, medical, dental practices and dialyzing locations.
•
AS/NZS 3009:1998–Electrical Installations–Emergency Power
Supplies in Hospitals
•
AS/NZS 3017:2007–Electrical installations–Verification guidelines
•
AS/NZS 3439:2002–Low-voltage switchgear and control gear
assemblies
•
AS/NZS CISPR 14.1:2010–Electromagnetic Compatibility or
internationally recognized equivalent(s)
•
Standards Australia–Handbook on Electromagnetic Compatibility
Standards and Regulation
•
AS 1221:2003–Fire Hose Reels
•
AS 1603:1998–Automatic fire detection and alarm systems
•
AS 1670:2004–Fire detection, warning and intercom systems
•
AS 1668.3:2001–Smoke control systems for large single
compartments or smoke reservoirs
•
AS 1690:1975–Rules for the safe design, construction and
performance of domestic oil-fired appliances (withdrawn)
•
AS/NZS 1850:2009–Portable fire extinguishers–classification, rating
and performance testing
•
AS 1851:2008–Maintenance of fire protection systems and
equipment
•
AS 2118:2006–Automatic fire sprinkler systems
•
AS/NZS 2293:2008–Emergency evacuation lighting and exit signage
for buildings
•
AS 2419:2007–Fire hydrant installations
•
AS/NZS 2441:2009–Installation of fire hose reels
•
AS 2444:2001–Portable fire extinguishers and fire blankets
•
AS 2941:2008–Fixed fire protection installations
•
AS 4118:1996–Fire Sprinkler system components
•
AS 4428:2002–Fire detection, warning, control and intercom
systems - control and indicating equipment
•
AS ISO 14520 (various parts):2009–Gaseous fire-extinguishing
systems–Physical properties and system design
•
AS/NZS 1596:2008–The storage and handling of LP Gas
•
AS 3500:2003–Plumbing and drainage Set
•
AS 4032:2005–Water supply–Valves for the control of hot water
supply temperatures
•
AS/NZS:2010 5601 Gas installations Set
•
AS 1428:2009–Design for access and mobility;
•
AS 1735:2006–Lift, Escalators and moving walks
•
AS 4431:1996–Guidelines for safe working on new lift installations in
new constructions
•
EN81.1 Safety Rules for the Construction and Installation of Lifts –
Part 1 – Electric Lifts
•
EN115
Electrical
Fire
Hydraulics
Lifts
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 67 Queensland Health Capital Infrastructure Requirements‐2nd edition Category
Mechanical
Medical gases
Security
Standard
•
ASME A17.1
•
CIBSE Guide D Transportation Systems in Buildings
•
AS 1324:2001–Air filters for use in general ventilation and airconditioning
•
AS 1668.1:1998–The use of ventilation and air-conditioning in
buildings: Fire and smoke control in multi-compartment buildings
•
AS 1668.2:2002–The use of ventilation and air-conditioning in
buildings: Ventilation design for indoor air contaminant control
•
AS 1668.3:2001–The use of ventilation and air-conditioning in
buildings: Smoke control systems for large single compartments or smoke
reservoirs
•
AS 2639:1994–Laminar flow cytotoxic drug safety cabinets Installation and use
•
AS 2686.1:1984 (withdrawn)
•
AS 2866.2:1985 (withdrawn)
•
AS/NZS 3666:2011–Air handling and water systems of buildings
•
AS 3892:2001–Pressure equipment-Installation
•
AS 4254:2002–Ductwork for air-handling systems in buildings
•
AS 4343:2005–Pressure equipment - Hazard levels
•
AS 4260:1997–High efficiency particulate air (HEPA) filters Classification, construction and performance
•
AS 4426:1997–Thermal insulation of pipework, ductwork and
equipment-Selection, installation and finish.
•
HB 260:2003– Hospital acquired infections–Engineering down the
risk
•
Seismic Restraint Manual (Guidelines for Mechanical Services by
SMACNA)
•
CIBSE Guides, particular Guide B for commissioning
•
AS 1210:2010 – Pressure vessels
•
AS 1894:1999 – The storage and handling of non-flammable
cryogenic and refrigerated liquids
•
AS 4484:2004–Gas cylinders for industrial, scientific, medical and
refrigerant use - Labelling and colour coding
•
AS 2030 (various)–Gas Cylinders (series).
•
AS 2120:1992–Medical suction equipment
•
AS 2120.3:1992–Suction equipment powered from a vacuum or
pressure source
•
AS 2473.3-2007–Valves for compressed gas cylinders–Outlet
connections for medical gases
•
AS 2568:1991–Medical gases—Purity of compressed medical
breathing air.
