ACCOMMODATION POLICY (NON-RESIDENTIAL)
Version / 5Name of responsible (ratifying) committee / Senior Management Team (SMT)
Date ratified / 14 February 2018
Document Manager (job title) / Head of Capital Development
Date issued / 19 March 2018
Review date / 18 March 2020
Electronic location / Management Policies
Related Procedural Documents / N/A
Key Words (to aid with searching) / Accommodation Policy, Space allocation, Facilities management
Version Tracking
Version / Date Ratified / Brief Summary of Changes / Author5 / 14/02/2018 / Review and update (Residential section removed and separate policy to be issued) / K Allen
4 / 05/10/2011 / Updated / H Smith-Hamblin
CONTENTS
QUICK REFERENCE GUIDE
1.INTRODUCTION
2.PURPOSE
3.SCOPE
4.DEFINITIONS
5.DUTIES AND RESPONSIBILITIES
6.PROCESS
7. TRAINING REQUIREMENTS
8.REFERENCES AND ASSOCIATED DOCUMENTATION
9. EQUALITY IMPACT STATEMENT
10. MONITORING COMPLIANCE WITH PROCEDURAL DOCUMENTS
EQUALITY IMPACT SCREENING TOOL
APPENDIX A: Accommodation Request Process
APPENDIX B: Accommodation Request Flow Chart
APPENDIX C: Accommodation Strategy/Principles
QUICK REFERENCE GUIDE
This document sets out the process of Portsmouth Hospitals NHS Trust with regards to the allocation of accommodation.
1.The objective of this Policy is to outline the process and estate and facility management governance, and assurance framework which will ensure the safe and efficient use of the PHT Estate.
2.The Trust Board, Chief Executive and Director of Finance and Investment hold accountability and responsibility for management and maintenance of the Trust’s estate.
3.Responsibility is devolved in line with delegated authority to the Director of Redevelopment.
The flow chart below sets out the general process for the request and allocation of accommodation within the PHT Estate:
1.INTRODUCTION
The Trust faces considerable accommodation pressures due to the lack of decant and expansion capacity within its Estate, and this situation is particularly acute at the Queen Alexandra Hospital site.
The efficient use of accommodation in all its guises is essential for the Trust, in order to be able to operate and provide its services in a safe, effective and efficient manner for the benefit of patients. In addition, accommodation and property costs are a significant portion of Trust expenditure, it is therefore critical to the financial performance of the organization that space is utilized as efficiently as possible.
2.PURPOSE
The objective of this policy is to create a framework for the management of the allocation and re-allocation of space, as well as to ensure that the use of space is safe and complies with relevant statutory and non-statutory standards. It is therefore important that the Development Team is consulted before moves are planned, to ensure that the intended space is fit for the required purpose/use.
The landlord function within the Development Team will administer the allocation, use (including change of use) and priority setting of accommodation as directed by the Trust.
3.SCOPE
All staff that utilise accommodation (non-residential) within the Trust.
‘In the event of an infection outbreak, flu pandemic or major incident, the Trust recognises that it may not be possible to adhere to all aspects of this document. In such circumstances, staff should take advice from their manager and all possible action must be taken to maintain ongoing patient and staff safety’
4.DEFINITIONS
Accommodation referred to within this policy, covers all non-residential internal space.
5.DUTIES AND RESPONSIBILITIES
The Chief Executive has overall responsibility for all estate related matters including the allocation of accommodation. This responsibility is delegated via the Director of Finance to the Director of Redevelopment.
All staff have a duty and responsibility to cooperate with their line management and the Development Team in the compliance and application of this policy. The cooperation of all is fundamental to the ability of the Trust to investigate and find accommodation solutions that are fair to all, and in the best interests of the organization as a whole.
All managers have responsibility for assisting and complying with this policy, and they should ensure that:
- Any under-utilised space or surplus space is notified to the Development team at the earliest opportunity.
- All requests for accommodation are formally submitted to the Development Team with the sign off of the General Manager and Service Manager, as being in line with the Clinical Service Centres business priorities.
- Replacement posts have been approved by the Vacancy Control Panel, and accommodation solutions identified, either by the service or by consultation with the Development team, prior to the appointment of staff.
- Additional accommodation requirements have been identified within the Business Case review process, and have the relevant approval.
The Trust Health and Safety Advisor can also provide advice on related health and safety matters.
6.PROCESS
The Trust will seek to provide properly designed facilities on its sites, along a generic specification in line with already agreed policies. The Trust will provide a flexible but fair approach to the allocation of these facilities.
Applications for space and accommodation must be made to the Landlord function incorporated within the Development team.
Where suitable space is available, subject to the applicant having followed due process (such as Business Case approval where required, along with sign off from the relevant management authorities) this space will be allocated to the requesting division. The Development Team will advise on the suitability of a given space for a specific function and/or density of occupation when requested, and will assist in the production of a small works request in order for the relevant required changes to be costed by the Trust’s PFI provider and in turn funded by the CSC.
