Version Date
1.0 13 June 2013
2.0
3.0
3 July 2013
28 August 2013
Remarks
SDP Draft for review
Final Report
Final Report incorporating HSPU,
RACC and Mental
Health Service feedback
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Table of Contents
List of Acronyms & Abbreviations .............................................................................................................. 5
Executive Summary.................................................................................................................................... 7
1.
Introduction ......................................................................................................................................... 8
1.1. Background ............................................................................................................... 8
1.2. Scope ........................................................................................................................ 8
2.
Governance ........................................................................................................................................ 9
2.1. Governance Structure ................................................................................................ 9
2.2. ACT Health Representatives.................................................................................... 10
2.3. Consultant Team ..................................................................................................... 11
3.
Services Delivery Plan Structure .................................................................................................... 12
4.
Overarching Principles .................................................................................................................... 14
4.1. Overarching Operational Policy Principles ............................................................... 14
4.2. Overarching Design Principles ................................................................................. 14
4.3. Key Issues Register ................................................................................................. 15
4.4. Information and Communication Technology Principles ........................................... 15
5.
Functional Brief ............................................................................................................................... 16
5.1. Methodology ............................................................................................................ 16
5.2. Functional Areas ...................................................................................................... 16
5.3. Content of the Functional Brief ................................................................................. 17
5.4. Furniture, Fittings and Equipment Requirements ..................................................... 20
6.
Strategy Documentation ................................................................................................................. 20
6.1. Communication and Consultation Strategy .............................................................. 20
6.2. Change Management Strategy ................................................................................ 21
6.3. Risk Management Strategy ...................................................................................... 22
6.4. Workforce Change Management ............................................................................. 22
7.
Concept Master Development Plan ............................................................................................... 22
7.1. Architectural Design ................................................................................................. 22
7.2. Engineering Services ............................................................................................... 28
8.
Programme ..................................................................................................................................... 31
9.
Risk Analysis ................................................................................................................................... 32
10. Environmentally Sustainable Design .............................................................................................. 32
10.1. Baseline Inclusions .................................................................................................. 32
10.2. ESD Options ............................................................................................................ 33
10.3. Other ESD Initiatives ............................................................................................... 35
11. Reference Documents .................................................................................................................... 35
12. Qualifications and Limitations ......................................................................................................... 37
13. Recommendation ............................................................................................................................ 37
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Table 1: HSPU Personnel ....................................................................................................... 10
Table 2: ERG Members .......................................................................................................... 10
Table 3: UCPH Consultant Team ........................................................................................... 12
Table 4: Structure of the SDP ................................................................................................. 13
Table 5: UCPH Individual HPU Sections of Functional Brief ................................................... 17
Table 6: Project Milestones .................................................................................................... 31
Table 7: ESD Baseline for Capital Cost Estimate and Recurrent Cost .................................... 32
Table 8: Recommended ESD Options .................................................................................... 34
Table 9: Other ESD Initiatives ................................................................................................. 35
Figure 1: SDP Governance Structure ..................................................................................... 10
Figure 2: Relationship of SDP Components ............................................................................ 12
Figure 3: CMDP Options 1 - 3 ................................................................................................. 24
Figure 4: CMDP Option 4 and Preferred Option 5 ................................................................... 24
1. Functional Brief
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BECHC
BHRC
BRG
CADP
CHHS
CMDP
COW
CTS
DA
DHE
DORSS
ELS
ERG
ESD
FFE
GDK
GFA
HFBS
HIP
HPU
HSPU
ICT
ILC
IPU
Acronym/
Abbreviation
ACTPAS
ACTES
ADL
ADM
AGV
AHFGs
Altus
Aurora
Meaning
B&I
BMS
ACT Patient Administration System
ACT Equipment Service
Activities of Daily Living
Automated Dispensing Machine
Automated Guided Vehicle
Australasian Health Facility Guidelines
Altus Group ( Cost Planner)
Aurora Projects (Project Director, Health Services and Facility Planning, Project
Manager)
Business and Infrastructure, Branch of ACT Health Support Services Group
Building Management System (also known as BMCS, Building Management
Control System)
Belconnen Enhanced Community Health Centre
Brian Hennessy Rehabilitation Centre
Boffa Robertson Group (Architect)
Capital Asset Development Plan (now referred to as HIP)