•
AS 2896:2011–Medical gas systems—Installation and testing of
non-flammable medical gas pipeline systems
•
AS 3840:1998–Pressure regulators for use with medical gases.
•
AS 3840.1:1998–Pressure regulators and pressure regulators with
flow-metering devices
•
AS 4041:2006–Pressure piping
•
AS 4332:2004–The storage and handling of gases in cylinders
•
AS 4484:2004–Gas cylinders for industrial, scientific, medical and
refrigerant use– Labelling and colour coding.
•
BS 5682 Specification for terminal units, hose assemblies and their
connectors for use with medical gas pipeline systems
•
AS/NZS 1158 Set:2010–Lighting for roads and public spaces Set
•
AS/NZS 2201.1:2007 to AS/NZS 2201.5:2008 - Intruder alarm
systems
•
AS/NZS 2208:1999–Safety Glazing Materials in Buildings
•
AS 4485.1:1997–Security for Healthcare Facilities (Part 1: General
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 68 Queensland Health Capital Infrastructure Requirements‐2nd edition Category
Standard
Requirements)
•
AS 4485.2:1997–Security for Healthcare Facilities (Part 2:
Procedures Guide)
•
AS4083:2010–Planning for Emergencies; Healthcare Facilities
Referenced policies and implementation standards
The following policies and implementation standards were referenced to inform this brief.
Policies
Office of Strategy and Government Business (1996) OHS Policy: P-21 Space Standards
for office-based work environments
Queensland Government (2011) Asbestos Management and Control Policy for
Government Buildings
Queensland Government, Department of Infrastructure and Planning, (2011), Project
Assurance Framework Policy Overview
Queensland Government, Department of Infrastructure and Planning, (2011), Project
Assurance Framework Strategic Assessment of Service Requirement - Guidance
Material
Queensland Health (2010) Clinical Support Infrastructure Policy - Sterilisation Capacity
Queensland Health (2011) Procedure for Building Performance Evaluation, V1.0
Queensland Health (2011) Third Party Infrastructure Partnership Policy
Queensland Health, (2008) Integrated Risk Management Policy
Queensland Health, (2010) Ecologically Sustainable Queensland Health Facilities Policy
Queensland Health, (2011) Car Park Infrastructure Policy, v1
Queensland Health, Asset and Properties Services (2011) Asset Maintenance Policy v1.1
Queensland Health, Asset and Properties Services (2011) Asset Maintenance Policy,
Protocol for Asset Maintenance Funding v 1.1
Queensland Health, Asset Management Unit (2007) Water Efficiency and Conservation
Policy
Queensland Health, Capital Works and Asset Management Branch (2008) Strategic Asset
Management Policy, Asbestos Management and Control Policy
Queensland Health, Capital Works and Asset Management Branch, (2008) Strategic Asset
Management Policy, Helicopter Landing Sites Policy v1.7
Queensland Health, Capital Works and Asset Management Branch, (2008) Asbestos
Management and Control Policy, v2
Queensland Health, Design Standards Unit (2008) Workplace and Office Accommodation
Policy and Guidelines
Queensland Health, Health Planning and Infrastructure Division (2010) Clinical Support
Infrastructure Policy - Sterilisation Capacity
Queensland Health, Health Planning and Infrastructure Division (2011) Capital
Infrastructure Planning Policy, V3.0
Queensland Health, Health Planning and Infrastructure Division (2011) Wayfinding Policy,
V1.1
Queensland Health, Health Planning and Infrastructure Division (2011) Capital Delivery
Program
Queensland Health, Health Planning and Infrastructure Division (2011) Capital Delivery
Program, Procedure for Inducting User Group Representatives into the Capital Project Team
at Project Initiation Stage
Queensland Health, Integrated Communications Branch (2010) Signage Policy - Capital
Works Projects, V1.0
Queensland Health, Integrated Systems and Process Improvement Unit (2010) Design
Considerations and Summary of Evidence: Children's Emergency, Inpatient and
Ambulatory Health Services
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 69 Queensland Health Capital Infrastructure Requirements‐2nd edition Queensland Health, Policy Planning and Asset Services, (2011) Third Party Infrastructure
Partnership Policy, V1.1
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 70 Queensland Health Capital Infrastructure Requirements‐2nd edition Implementation standards
Queensland Health (2011) Asset Maintenance funding Implementation Standard v1
Queensland Health (2011) Car Park Infrastructure Implementation Standard - Planning
Queensland Health (2011) Ecologically Sustainable Queensland Health Facilities:
Implementation Standard - Transport
Queensland Health, (2008) Integrated Risk Management Implementation Standard
Queensland Health, (2010) Ecologically Sustainable Queensland Health Facilities Implementation Standard v1.1
Queensland Health, (2010), Signage - Capital Works Projects Implementation Standard
v1.0
Queensland Health, (2011) Car Park Infrastructure Implementation Standard v1
Queensland Health, (2011) Occupational Health and Safety Management Systems,
Implementation Standard v4.0 - Security Risk Management and Asset Protection
Queensland Health, (2011) Third Party Infrastructure Partnership Implementation
Standard for Investigation and Agreement in-Principle v1.2
Queensland Health, (2011) Third Party Infrastructure Partnership Implementation
Standard for Project Delivery v1.2
Queensland Health, (nd) Capital Infrastructure Investigation Implementation Standard,
v2
Queensland Health, (nd) Capital Infrastructure Proposal Implementation Standard v2
Queensland Health, Asset and Properties Services (2011) Asset Maintenance Policy
Implementation Standard for Asset Maintenance Funding
Queensland Health, Health Planning and Infrastructure Division (2011) Capital
Infrastructure Investigation Implementation Standard v2.0 (DRAFT)
Queensland Health, Health Planning and Infrastructure Division (2011) Wayfinding
Implementation Standard v1.1
Queensland Health, Integrated Communications Branch (2010) Signage Policy - Capital
Works Projects, Implementation Standard v1.0
Queensland Health, Planning Branch (nd) Implementation Standard for Capital
Infrastructure Investigations v3
Queensland Health, Policy Planning and Asset Services (2011) Third Party Infrastructure
Partnership Implementation Standard - Investigation and Agreement in-Principle v1.1
Queensland Health, Policy Planning and Asset Services (2011) Third Party Infrastructure
Partnership Implementation Standard - Project Delivery v1.1
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 71 Queensland Health Capital Infrastructure Requirements‐2nd edition Other referenced documents
Other documents listed below were referenced to inform this brief.
Australasian Health Facility Guidelines v4.0 17 December 2010 accessed at:
http://www.healthfacilityguidelines.com.au/
Australian Commission on Safety and Quality in Healthcare, (2011) National Safety and
Quality Health Service (NSQHS) Standards
Australian Government, (1997) National Code of Practice for the Construction Industry
accessed at:
http://www.deewr.gov.au/WorkplaceRelations/Policies/BuildingandConstruction/Pages/defau
lt.aspx
Australian Institute of Quantity Surveyors (AIQS) - Australian Cost Management Manual –
Volume 1
Office of the Queensland Government Architect, (2010) Design Guidelines for Government
Buildings
Queensland Government, (2009) Adult Acute Mental Health Inpatient Unit Design Guidelines
Queensland Government, (2010) Department of Infrastructure and Planning, Gateway
review process overview
Queensland Government, (2010) Strategic Asset Management Framework, Life-Cycle
Planning
Queensland Government, (2011) Asbestos Management and Control Policy for Government
Buildings
Queensland Government, (2011) Capital Works Management Framework
Queensland Government, (2011) Project Assurance Framework, Policy Overview
Queensland Government, (2011) Project Assurance Framework, Strategic Assessment of
Service Requirement http://www.treasury.qld.gov.au/office/knowledge/docs/projectassurance-framework-guidelines/index.shtml
Queensland Government, (2011), Maintenance Management Framework, policy for the
maintenance of Queensland Government buildings, 2011.
Queensland Health, (2006) Guidelines for Condition Assessments, V1.1
Queensland Health, (2007) Queensland Statewide Health Services Plan 2007-2012
Queensland Health, (2011) Occupational Health and Safety Management Systems,
Better Practice Guidelines V2.0 - Security Risk Management and Asset Protection
Queensland Health, (2011) Queensland Health Style Guide
Queensland Health, (2011), Clinical Services Capability Framework v3.0, Fundamentals of
the Framework
Queensland Health, (2011), Queensland Health Strategic Plan 2011–2015
Queensland Health, (nd) Mackay Base Facility Redevelopment, Guidance for Developing a
Security User Requirement
Queensland Health, Asset Management Unit (2006) Guidelines for Condition
Assessments, V1.1
Queensland Health, Design Standards Unit (2009) Employee Housing Design Standards
and Guidelines
Queensland Government – Guidelines for Managing Microbial Water Quality in Health
Facilities 2013.