Where there are no suitable facilities available, applications will be kept on a list of pending accommodation requests.
Where decisions are required for the re-prioritisation of existing space for a new use, these decisions will be jointly escalated to the Senior Management team to decide upon the most important priority. Moves will only be approved and implemented following this approval.
Where the request for new accommodation is such that the requirement dictates that either a new building is built or leased, the Development Team will assist in the outline feasibility and options for meeting these requirements. Where funds are required in order to conduct property searches or to carry out formal feasibility studies for the construction of a new building, the applicant will be required to fill in and submit a business case to secure the necessary funding to progress this work. Trust approval will be required to extend the current PHT Estate footprint, and the delivery of any new real estate would be subject to the relevant project delivery programme timetable.
Managers that are aware of developments leading to an increased requirement for space, which may impact on the accommodation available within the Trust, should notify the Development team at the earliest opportunity. Forward planning is essential for efficient and effective use of accommodation and the correct method of acquisition adhered to.
Room Register: The Landlord function holds and maintains a comprehensive database of Trust accommodation drawings. However, the accuracy of occupation data is reliant upon relevant and accurate clinical notification of any changes that either will, or have previously taken place.
Further details of the accommodation process can be found within Appendix A. In addition Appendix C, Office Accommodation Strategy / Principles, sets out further guidance on the application and prioritization of accommodation.
7. TRAINING REQUIREMENTS
Computer Aided Facilities Management Software Training (Micad CAFM) and AutoCAD design software.
8.REFERENCES AND ASSOCIATED DOCUMENTATION
NHS Estate code, Health Technical Memorandum, Health Building Notes, Building Regulations and relevant Health and Safety Legislation and Approved Codes of Practice.
9. EQUALITY IMPACT STATEMENT
Portsmouth Hospitals NHS Trust is committed to ensuring that, as far as is reasonably practicable, the way we provide services to the public and the way we treat our staff reflects their individual needs and does not discriminate against individuals or groups on any grounds.
This policy has been assessed accordingly
Our valuesare the core of what Portsmouth Hospitals NHS Trust is and what we cherish. They are beliefs that manifest in the behaviours our employees display in the workplace.
Our Values were developed after listening to our staff. They bring the Trust closer to its vision to be the best hospital, providing the best care by the best people and ensure that our patients are at the centre of all we do.
We are committed to promoting a culture founded on these values which form the ‘heart’ of our Trust:
Respect and dignity
Quality of care
Working together
Efficiency
This policy should be read and implemented with the Trust Values in mind at all times
10. MONITORING COMPLIANCE WITHPROCEDURAL DOCUMENTS
To ensure that the guidelines and procedures within this document are adhered to, the following monitoring measures will be carried out:
The Development Team to monitor office use with regular walk rounds (Part of Monitoring Team responsibilities). The Development team will also monitor and carry out sense checks on fixed price work requests for office refurbishment/changes where this may be linked to accommodation changes.
Minimum requirement to be monitored / Lead / Tool / Frequency of Report of Compliance / Reporting arrangements / Lead(s) for acting on RecommendationsSee above / Policy audit report to:
Policy audit report to:
Policy audit report to:
EQUALITY IMPACT SCREENING TOOL
To be completed and attached to any procedural document when submitted to the appropriate committee for consideration and approval for service and policy changes/amendments.
Stage 1 - ScreeningTitle of Procedural Document: Accommodation Policy (non-residential)
Date of assessment / 13 March 2018 / Responsible
Department / Development Team
Name of person completing assessment / Karl Allen / Job Title / Head of Capital Development
Does the policy/function affect one group less or more favourably than another on the basis of :
Yes/No / Comments
- Age
- Disability
- Gender reassignment
- Pregnancy and Maternity
- Race
- Sex
- Religion or Belief
- Sexual Orientation
- Marriage and Civil Partnership
If the answer to all of the above questions is NO, the EIA is complete. If YES, a full impact assessment is required: go on to stage 2, page 2
More Information can be found be following the link below
Stage 2 – Full Impact Assessment
What is the impact / Level of Impact / Mitigating Actions
(what needs to be done to minimise / remove the impact) / Responsible Officer
Monitoring of Actions
The monitoring of actions to mitigate any impact will be undertaken at the appropriate level
Specialty Procedural Document: Specialty Governance Committee
Clinical Service Centre Procedural Document:Clinical Service Centre Governance Committee
Corporate Procedural Document:Relevant Corporate Committee
All actions will be further monitored as part of reporting schedule to the Equality and Diversity Committee
APPENDIX A: Accommodation Request Process
ACCOMMODATION REQUEST PROCESS
PROCESS:
- The Landlord assessment of accommodation requests will typically include the following, which may require the applicant to provide additional information depending upon the nature of the request:
- Is there space within existing department footprint
- Operational implications
- QAH/Offsite Options
- Funding
- Timescales
- All new Consultant posts require a business case identifying any accommodation requirements, to also be supported by the Clinical Service Centre priority setting process. The business case will then be submitted to the Trust Planning and Capital Investment Committee (TPCIC) for approval.