Canberra Hospital and Health Services
Concept Master Development Plan
Computer on Wheels
Clinical Technology and Equipment Service
Development Approval
Digital Health Enterprise
Domiciliary Oxygen and Respiratory Support Scheme
Equipment Loan Service
Executive Reference Group
Environmentally Sustainable Design
Furniture, Fittings & Equipment
GDK Engineering (Hydraulic/ Wet Fire Services Engineering Consultant)
Gross Floor Area
Health Facility Briefing System
Health Infrastructure Program (formerly CADP)
Health Planning Unit
Health Service Planning Unit
Information and Communication Technology
Independent Living Centre
Inpatient Unit
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SWAPS
TMV
TTW
UC
UCPH
UG
Varius
VOIP
WAN
WHS
Acronym/
Abbreviation
LAN
MATV
MHAGIC
MOC
NCC
NSQHS
OMPH
P&O
RACC
RDS
RFID
RTLS
SDP
SOA
SSOA
SVA
Meaning
Local Area Network
Master Antenna Television
Mental Health Assessment Generation Information Collection
Model of Care
National Construction Code (formerly BCA)
National Safety and Quality Health Service
Older Persons Mental Health
Prosthetics and Orthotics
Rehabilitation, Aged and Community Care
Room Data Sheets
Radio Frequency Identification
Real Time Location Services
Services Delivery Plan
Schedules of Accommodation
Summary Schedules of Accommodation
Steenson Varming (Electrical, Mechanical, Dry Fire Services and Security
Engineering Consultant)
Specialised Wheelchair and Posture Seating Service
Thermostatic Mixing Valve
Taylor Thomson Whitting (Structural/ Civil Engineering Consultant)
University of Canberra
University of Canberra Public Hospital
User Group
Varius Pty Ltd (ICT adviser)
Voice Over Internet Protocol
Wide Area Network
Work Health & Safety
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Aurora Projects (Aurora) and its consultant team were engaged to complete a Services Delivery
Plan (SDP) for the proposed University of Canberra Public Hospital (UCPH). This SDP has been completed within the required timeframe, utilising the existing governance structure as established by ACT Health.
Aurora was appointed in March 2013 with the first round of stakeholder User Group (UG) meetings commencing at the end of March 2013. The subsequent two rounds of UG consultation were undertaken in April and May 2013 with final completion of the SDP report in
June 2013.
Key components of the SDP include the Health Planning Unit (HPU) Briefs, Concept Master
Development Plan and capital and recurrent cost estimates for the proposed UCPH facility.
These documents were developed in consultation with the ACT Health Executive Reference
Group, UG representatives for the development of the individual HPU Briefs and other relevant stakeholders.
The proposed UCPH facility is 20,745m
2
(GFA) in size
.
It is recommended that ACT Health proceed with subsequent planning and design activities and ultimately implementation of the UCPH project, utilising the SDP as guidance to inform the next phase of planning.
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Aurora Projects (Aurora) and its consultant team were commissioned by ACT Health to develop this Services Delivery Plan (SDP) for the proposed University of Canberra Public Hospital
(UCPH).
The objective of the SDP is to:
 Clearly define the services required to be delivered by the facility;
 Outline the concept for the facility that the defined services would be delivered from;
 Include strategies required to support and facilitate actions required during the course of the project i.e. delivery of the facility; and
 Include management strategies that facilitate development of the framework for which services delivery will commence and continue upon.
The SDP is comprised of a Functional Brief, Concept Master Development Plan (CMDP) including departmental concept plans, strategy documents and financial information.
The term CMDP is used to demonstrate that the objective of the SDP is to maintain the planning work at concept level and establish a clear concept master plan for development of the health facilities within the context of the University’s ‘Health Precinct’, noting the importance of relationships with complimentary collocated facilities. The other key objective is that the CMDP is to facilitate the ability to expand components of the health facility in the future.
The SDP has been informed by the following key ACT Health background documents:
 Proposed Northside Subacute Hospital Canberra ACT – Report from Subacute Hospital
Planning Workshop (January 2013)
 Service Models and Projected Service Demand for Adult Rehabilitation and Aged Care
Services Report for the proposed Northside subacute hospital (9 October 2012)
 Northside Subacute Hospital Mental Health Services Consultation Report (August 2012)
 Northside Subacute Hospital Planning Workshop (Mental Health) Summary Reports (22
March 2012 and 2 May 2012)
 Health Infrastructure Program (HIP) Master Documentation
These reports identified the services to be considered during further planning at UCPH as well as overarching models of service delivery and are currently in the process of being endorsed.
The above reports and other relevant documentation were referred to throughout the process of developing the SDP (refer to list of Reference Documents, Section 12).
As a result of the objectives and the consultation undertaken the UCPH facility is comprised of subacute rehabilitation and aged care inpatient day and ambulatory services including hydrotherapy, and mental health rehabilitation and day services.
These four services are supported by clinical support services such as pharmacy and pathology and non clinical support services such as food, cleaning, waste management, linen, property management and maintenance. A key component of the scope of UCPH is the research, education and meeting functions which are housed alongside the Executive offices and staff workspaces. Administration services including ACT record management, clinical records, security, switch and mailroom are provided. These services are referenced in detail under the
Functional Brief section of the document, Section 5.
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Upon commencement of the SDP, the proposed UCPH site was identified as being on the
University of Canberra (UC) Bruce campus in the northern suburbs of Canberra (corner of
Aikman and Ginninderra Drives). However, at the time of preparation of the SDP the exact location for the facility had not been formally agreed with UC; the SDP has been developed based upon the UC site as a working assumption.
The new facility will comprise 140 beds plus outpatient/ day/ ambulatory services. Emergency
Department and other acute services will not operate from the site. Contemporary subacute health facility planning principles have underpinned the development of the project.
Other health facility planning working assumptions such as the percentage of single rooms in the rehabilitation and aged care Inpatient Units (IPUs), facility planning for UC space, and the extent of shared space with UC have been made to facilitate the briefing and design process.
Whilst parking for UCPH staff, patients and family/ carers is proposed to be located adjacent to the new facility it will be provided by UC.
Governance of the UCPH project has been provided within the existing ACT Health governance framework. The governance structure is to be reviewed at each phase of the project to ensure that the reporting structure and terms of reference meet the needs of the project.
The meeting and reporting structure for the SDP consisted of the following:
 Executive Reference Group (ERG) – an existing group established by ACT Health for the
UCPH project