Queensland Work Health and Safety Act - 2011
Western Australia Health, Facilities and Assets Branch (1998) A Private Facility Guidelines
for the Construction Establishment and Maintenance of Private Facility and Day
Procedure Facilities - 3rd Edition
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 72 Queensland Health Capital Infrastructure Requirements‐2nd edition APPENDIX B TERMS AND DEFINITIONS
Term
Accommodation brief
Architect
Area (or space)
Area benchmark
Building Code of Australia
Building performance evaluation
Capital Infrastructure
Requirements
Capital infrastructure planning
Circulation space
Clinical service units
Clinical Services Capability
Framework
Clinical support unit
Commercial space
Definition
The accommodation brief is a listing of the key functional rooms
and spaces and their number, which make up a department or
facility. It is used at then strategic functional design brief stage.
An architect is trained in the planning, design and oversight of
the construction of buildings and other structures.
A room, space or 'area' with a specific use. The area
requirement may be enclosed or may be without walls as part
of a larger area.
Prescriptive minimum or maximum areas.
The regulation controlling construction of all building in Australia
and any subsequent or updates.
A methodology developed to support the systematic evaluation
of health service buildings and facilities.
Term used to describe the four volumes of requirements for
Queensland Health Capital Infrastructure Planning and Design.
Determines the requirements of land, buildings, building
services, equipment and site improvements (for example car
parks) to support operational needs of health services now and
in the future.
The space required within a department or unit to enable
movement and functionality between individual rooms/spaces
for example the corridor that joins two rows of rooms or the
entrance alcove to a room. Circulation space is nominated as a
percentage of total usable floor area prior to the development of
the design.
A service in the facility where clinical services are provided
directly to patients. For example:
• emergency
• inpatient
• interventional suites/perioperative
• outpatients
• ambulatory/day areas.
A standard set of minimum capability criteria for service delivery
and planning. The capability of any health service is recognised
as an essential element in the provision of safe and quality
patient-care.
A service with specific design requirements that supports direct
clinical care to the patient. For example:
• medical imaging
• nuclear medicine
• pharmacy
• pathology.
The designated commercial areas of a site.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 73 Queensland Health Capital Infrastructure Requirements‐2nd edition Term
Commissioning – infrastructure
Commissioning - operational
service
Concept plan
Condition assessment
Cost benchmark
Defect inspection
Design Development
Design principles
Engineer
Expansion space
Definition
There are two types of commissioning:
• Building commissioning – refers to the physical facility
completion for occupation by the contractor. The activities
include the successful running of all plant and equipment
• Operational commissioning – refers to activities undertaken
leading up to handover of the building to the users. Typical
activities include familiarisation of staff with safety, security
and communications systems
• The main objectives of appropriately commissioning a
facility are to:
— ensure new facilities and equipment are ready for
occupancy and use, i.e. fit for purpose
— ensure that the new equipment meets all government
legislative requirements
— train staff in the operation of new equipment and safety
procedures
— identify any minor defects which require rectification by
the contractor
— receive all warranties and procedure manuals.
Operational service commissioning – refers to opening a
service safely by Queensland Health staff.
The plan establishes the areas of a site/s where future
development would occur (in line with service requirements).
The plan incorporates:
• service map with precincts identified for future development
• service activity zones within a precinct for example
proposed uses, co-location proposals
• main transport routes to the site and within the site
• block drawings (at department level) of the proposed
buildings including scale and footprint.
The methodology employed to determine the condition of
assets owned and maintained by an organisation or service.
Accurate and standardised asset condition data enables asset
managers to accurately target their limited maintenance funds
to provide maximum user benefit.
The cost model, based on real, similar facilities, used to
evaluate project costs for a similar type of building.
An inspection that is undertaken to determine areas of noncompliance with the Building Code of Australia standards.
Design development includes:
• completion of design in detail including architectural and
engineering design
• confirmation that the design meets current government
policies.
• confirmation of the cost estimate to demonstrate the project
is within budget
• obtaining agreement or sign off from users.
The principles that govern how the elements of design are
arranged within a composition for example facility.
An engineer develops solutions for technical problems. They
design materials, structures, machines and systems while
considering the limitations imposed by safety, practicality and
cost.
An area nominated in the functional design brief to be included
for future service delivery expansion.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 74 Queensland Health Capital Infrastructure Requirements‐2nd edition Term
Facility
Feasibility Study
Final Business Case
Fittings
Fixed equipment
Fixtures
Floor plans
Functional Areas
Functional design brief
Functional relationships
Functional spaces
Definition
A complex of buildings, structures, roads and associated
equipment, such as a facility or healthcare facility that
represents a single management unit for financial, operational
maintenance or other purposes.