- All new posts identified as part of a business case for a Service Development are to be approved by the TPCIC as part of the business case approval. Funding will be required for accommodation identified as part of the business case.
- Replacement posts have to be approved by the Vacancy Control Panel with adequate and current accommodation identified.
- If accommodation does not exist, a request should be submitted to the Landlord function. A review of existing accommodation will be undertaken, or new/offsite considered if required (Any modifications or offsite purchase will be funded by the department requesting the accommodation).
- Priority setting: The Landlord will hold a database of accommodation requests. Accommodation is allocated on a priority basis with Clinical need being considered as high priority. Divisions will need to demonstrate that without the additional accommodation, Service delivery will be compromised.
- Escalation process: If Landlord’s proposal is unacceptable to the applicant, in the first instance this should be referred to the Director of Redevelopment
- Dispute Resolution: Where a suitable to all solution cannot be found, the matter may need to referred to SMT in order for there to be clarity on the priorities for space within the Trust. Whilst the Landlord function administers the management of space within the PHT Estate, the Trust board will ultimately direct the priorities for the organization.
APPENDIX B: Accommodation Request Flow Chart
APPENDIX C: Accommodation Strategy/Principles
Accommodation Strategy / Principles:
1 Priority will be given to clinical space and clinical outcomes.
2 Non-clinical work areas need to be situated so as not to compromise patient flows and yet maximise the efficiency and productivity of staff. As the need for additional clinical space within QA Hospital increases, there will be a need to locate non clinical functions either off site or in periphery buildings.
3In general, office space will be allocated in accordance with job function.
4Working from home will be encouraged where practically possible. Some undesignated open plan office space to be included to facilitate hot desking.
5A single office will typically be sized at 7.5m2, increasing to 11.5m2 for two sharing. Offices accommodating three or more will typically be sized at 5m2 per person.
6 Consultant offices will not generally be used for patient consultations, except in specialist outpatient areas where it would make sense to provide these facilities with a dual purpose (Dual purpose does not include patient examinations).
7 Guidance for facilities for consultants, associate specialist and staff grade as follows:
7.1 Dedicated office for Divisional Clinical Directors/Clinical Directors/ Clinical leads.
7.2 All consultants, associate specialist and staff grades to have reasonable desk space, secure storage space and access to technology.
7.3 Normally a maximum of four consultants per shared office, more per room could be acceptable for specialties with a low administrative workload i.e. Anaesthetics.
7.4No one person will be allowed more than one office.
8Consultants in Pathology may need to have larger, individual offices for reporting purposes. Sharing to be considered according to how much time is actually spent reporting, job plans, part time consultants etc.
9 With the increases in consultant numbers and pressures on the NHS estate, it is no longer realistic to expect that every consultant will have their own desk/office space.
10 Guidance for facilities for specialist registrars, SHOs and HO grades as follows:
10.1 Specialties should have multi-purpose room(s) which provides junior staff with
desk facilities, and act as a tutorial and small meeting room space.
10.2 All specialist registrars to have desk space in a shared office environment.
10.3 Dedicated quiet rooms in each specialty for “hot desking” to be provided.
11 Requirement for non-clinical workspace to give consideration to the following aspects.
11.1 Estimated time spent in office each week (i.e. utilisation rates).
11.2 Reasons for using office (i.e. job function).
11.3 Paperwork (admin/management related), phone calls, etc.
11.4 Influences which might decrease the use of office space, such as mobile phones, lap tops and smarter working initiatives.
11.5 Better admin support.
12 All users will share meeting rooms across the Trust using electronic booking
systems.
13 Clinical Service Centre General Managers to have a dedicated office.
14 The policy is to share offices, normally a minimum of four per shared office, though more per room may be acceptable or preferred.
15 Other administrative and support staff to share office facilities in a pragmatic way to ensure that the best use of space is made.
16 Divisional nurse leads to have a dedicated office.
17 All other nurse leads, nurse consultants and nurse managers to share offices, normally a minimum of four per shared office, though more per room could be acceptable.
18 Single user office to be considered by need.
19Work will be ongoing to look at the rationalisation of office space within the existing estate, to follow the guidelines set out above. This will be with a view to modernise current arrangements to support the best use of space, maximise utilization and to promote integration of non-clinical functions where it would enhance improved team working.
Accommodation Policy (Non-residential).
Version: 5
Issue Date: 19 March 2018
Review Date: 18 March 2020 (unless requirements change)Page 1 of 13