Responsible for managing deliverables of the project

Monitoring project objectives, key deliverables, program, budget and scope

Includes members with specialist skills who are able to inform the decision making process

Makes recommendations to the Canberra Hospital and Health Services Project
Control Group for decision/ endorsement by the Redevelopment Committee
 The Principal Consultant (Aurora) – coordinating the activities of the CMDP team

Communication link between the ERG, the CMDP Team, departmental User Groups
(UGs) and ACT Health where necessary

Communication of relevant project information and prioritisation of issues that require resolution or direction
 The CMDP Team

Attendance at start-up workshop (ERG Meeting 1) and site visits as necessary

Attendance at planning coordination meetings with the Principal Consultant

CMDP Lead Consultant (architect) attendance at concept options workshop and preferred option review presentation
 Departmental User Groups

Provide department specific input to inform the development of the HPU Briefs
The SDP governance structure is illustrated in Figure 1.
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Figure 1: SDP Governance Structure
The following key personnel (Table 1) from the ACT Health Services Planning Unit (HPSU) were involved in the preparation of the Services Delivery Plan.
Table 1: HSPU Personnel
Representative
Jacinta George
Robert Bampton
Maria Harman
Sandy Myint
Department
Senior Manager, Health Services Planning Unit
Manager, Facility Planning
Health Facility Planning Officer
Administrative & Facility Planning Officer
The ERG was consulted throughout the development of the SDP for resolution regarding key issues and endorsement of the outcomes of the UG meeting process, the ERG consisted of the following members (Table 2).
Table 2: ERG Members
Representative
Grant Carey-Ide (Chair)
Liz Sharpe/ David Robertson
Jacinta George
Jon Barnes
Liz Sharpe
Department
Executive Director, Service and Capital Planning
Executive Officer, Service & Capital Planning
Senior Manager, Health Services Planning Unit
Executive Construction and Program Director,
Redevelopment Unit
A/Operational Director, Redevelopment Unit
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Representative
Colm Mooney
Stephen Goggs
Ian Thompson
Linda Kohlhagen
Katrina (Tina) Bracher
Judy Redmond
Rosemary Kennedy
Judi Childs
Neil Bulless
Kerry Snell
Dalane Drexler
Dee McGrath
Rhonda Maher
Nicole Masters
Gary Wright
Jennifer Elliott
Amanda Davies
Maria Harman
Rob Bampton
Sam Morgan
Robyn Cross
Department
Director, Procurement, Health Infrastructure
Program (Shared Services Procurement)
Deputy Director-General, Strategy & Corporate
Deputy Director-General, Canberra Hospital &
Health Services
Executive Director, Rehabilitation, Aged and
Community Care
Executive Director, Mental Health , Justice Health and Alcohol & Drug Services
Chief Information Officer EHealth Projects and
Clinical Records
Executive Director, Business & Infrastructure
Executive Director, People, Services & Strategy
Executive Director, Chief Minister and Treasury
Directorate
Health Care Consumer Representative, HCCA
ACT Mental Health Consumer Network
Representative
Consumer Representative, Carers ACT
Proxy for Executive Director, Rehabilitation, Aged and Community Services
Proxy for Executive Director, Chief Minister and
Treasury Directorate
Proxy for Executive Director, Business &
Infrastructure
Proxy for Executive Director, e-Health & Clinical
Records
Proxy for ACT Mental Health Consumer Network
Representative
Facility Planning Officer, Health Services Planning
Unit
Senior Facility Planning Officer, Health Services
Planning Unit
Senior Manager HIP Finance, Service and Capital
Planning
Senior Projects Officer, Service and Capital
Planning
In addition to the above ACT Health representatives, the appended User Group Membership
Schedule details representatives who participated in the UG consultation process.
The following Aurora and sub-consultant personnel (Table 3) were involved in the preparation of the SDP.
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Table 3: UCPH Consultant Team
Personnel
Aurora Projects
Jo Thorley
Gavin Thompson
Gemma Hepple
Simone Sharp
Boffa Robertson Group (BRG)
John (Jock) Robertson
Dominic Polito
Steensen Varming (SVA)
Roland Towning
Dan MacKenzie
Michael Fearnley
Dominic Choiligh
Chris Arkins
Taylor Thomson Whitting (TTW)
Robert Mackellar
Paul Yannoulatos
Ross McDougall
GDK Engineering (GDK)
George Koutoulas
Paxon
Michael Palassis
David Bath
Joan Coffey
Altus Group (Altus)
Barry Woollam
Alan Fox
Deane Pondekas
Varius Pty Ltd (Varius)
Greg Bezuidenhout
Role
Project Director
Project Manager
Health Services & Facility Planner
Health Services & Facility Planner
Concept Master Development Planner/ Architect
Concept Master Development Planner/ Architect
Technical Director
Engineering Services Manager
Electrical, BMS Engineer
Mechanical, ESD, Building Services Engineer
Environmentally Sustainable Design Engineer
Structural, Façade Engineer
Civil Engineer
Engineering Support
Hydraulic/ Wet Fire Engineer
Recurrent Cost Planner
Recurrent Cost Planner
Recurrent Cost Planner
Capital Cost Planner
Capital Cost Planner
Capital Cost Planner
ICT Strategic Planner and Adviser
The SDP incorporates a services delivery driven CMDP solution that responds to the functional and operational requirements of the UCPH project. Figure 2 illustrates the relationship between the different components of the SDP.
Figure 2: Relationship of SDP Components
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This report describes key summary information regarding each of the above components of the
SDP and detailed reports and documentation are appended.
The SDP content is further outlined in Table 4 below for ease of access in viewing the above figure.
Table 4: Structure of the SDP
SDP Heading and Contents
1. Introduction
 Purpose
 Background
 SDP Structure
2. Governance
3. Services Delivery Plan Structure
4.
Overarching Principles
 Outlines the overarching principles which have been applied to planning for
UCPH as a whole
5. Functional Brief
 Outlines the requirements of each of the individual HPU functional areas within
UCPH
 Includes Schedules of Accommodation
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SDP Heading and Contents
6. Strategy Documentation
 Outlines strategy documentation which has been prepared in parallel with the
HPU briefing process to inform future planning stages for UCPH
 Includes Communication and Consultation, Change Management and Risk
Management Strategies and Workforce Change Management
7. Concept Master Development Plan
 Summary of five Concept Master Development options and outline of the preferred option
 Design features and other considerations (future expansion)
 Engineering services requirements
8. Project Programme
9. Risk Analysis
10. Financial
 Capital cost estimate and capital cost cash flow
 Recurrent costs
11. Environmentally Sustainable Design
 Baseline inclusions
 ESD options
12. Reference documents
13. Qualification and Limitations
14. Conclusion
15. Recommendation
Overarching operational policy principles were developed in consultation with the ERG upon commencement of the UG process. These principles were established to inform and be tested by the UG consultation process. They were further developed in parallel with the development of departmental HPU briefs. Revised principles have been finalised in consultation with the ERG and are included within the appended Functional Brief.
Overarching operational policy principles have been developed to inform the UCPH context and do not override existing ACT Government policies. Specific operational policies noted within each of the individual HPU section of the Functional Brief, should be read in conjunction with the overarching operational policy principles for UCPH.
Specific design requirements for functional areas are outlined within the Functional Brief.
Design requirements which are overarching and relevant to the UCPH facility as a whole have
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been determined throughout the planning process. These requirements have been further developed in relation to the CMDP (refer Concept Master Development Plan, Section 7).
The overarching design principles listed below are detailed within the appended Functional
Brief:
 Compliance with current standards and guidelines
 Alignment with the Australasian Health Facility Guidelines
 Care for patients with dementia
The following general design requirements are also include in the Functional Brief:
 Access
 Wayfinding and signage
 Environment
 Flexibility/ adaptability
 Expansion
 Environmentally sustainable design
 Occupational safety and health
 Infection control
As part of the HPU briefing process, a key issues register was developed to capture key issues and decisions made to inform the development of the HPU briefs, Schedules of Accommodation
(SOA) and subsequent CMDP.
Key issues/ decisions were generated in a number of forums and reported to the ERG for note and/ or approval. A Key Issues Register was developed to record the decisions made. The register is included within the Functional Brief.
An Information and Communication Technology (ICT) Principles document included in the
Functional Brief has been prepared for UCPH as a framework document to support the National eHealth and ACT Digital Health Enterprise strategies.
The key features of the document are:
 Implementation of a medical grade network is key
 Network design, building and floor distribution rooms are designed to ensure high levels of redundancy
 UCPH will be a spoke facility accessing servers located in a remote server room
The ICT principles are detailed within the appended Functional Brief and include:
 Current Technologies
 Proposed Technologies