Evaluates options against a set of agreed criteria and presents :
• a detailed analysis of a preferred facility development
strategya realistic estimate of the total project
investment.
A comprehensive analysis of the relative merits (financial and
socio-economic) of identified options to determine the preferred
option. The Business Case Report forms the basis for
government approval of the project and the allocation of capital
and recurrent funding to construct and operate the facility.
Fixed items attached to walls, floors or ceilings that do not
require service connections, such as curtain and IV tracks,
hooks, mirrors, blinds, joinery, pin boards.
Items that are permanently fixed to the building or permanently
connected to a service distribution system.
Fixed items that require service connection (for example
electrical, hydraulic, mechanical) and includes basins, light
fittings, clocks, medical service panels. Not to be confused with
‘fixed equipment’, such as theatre pendants.
Floor plans define the room layouts on each level/area of a
facility.
Areas or zones within a clinical, clinical support or non-clinical
support service for example the functional area of a clinical
service may include the following:
• main entry/reception/clerical area
• assessment/procedural area
• staff offices/administrative and management area
• staff amenities area
• inpatient area including outdoor areas.
A description of the functions to be accommodated and the
relationships between functions for a proposed capital project.
The functional design brief should identify how the project
meets the objectives and policies of the organisation.
The co-dependencies and interdependencies of areas within
the facility as a whole, and of individual clinical, clinical support
and non-clinical support services.
The key functional spaces within a facility being:
• clinical areas
• clinical support areas
• non clinical support areas
• staff administration areas
• multipurpose outdoor space
• commercial space
• circulation space.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 75 Queensland Health Capital Infrastructure Requirements‐2nd edition Term
Furniture, fittings and equipment
(FFE)
Future proofing
Guidelines
Handover
Handover manuals
Health facility planner
Health planning unit
Health service plan
Health service planner
Health service planning activities
Definition
FFE that are additional to the basic building structure. As per
the AusHFG, FFE is grouped into categories as follows:
• Group 1: Items supplied and fixed by the contractor. These
are included in the construction contract.
• Group 2: Items supplied by the client and fixed by the
contractor. These include items that are transferred but
require installation by the contractor, or where the client
chooses to buy a piece of equipment and give it to the
contractor for installation.
• Group 3: Items supplied and installed by the client. These
include all moveable items that can easily be transferred or
installed by staff and major items of electromedical
equipment that are purchased from the project budget, but
are installed and commissioned by a third party.
• Group 4: Consumable items purchased and installed by the
client outside the capital budget. This category includes bed
linens, foodstuffs and disposable supplies.
The future functionality of the facility will not be unduly
compromised by changes in models of care or service delivery
or the advent of new technology.
A collection of recommendations that describe an acceptable
level of facility provision.
The act of relinquishing property or authority to another; as, the
handover of a building/facility to the client.
A suite of documents detailing what has been installed, the
commissioning outcomes for all systems and the operational
and maintenance requirements for the facility. Documentation
provided includes drawings, commissioning data, equipment
technical literature, maintenance programs and key contractor
contacts.
A health facility planner undertakes area wide planning for
health facilities or planning of a particular unit on the basis of
projected consumer/client need. This does not include facility
design and construction or architectural plans.
All the rooms, spaces and internal circulation that make up a
particular health service department and that are necessary for
that department to function.
Health service plans provide information on the current and
projected health needs of a population, contain evidence based
service models, and outline a process for change, including
defined service goals, objectives and strategies.
The health service planning process aims to ensure that health
services align and grow with changing patterns of need while
making the most effective use of available and future
resources.
Service planning must precede and inform other types of
planning - including capital infrastructure, workforce and
information management.
A health service planner leads or works in partnership to
develop strategic directions and service developments for a
corporate entity as a whole, a facility or a clinical stream or
service.
Service planning benchmarks are used to determine future
requirements to deliver health services. The utilisation of a
planning benchmark is linked to the CSCF level of service.
Queensland Health endorsed benchmarks are used for
planning.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 76 Queensland Health Capital Infrastructure Requirements‐2nd edition Term
Hot floor
Infrastructure assessment
Interior designer
Land assessment
Maintenance plan
Master plan
Master planning
Model of care
Definition
The floor/s of the facility on which the technical suites are
located. Ideally on one floor but not always possible in a large
facility.