ICT Spatials

Backbone and Active Equipment

Furniture, Fittings & Equipment (FFE)
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The Functional Brief for UCPH was developed initially as individual HPU briefs describing the requirements for each of the functional areas within the facility. At the completion of the UG briefing process the individual HPU briefs were combined to form the sections of the Functional
Brief.
UGs representing the requirements of each of the functional areas were established to inform development of the briefs. Refer to appendices for membership of the UGs.
UG consultation was undertaken in three rounds:
Initial draft HPU briefs were prepared based on existing documentation, comparison to like facilities and the Australasian Health Facility Guidelines (AHFGs). Principles outlined within the
HIP Master Documentation were incorporated into initial draft briefs e.g. bedroom size, medication management etc.
The description and scope of the future service, the service planning context (as a snapshot from service planning documentation), Model of Care (MOC), specific operational policies for the future service and functional relationships were discussed.
High level discussion of the SOA (departmental room sizes and quantities) was also included.
Feedback from the UGs was incorporated into updated HPU briefs for the next round of meetings.
Updated HPU briefs were reviewed and further developed to include:
 Future MOC and operational policies
 Functional relationships and relative location of the department
 Future service delivery and technological trends
 Specific design considerations
 Specific Furniture and FFE requirements to inform development of the Room Data Sheets
(RDS)
The SOA was further refined and staffing requirements incorporated into the HPU briefs.
The final round of UG meetings focused upon the final resolution of issues and FFE requirements for the non-standard rooms. Confirmation/ endorsement of the HPU Briefs subject to incorporation of changes identified at the meeting was also undertaken.
Throughout the UG consultation process, any variations to the AHFGs were identified and rationale for the variations was confirmed.
Following the finalisation of the UG consultation process, HPU briefs were broken down into distinct departmental/ functional areas to inform the spatial allocation (m2) and functional relationship requirements to be represented within the CMDP and subsequent planning phases.
These were ultimately combined in to the overall Functional Brief appended to this report.
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Table 5 outlines the list of individual HPU briefs developed and included in the sections of the
Functional Brief.
Table 5: UCPH Individual HPU Sections of Functional Brief
9
10
11
12
13
14
Section HPU Section
2 Rehabilitation & Aged Care Inpatient Units
3
4
Adult Mental Health Rehabilitation Unit
Rehabilitation & Aged Care Day/ Community/ Ambulatory Services
7
8
5
6
Adult Mental Health Day Service
Hydrotherapy
Executive & Central Staff Workspace
Clinical Technology & Equipment Services
15
Main Entry & Hospital Operations
Central Staff Amenities
Education, Research & Meeting Facilities
Pharmacy
Pathology
Body Holding
Support Services/ Front of House:
ACT Administrative Management; Switch & Mailroom; Security, Fire Safety,
Parking and Fleet Management
16
17
18
19
20
Food Service
Cleaning, Waste Management & Hygiene
Linen Service
Supply & Docks
Support Services/ Back of House:
Clinical Engineering, Shared Services ICT, Property Management & Maintenance
The individual HPU sections of the Functional Brief contain a number of sub-sections required to inform the design of the new facilities. A summary of each of these sections is described below.
5.3.1. Model of Care
The MOC is described for clinical areas where patient care is provided. HPU sections for support services (e.g. Education, Meetings & Research, and Food Services etc.) do not include a description of the MOC. The model of service delivery for these areas is described within the operational policy and other relevant sub-sections of the brief.
The MOC sub-section for the clinical HPU briefs outlines the key aspects of the models that are required to inform the design of these spaces. It is expected that MOCs will be further developed in subsequent stages of planning to include more detail and to incorporate any changes to care delivery etc.
Good public transport links will be essential to the operationalisation of the MOC for this facility.
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5.3.2. Operational Policies
This sub-section outlines the key operational requirements for each of the functional areas. In particular, operational policies which are specific to the functional area are described. This subsection is to be read in conjunction with the Overarching Operational Policy Principles for UCPH
5.3.3. Design Requirements
This sub-section describes specific design requirements for each of the spaces within functional areas. The majority of spaces will be configured to be consistent with the AHFGs. Where there are variations to the AHFGs required, or where spaces are not addressed by the AHFGs, the requirements for these spaces are outlined.
Specific design requirements are to be read in conjunction with the Overarching Design
Principles for UCPH.
5.3.4. Functional Relationships
This sub-section identifies key functional relationships required within each functional area
(internal) and between each area and other areas of UCPH (external). These relationships are required to support the movement of patients, staff and carer/ visitor movements throughout the new facilities.
Functional relationships have been reviewed to inform the CMDP and the location for each functional area in the new facility.
5.3.5. Staff Profile
Proposed workforce requirements for each functional area have been outlined within each of the HPU briefs. Projected staff profiles have been developed to inform this stage of planning and will be subject to adjustment both in numbers and classification as the workforce change management strategy is implemented in parallel with development of the MOCs/ service delivery models.
Proposed staff profile information has been used to inform the requirements for staff amenities and workspace (offices and workstations). The proposed staff profile information will be subject to ongoing review and development as planning progresses. The approach to workforce planning and change management is outlined within the Workforce Change Management
Strategy, Section 6.4.
5.3.6. Schedules of Accommodation
SOA have been developed for each functional area. The SOA identifies all rooms/ spaces and the area (m2) required to accommodate their nominated functions, within each of the functional areas. The SOA includes both enclosed and unenclosed (external) functional areas.
Unenclosed areas include requirements for vehicle access/ pick-up/ set-down on the UCPH site.
The SOA has been developed based on the following:
 AHFGs where possible
 HIP Master Documentation
 Analysis of the UCPH functional requirements
 ACT Health Office and Service Facilities Accommodation Policy (August 2012)
For spaces that are not included within the AHFGs or HIP Master Documentation, a review of functional requirements has been undertaken to inform the spatial allocation. There are some spaces for which a variation to the AHFGs has been included in the SOA. These spaces have
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been identified as having functionality which is different to that proposed in the AHFGs and so this has been reviewed and variations included within the SOA.
A table outlining variations to the AHFGs is appended to the Functional Brief and describes the rationale for the variations which have been included. Variations to the AHFGs are relatively minor and been reviewed and endorsed by the ERG.
Whilst developing the SOA for different functional areas, consideration was given to the feasibility of sharing spaces between different functional areas and incorporated into the SOA where possible. A further review of the SOA was undertaken upon completion of the UG consultation process by the ACT Health Service Planning Unit in conjunction with Aurora to identify any further opportunities for sharing of like spaces. A table outlining the review and rationalisation of spaces is appended to the Functional Brief as “Summary Information –
Schedules of Accommodation: Rationalisation ”.
The Summary Schedules of Accommodation (SSOA) is also included within the Functional
Brief. The SSOA outlines the space requirements for each functional area and for UCPH as a whole.
Following review and feedback from HSPU additional space was added to the SOA due to increase in medication/ utility room sizes and the change from 40% to 60% single bed rooms in the rehabilitation and aged care IPUs.
As a result of the briefing, rationalisation process and further consultation with HSPU the proposed Gross Floor Area (GFA) for UCPH is 20,745m
2
.
5.3.7. Room Data Sheets
Preliminary RDS have been prepared for each functional area (excluding Food Services). RDS have been prepared as part of the SDP to:
 Test the spatial allocation (m2) for each room/ space
 Inform the capital cost estimate
 Provide a basis for subsequent planning phases.
It was agreed with ACT Health that RDS would not be prepared for Food Services due to the specialist nature of the service and associated FFE. It is intended that RDS for Food Services be developed in the next stage of planning with specialist consultant input to do so.
Preparation of the UCPH RDS has been based on the following:
 AHFGs and Health Facility Briefing System (HFBS) standard rooms
 Incorporation of UCPH specific requirements as identified within the Functional Brief
UCPH RDS consist of both standard and non-standard rooms. Standard rooms are those rooms which have been standardised throughout the facility so that there is consistency throughout all rooms where appropriate. Standard rooms represent approximately 70% of the total UCPH rooms. Non-standard rooms have been generated for those rooms which are unique and not repeated throughout the facility e.g. gymnasiums, Hydrotherapy, Prosthetics & Orthotics workshop and consult room. RDS for these rooms have been generated to capture the specific
UCPH requirements for each of these spaces.
The RDS have been developed within the HFBS and the milestone ‘UCPH SDP’ has been created to signify the completion of the SDP and this phase of planning. As a database (HFBS) has been used to generate the RDS, they have not been appended to this report. For access to the UCPH RDS, please contact:
UCPH
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Robert Bampton
Senior Facility Planning Officer
Health Services Planning Unit
(02) 6174-8011
Robert.Bampton@act.gov.au
The RDS have not been updated since the above milestone was created, the total area does not reflect final changes to the SOA, namely increase in single bed rooms from 40% to 60% in the Rehabilitation and Aged Care IPUs and increase in size of the medication/ utility rooms.
FFE requirements for UCPH are as detailed within individual RDS. As noted above, FFE has been developed as part of the SDP to inform the spatial allocation for rooms/ spaces as well as the capital cost estimate. The RDS have not been updated since the milestone outlined in
Section 5.3 was created, the FFE list does not reflect final changes, namely additional hoists in
Rehabilitation and Aged Care Day Services treatment room and one of the multifunction consultation rooms and portable hearing loop devices.
Specialty equipment which has been identified for the UCPH to be specifically addressed within the capital cost estimate is as follows:
 Provision of ceiling mounted hoists