An assessment of the suitability of existing infrastructure in the
delivery of health services. It incorporates the physical and
functional aspects of buildings and building services and
equipment and includes:
• building condition assessment including strengths and
deficiencies
• assessment of current function in delivering health services
(for example role in service activities) and issues with the
asset in performing the required function
• current use and potential capacity to meet service
requirements for example frequency of use, purpose,
changes over time
• rectification costs where required.
Interior designers plan and detail building interiors for effective
use with particular emphasis on space allocation, traffic flow,
building services, furniture, fixtures, furnishings and surface
finishes. They consider the purpose, efficiency, comfort, safety
and aesthetic of interior spaces to arrive at an optimum design.
An assessment of potential sites for the acquisition of land for a
health facility. This assessment includes:
• future expansion areas
• access to road networks and public transport
• issues such as urban design, town planning and cultural
heritage.
A schedules of activities required to service and maintain plant,
equipment and facilities. The maintenance plan will include
preventative maintenance, statutory maintenance and condition
based maintenance activities.
A thorough investigation of a feasible range of facility planning
options which meet the services needs/gaps, resulting in
confirmation of the site location and a recommended plan for
the future development of the Health Service/Agency, within a
prescribed timeframe and estimate
Identifies a preferred infrastructure development strategy for the
site to meet future service requirements. The plan includes:
•
future health service requirements
•
building condition assessment and site assessment
•
infrastructure assessment
•
schedule of accommodation
•
local and state planning requirements
•
environmental impact assessments
•
determination of open space areas
•
assessment traffic and roads on and near the site
including public transport
•
car parking
•
geotechnical analysis of the site
•
site development options and the preferred option
•
staffing of proposed development
•
category 2 cost estimate of the preferred option
•
risk mitigation and management plan.
A description of how care is managed and organised, providing
the clinical and organisational framework for the service.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 77 Queensland Health Capital Infrastructure Requirements‐2nd edition Term
Model of service delivery
Multipurpose space
Non-clinical support units
Operational policies
Operational training
Patient journey
Performance audit
Pneumatic tube system (PTS)
Pod
PPE
Principal consultant/consultants
Definition
A description of how non-clinical support services are managed
and organised, providing the organisational framework of the
service.
A category of space which can accommodate a range of
functions including group meetings (staff or patient), multi
disciplinary meetings and patient therapy spaces.
A non-clinical unit is defined as ‘a service that has specific
design requirements, is essential to the functioning of a health
facility but has no clinical or clinical support role’.
Examples include:
• building engineering management
• food services
• hotel services
• security
• supply
• waste management.
A statement outlining the objectives, principal functions and
modes of operation of facility, a department, particular service
or activity at a non-HHS level. At HHS level there are
operational briefs and local work instructions/procedures.
Training that develops, maintains, or improves the operational
readiness of individuals or units.
A component of the facility model of care and in general terms
means the following stages of the patient pathway or patient
flow through the healthcare system:
• access
• diagnosis
• treatment and intervention
• inpatient-care
• discharge
• outpatients.
A suite of documents detailing what has been installed, the
commissioning outcomes for all systems, and the operational
and maintenance requirements for the facility. Documentation
provided includes drawings, commissioning data, equipment
technical literature, maintenance programs and key contractor
contacts.
A system incorporating a series of tubes through which
cylindrical containers are propelled. Small bore PTS distribute
pharmaceutical goods and specimens. Large bore PTS
distribute waste and dirty linen to a central location.
A group of core spaces.
Personal protective equipment includes gloves, gowns, masks,
aprons, caps, shoe covers and goggles.
In most projects the principal consultant will be the architect.
The principal consultant is responsible for leadership of the
consultant team.
Consultants are responsible to the project control group to
provide specialist expertise and advice in management,
planning, design and construction.
For large or complex projects, a project manager or director will
be responsible for leadership of the consortia of consultants
and sub-consultants.
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 78 Queensland Health Capital Infrastructure Requirements‐2nd edition Term
Project Assurance Framework
(PAF)
Project brief
Project definition plan
Project design brief
Project manager
Project director
Quantity surveyor
(Aust. Institute of Quantity
Surveyors)
Refurbishment
Role delineation or matrix of
services at a facility
Room data sheets
Definition
The foundation framework for ensuring that project
management is undertaken effectively across the Queensland
public sector, and delivers value for money to the government
from its significant investment in project activity.
PAF is a whole-of-government project assessment process that
establishes a common approach to assessing projects at critical
stages in their lifecycle. Its aim is to maximise the benefits
returned to government from project investments.
The project brief is a document initially prepared on completion
of PDP which summarises the client needs. It defines all
elements of the project, states project and budget objectives,
service delivery outcomes and can be used as a benchmark to
measure quality outcomes at the end of the project5. It may be
updated throughout subsequent stages of the project.