Within all Rehabilitation and Aged Care IPU bedrooms as detailed within the Functional
Brief

Within gymnasiums

Within the Rehabilitation and Aged Care Day Services treatment room and one of the multifunction consultation rooms

Within the Hydrotherapy area including one floor mounted hoist
 Automated Dispensing Machine (ADM) within central pharmacy space
 ADMs within the ward medication/ utility rooms
 Hydrotherapy pool and associated plant
The information received during the UG process and ERG meetings, along with existing ACT
Health policy documents, has been used to inform UCPH strategy documents and finalisation of
CMDP and associated cost plans.
A Communication and Consultation Strategy has been developed to guide the consultation and communication processes of the project planning phase, ensure robust stakeholder management and engagement, and lay the foundations for good workforce change communication during the UCPH project timeframe.
The strategy identifies the communication objectives and approach that will be adopted in development of the UCPH Communication Action Plan and outlines the governance framework within which it sits.
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Key messages have been identified for delivery to stakeholders at key project milestones during the following phases:
 Project Initiation
 Facility Planning
 Change Management stages
 Design and Construction
 Commissioning
 Post Occupancy
Stakeholders have been identified from the following groups:
 Internal

Internal staff

Staff at other facilities e.g. The Canberra Hospital, Village Creek, Community Team,
Brian Hennessy Rehabilitation Centre, Belconnen Enhanced Community Health
Centre
 External stakeholders including:

Patients and carers

Staff at Calvary Hospital

Consumers and consumer organisations

Media organisations
The strategy provides guidance for internal and external consultation tools and activities and the process for monitoring and evaluation of the strategy and Communications Action Plan.
The Communication Action Plan that will implement the strategy is currently underdevelopment by ACT Health.
Refer appended Communication and Consultation Strategy.
The Change Management Strategy has been developed to facilitate the identification, assessment of areas of change, and implementation of plans to action and manage the impact of the changes associated with the UCPH development.
The strategy identifies the need to establish a strategy for communication and consultation and linked Change Management Implementation Plan to ensure that key changes arising are communicated to internal and external stakeholders at suitable project milestones.
Changes associated with UCPH development may arise from the new MOCs and service delivery, facility capacity, and operational and business practices delivered through UCPH commissioning. The process for monitoring and reviewing the implementation of change has been identified and involves formal and informal monitoring and evaluation strategies; contingencies for modifying key changes; and development and dissemination of new policies, procedures, and processes as appropriate for each change.
The strategy confirms the UCPH governance structure and identifies the requirements for allocation of resources to manage the associated workforce change process.
Refer appended Change Management Strategy.
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The UCPH Risk Management Strategy has been established as an overarching strategy for managing the risks associated with the planning, design, construction and commissioning phases of the UCPH project. The development of the strategy was made in accordance with the
Australian/New Zealand Standard AS/NZS ISO 31000:2009.
The strategy utilises the UCPH project governance structure and describes the approach to analysing and managing risk in collaboration and consultation with project stakeholders to ensure that the identified benefits of the UCPH development are realised within scope, timeframe and budget.
Refer appended Risk Management Strategy.
The approach to workforce change management to address the workforce requirements for
UCPH will be consistent with ACT HIP methodology. This methodology is based upon well established principles developed by ACT Health to inform workforce requirements for other HIP projects and is currently being updated by ACT Health.
As a new health facility in the ACT, UCPH represents a significant challenge in developing a workforce which is able to meet its needs. The process of addressing workforce planning and change management has been commenced with the development of draft preliminary projected staff profile for each functional area as outlined within each of the individual HPU sections of the
Functional Brief.
Ongoing methodology to address future workforce requirements is detailed within the UCPH
Workforce Change Management Report (refer to appendices).
7.1.1. Facility Description
The UCPH facility design for the CMDP has been developed upon principles of patient centeredness and optimising service delivery. This philosophy informed many of the decisions made in terms of access, configuration and building massing. From the outset the objective was to provide clear, distinct and separate public and staff only circulation. Staff only/ support services have been considered using AGVs in the future to collect and distribute food, linen, goods and waste, enabling these deliveries to occur being largely unaware by patients and members of the public.
The physical massing has been created with the intention of progressively scaling the buildings in size from the two storey Main Entry component, to the single storey IPUs, through to discrete pods of four clusters of five bedrooms in the Adult Mental Health Rehabilitation Unit at the opposite end. The intention with this approach has been to create a more domestic and less institutional scale, particularly as many of the IPU residents will spend considerable lengths of time there and to create an empathetic healthcare environment that promotes improved healing and recovery.
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7.1.2. Arrangement
Distinct separation of general public access from staff only/ support services was identified as a major driver with regard to the layout of the facility. This front of house/ back of house distinction has informed the eventual facility configuration.
In order to assist in wayfinding, the approach has been to provide public access to the various parts of the facility via a central circulation spine originating at the main entry to the facility. Day
Services are located adjacent the entry, with IPUs located in pairs on either side of the main corridor and pedestrian access at the end of this spine to the Adult Mental Health Rehabilitation
Unit.
Following the first round of UG meetings and initial space requirements identified in the first draft SOA, three concepts were prepared that illustrated how support services could be effectively delivered to each IPU. The options were evaluated and scored at the SDP Options
Review Workshop held on 18 April 2013.
The first option (Option 1) located service corridors at the opposite end of the IPUs to the public entry. This had the effect of creating enclosed courtyards created by an IPU on the north and south, with the main entry spine completing the quadrant. In the evaluation of this scheme, there were mixed views (in relatively equal measure) that the enclosing service corridors created an environment where privacy was limited by being able to be viewed from two sides and denied view outlooks beyond, contradicted by an opposing view that the enclosed courtyards created a more secure environment. There was, in addition, a view that this arrangement best afforded access from the main circulation spine into shared services located between the paired IPUs.
The second option (Option 2) attempted to create a more compact building footprint on the site, again incorporating the Option 1 concept of ‘external’ support services corridors and enclosed courtyards, with 4 x IPUs were located on the first floor, Day Services and Adult and Older
Persons Mental Health (OPMH) IPUs located at ground floor level to provide access to landscaped courtyards. This option was discounted for a number of reasons including limitations on future expansion, limited access to hydrotherapy plant, and having a large proportion of the street frontage dedicated to non-hospital functions.
The third option (Option 3) located support services immediately adjacent the main circulation spine, linking a pair of IPUs with an access corridor between the public entries to each IPU.
This had the advantage of opening up the landscaped courtyards to views beyond, however, it was considered to be problematic in providing direct connection between the main circulation spine and the shared services zone linking both IPUs, the support services zone effectively blocking the potential for such a connection.
These three options are illustrated in Figure 3.
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Figure 3: CMDP Options 1 - 3
The outcome of the workshop resulted in the investigation of a hybrid of Options 1 and 3, being
Option 4. As a result of the decision to locate OPMH Services at another location a further option, Option 5, was developed and taken to the ERG Preferred Option Review held on 31
May 2013, refer Figure 4.
Figure 4: CMDP Option 4 and Preferred Option 5
Following the recommendations from the Preferred Option Review Hydrotherapy was relocated closer to the main entrance with its own entrance, an additional pedestrian access at the end of the main corridor, and a drop off bay for the Clinical Technology and Equipment Service
(CT&ES) were added.
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7.1.3. Departmental Locations
Departments are located to optimise effective access for patients and their visitors, service vehicle movements, and administrative and educational functions. Day patient services are located in close proximity to the main entry to avoid excessive patient travel and additional through traffic through IPUs. A separate entry is also provided on the main frontage which allows more direct access to the Hydrotherapy Service and Rehabilitation and Aged Care Day/
Community/ Ambulatory Services and Adult Mental Health Day Service. In addition, a clear zone for pick up and drop off of equipment to the CT&ES has been located on the main frontage.
The locations of main departments within the facility, as related to the individual HPU sections of the Functional Brief and SOA are as follows:
Lower Ground Floor


Central Staff Amenities
Food Services
 Body Holding
 Cleaning, Waste Management &
Hygiene
 Linen Services
 Communication Room
 Supplies & Docks
 Support Services/ Back of House (Clinical Engineering, Shared Services ICT, Property
Management & Maintenance)
Ground Floor
 Main Entry & Hospital Operations  Rehabilitation & Aged Care Inpatient
Units
 Adult Mental Health Rehabilitation Unit
 Adult Mental Health Day Service
 Clinical Technology & Equipment
Service
 Aged Care and Rehabilitation Day/
Community/ Ambulatory Services