The project brief includes the design brief, project procurement
strategy, ICT requirements, project program, cost estimates
and Prequalification service risk rating for the project.
Clearly defines the scope of the building required to
accommodate services to be provided by a new facility. The
PDP details options for operational policies, models of care and
accommodation requirements in the new facility.
Part of the project brief, the project design brief outlines
planning and design principles, and the functional requirements
of the project.
The project manager works with the procurement manager in
managing the project on behalf of the project owner. The
project manager's responsibility is to manage the scope, time,
cost, quality, resources, communications and risks aspects of
the project.
The project director Queensland Health capital infrastructure
projects, is the person who has the authority to run the project
on a day-to-day basis on behalf of the project board (steering
committee). The project director brings together and manages
all aspects of the program or project to deliver within budget,
time and scope.
Quantity surveyors are employed predominantly on major
building and construction projects to estimate and monitor
construction costs, from the feasibility stage of a project through
to the completion of the construction period. After construction
they may be involved with tax depreciation schedules,
replacement cost estimation for insurance purposes and, if
necessary, mediation and arbitration
Standards Australia defines this as ‘work intended to bring an
asset up to a new standard or to alter it for a new use.'
In Queensland, role delineation refers to levels of service
provision as detailed in the CSCF.
A briefing document providing information on the minimum
requirements for each room in the facility incorporating room
details, room fabric, fittings and FFE with associated services.
5
Queensland Government, CWMF, Policy for managing risks in the planning and delivery of Queensland
Government building projects. Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 79 Queensland Health Capital Infrastructure Requirements‐2nd edition Term
Schedule of accommodation
Schematic design
Site assessment
Strategic Business Case
Telehealth
Travel
Treatment area
Universal design
User
Definition
A schedule of accommodation specifies the number and size of
rooms that will be required, the relationships between rooms
and groups of rooms, the finishes, equipment, furniture that will
fit the room for its functional purpose and the environmental
conditions that will assist the purpose. Environmental conditions
might include temperature range, humidity, air movement and
acoustic isolation.
Preparation of design briefs and layout, including key physical
elements, areas, locations, and volumes including basic
building services systems and cost estimate.
An assessment of land and other property related aspects of a
site/s to identify future development opportunities. The
assessment incorporates:
• site access such as roads and parking
• access to building services, such as power and water
• proximity to other health services
• social and cultural aspects of the site such as suitability of
the development in relations to surrounding uses and
impacts on neighbouring developments such as noise and
traffic
• natural environment, including features and design
opportunities
• statutory impacts, for example zoning, flood levels
• sustainability of services during redevelopment
• size of site, for example collocation and commercial
opportunities and public open space and future
expandability
• physical attributes, for example geology, gradient and
climate
• financial costs, for example demolition of existing
structures, site preparation, water upgrade
• economic analysis, for example other land use options,
impact on services
This provides a preliminary justification for the program or
project based on a strategic assessment of business needs and
a high level assessment of the program or project’s likely costs
and potential for success.
Telehealth is the transmission of health-related services or
information over the telecommunications infrastructure. As
such, Telehealth includes both telemedicine, which involves
providing clinical services remotely, and non-clinical elements
of the healthcare system, such as education.
The space that is required for the circulation of people and
goods both vertically and horizontally in a facility. Examples
include ramps, lift wells, links, tunnels, main corridors and
detached covered ways joining two buildings.
The Building Code of Australia defines this as: 'an area within a
patient-care area such as an operating theatre and rooms used
for recovery, minor procedures, resuscitation, intensive care
and coronary care from which a patient may not be readily
moved.'
A non-discriminatory design approach that provides increased
usability for everyone without the need for adaption or
specialised design.
A user is defined as ‘those people who have experienced
services (staff member, contractor, patient, relative or friend) or
who could potentially access services provided by Queensland
Health in the future.’
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 80 Queensland Health Capital Infrastructure Requirements‐2nd edition Term
Wayfinding
Definition
Wayfinding is a methodology of arranging indicators such as
signs, light, colour, materials and pathways to guide people to
their destinations. A successful wayfinding program is intuitive
and self navigable and it protects the overall visual integrity of
the site. Wayfinding is specific to its place and visitors.
A wayfinding scheme is the term used to describe a wayfinding
master plan which is discreet and separate from a capital works
Master plan. As such it includes the consideration and
development of all four elements involved with wayfinding in a
single facility, the built environment, pre-visit information,
signage system and staff instruction.
The sign system used for effective wayfinding, including visual,
tactile and auditory signage, designed to provide organised and
timely information at key points around a site in a manner that
should be accessible to and understood by all users.
A wayfinding system is more than just signs; it encompasses
architecture, landscape architecture, technology infrastructure,
lighting, landmarks and orientation points.
A desk area used for the purpose of administration duties,
education and research.
Wayfinding scheme
Wayfinding signage
Wayfinding system
Workspace
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 81 Queensland Health Capital Infrastructure Requirements‐2nd edition APPENDIX C DETAILED WORKFORCE PROFILE
Whole of facility staff profile
Type
Nursing
Executive Director of Nursing
HHS Director of Nursing
Director of Nursing
Assistant Director Nursing
Nurse practitioner
Nurse unit managers/CNC
Clinical nurses
Registered nurses
EENs
ENs
AINs
Sub total
Medical
Senior staff specialist
Senior staff specialist
Senior staff specialist
Staff specialist
Staff specialist
Staff specialist
Staff specialist
Staff specialist
Staff specialist
Staff specialist
Staff specialist
Staff specialist
Staff specialist
Staff specialist
Staff specialist
Staff specialist
Senior registrar
Senior registrar
Senior registrar
Senior registrar
Registrar
Registrar
Registrar
Registrar
Registrar
Registrar
Resident medical officer
Resident medical officer
Intern
Subtotal
Health Practitioner
Classification
Grade 12
Grade 11
Grade 10
Grade 9
Grade 8
Grade 7
Grade 6
Grade 5
Grade 4
Grade 2
Grade 1
Current
FTE
1.00
L29
L28
L27
L26
L25
L24
L23
L22
L21
L20
L19
L18
L17
L16
L15
L14
L13
L12
L11
L10
L9
L8
L7
L6
L5
L4
L3
L2
L1
HP6.2
HP6.1
HP5.2
HP5.1
HP4.4
HP4.3
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 82 Current
no
people
1
Projected
FTE 20XX
Projected
no people
20XX
Queensland Health Capital Infrastructure Requirements‐2nd edition Whole of facility staff profile
Type
Classification
Current
FTE
Current
no
people
Projected
FTE 20XX
Projected
no people
20XX
HP4.2
HP4.1
HP3.8
HP3.7
HP3.6
HP3.5
HP3.4
HP3.3
HP3.2
HP3.1
HP3.0
Subtotal
Professional stream
L6
L5
L4
L3
L2
L1
Subtotal
Technical stream
L6
L5
L4
L3
L2
L1
Subtotal
Operational stream
OO9
OO8
OO7
OO6
OO5
OO4
OO3
OO2
OO1
Subtotal
Dental
DS2
DS1
L4
L3
L2
L1
Subtotal
Building engineering and maintenance
HBEA 3
HBEA 4
HBEA 5
HBEA 6
HBEA 7
HBEA 8
HBEA 9
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 83 Queensland Health Capital Infrastructure Requirements‐2nd edition Whole of facility staff profile
Type
Classification
Current
FTE
Current
no
people
HBEA 10
HBEA 11
HBEA 12
HBEA 13
Engine driver
Apprentice
Subtotal
Management/Administrative
L8
L7
L6
L5
L4
L3
L2
L1
Subtotal
Non Queensland Health Service Providers
Ambulance officers
N/A
Police officers
N/A
Volunteers
N/A
Subtotal
TOTALS
106.80
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 84 150
Projected
FTE 20XX
Projected
no people
20XX
Queensland Health Capital Infrastructure Requirements‐2nd edition APPENDIX D SUMMARY SCHEDULE OF
ACCOMMODATION
FDB facility development
Net briefed department
area
Target circulation
Gross briefed
Department area
Room type
m2
%
m2
Total
briefed
area m2
Main entrance and
Public spaces
Emergency
Department
Critical Care
Operating Room
Suite
Inpatient units
Ambulatory care
Clinical support
units
Non-clinical units
Outdoor enclosed
areas
Plant and travel
allowance
Total
Carpark
schedule of accommodation
Total
no. of
rooms
x m2
x x
Subtotal
of
briefed
area m2
= x m2
x m2
x x
= x m2
x m2
x m2
x x
x x
= x m2
= x m2
x m2
x m2
x m2
x x
x x
x x
= x m2
= x m2
= x m2
x m2
x m2
x x
x x
= x m2
= x m2
x m2
x x
= x m2
xxx
x m2
x m2
Occupancy
Functional
description
Comments
Volume 2 Functional Design Brief Section 3 – Specifications and Example Page 85