Hydrotherapy
Pharmacy
 Pathology  Communication Rooms
 Support Services/ Front of House (ACT Records Management; Switch & Mailroom;
Security, Fire Safety & Transport)
First Floor
 Executive Offices
 Education, Research & Meeting Facilities
 Central Staff Workspace
7.1.4. Design Features
A key aspect of the arrangement of the patient bedrooms is the provision of a pleasant outlook over courtyard spaces, some of which have been contained, either as part of the arrangement of the IPU’s, or as more intimate spaces attached to clusters of bedrooms, as is the case for the
Adult Mental Health Rehabilitation Unit.
As many of the patients will be undergoing treatment and rehabilitation programs over extended periods of time, it is important to provide environments that will accommodate rest breaks, as well as for the extension of exercise programs through use of outdoor areas.
The courtyards are intended to provide these benefits, as well as to provide access to natural light, fresh air and a natural landscape amenity that provides an alternative environment to that within. These spaces will also assist in reducing stress for both patients and staff.
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Wayfinding is intuitive and logical. Upon entering the building the main reception, passenger lifts and stair to the first floor are immediately apparent. Progressing further into the main entry foyer space, adjacent the reception a main corridor provides access to the Day Service areas, as well as other support service functions.
Progressing further into the facility, Pathology and Pharmacy Services have connections directly off the main entry zone, as does the Adult Mental Health Day Service. The circulation spine then continues, providing public access to the IPU’s beyond. This corridor has been provided with a slight curvature to visually reduce its length and avoid a ‘gun-barrel’ effect. It has been provided with fenestration at various points along the journey to further break the apparent length, provide visual interest with courtyard outlooks, and introduce natural light for the benefit of patients, staff and visitors.
Shared therapy areas are a key feature of the design, providing facilities directly accessed by an IPU on each side, as well as having connection to the main corridor spine for use by the wider UCPH community. Facilities within each shared zone include a gymnasium, ADL bathroom and kitchen, meeting rooms and consult rooms. The exercise/ mobility courtyard is accessible directly from the Day/ Community/ Ambulatory Service and via the main corridor from the
IPU’s; this approach was endorsed by the ERG at the Preferred Option Review.
7.1.5. Terrain
The sloping terrain has informed the general arrangement of the facility. The design utilises the natural land slope and, through use of cut-and-fill, allows for the discrete location of support services at a lower ground floor level, thereby facilitating separate streaming of goods and services vehicular traffic from general public access traffic.
The main hospital facilities, including Day/ Community/ Ambulatory S ervices, IPU’s and clinical support services , are located at natural ground level along the central spine, with IPU’s on each side being located either within an excavated embankment zone, or on excavated fill.
The first floor level contains Education, Meeting and Research facilities and Executive and
Central Staff Workplace, thereby creating distinct separation of clinical areas from executive/ administrative and educational areas, while assisting in the potential for enhanced security containment after-hours. It affords an elevated outlook over the surrounding area, especially to
Lake Ginninderra to the west.
The sloping terrain assists in providing good drainage to and around the site.
7.1.6. Orientation
In order to obtain optimal Environmentally Sustainable Design (ESD) benefits, the arrangement of IPU wings typically runs east-west, thereby minimising heat loads on external walls and glare for occupants within. This provides for north-facing roofs, ideal for installation of solar-boosted hot water systems and photovoltaic panels to generate electricity. Sun-shading of windows is also more easily dealt with, typically with roof overhangs that block higher altitude summer sun, while enabling lower altitude winter sun to enter and provide supplementary heating.
7.1.7. Building Materials
Given the greenfield nature of the site and opportunities for valid view outlooks, much of the façade is intended to be glazed, this will be energyefficient glazing that will be either low ‘e’ to non-patient bedroom or non-clinical areas, or double-glazed with integral venetian blinds affording light, glare and privacy control, particularly to patient bedrooms. The remainder of the façade will be a combination of lightweight, energy-efficient panelling and masonry, depending on the location.
As much of the facility is single-storey, there are opportunities to apply less commercial-style construction techniques and obtain cost efficiencies. Roofs are proposed to be constructed
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utilising steel roof trusses with insulated coloured metal deck roofing, incorporating a colour palette that reduces heat absorption.
7.1.8. Building Services
Services connections to the building are provided from utilities to the west and north-west, arriving at the lower ground floor level and being reticulated throughout the facility.
Chilled water service runs rise vertically to the roof over the main circulation spine, which will be constructed as a working platform, allowing for location of secondary plant such as condenser units to be positioned adjacent to the IPU or associated areas and reticulated into the roof zone of the IPU. Maintenance of equipment can therefore be undertaken with minimal disruption to
IPU or clinical spaces.
Vertical circulation is provided for by 3 back of house goods lifts capable of accommodating
AGV pallet deliveries and servicing lower ground and ground floor. One of the back of house lifts connects all 3 floors and would provide bariatric and bulky equipment capability. Two passenger lifts are located in the main entry foyer and provide service between the Ground and
First floors.
Supplementing the lift installations are stair connections providing support services/ back of house access between the lower ground and ground floors, as well as fire egress and communication stairs between ground and first floors. A public staircase adjacent to the retail café area provides connection from the main entry to the Education, Research and Meeting facilities on the First Floor.
7.1.9. Future Proofing
Expansion has been allowed for in a number of areas with 4 zones identified for a future IPU; an
Independent Living Centre (ILC), if it is determined that it will be located at UCPH; Education precinct; and Medical Imaging. All with the exception of Medical Imaging are located towards the main entry.
Support services connection to the future IPU is afforded through the provision of a short corridor extension of the ‘back of house’ corridor connected to the large bariatric and equipment service lift, thereby providing flexibility in the type of IPU that could be provided.
7.1.10. National Construction Code Compliance
National Construction Code, 2013 (NCC) requirements have been addressed throughout the
CMDP design process.
Due to the nature of services to be provided at UCPH, i.e. sub-acute rehabilitation including preparedness training for patients’ return into a domestic environment, the NCC requirement for an island plunge bath is deemed not appropriate as it does not reflect the majority of domestic situations. A bath located adjacent to the wall will be provided within each ADL bathroom to more appropriately reflect a domestic setting.
ACT Health have developed a letter supporting dispensation for inclusion of an island plunge bath, this letter will be available to support the next planning phase.
7.1.11. Concept Plans
High level departmental layouts have been provided in the appended CMDP plans for the purpose of confirming space allocation, departmental footprint arrangements, and access and egress routes.
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Review and associated feedback will be undertaken with UGs during the next phase of planning.
The appended CMDP plans do not reflect the increase in GFA following further consultation with HSPU, i.e. increase in medication/ utility room sizes and change from 40% to 60% single bed rooms in the rehabilitation and aged care IPUs.
Engineering services concept reports have been prepared to provide a general description of each system, listing the relevant Australian Standards/ Codes and identifying the proposed systems arrangements.
A summary of the key features of the engineering services design is included within this section, for plans and further detail refer to the appended reports.
7.2.1. Structural and Civil
The key features of structural concept design are:
 The likelihood of encountering very hard rock increases as excavation approaches 4-5m depth, however, some high strength rock has been found at shallower depths in nearby suburbs, this item has been added to the master risk register
 The recommended method for site preparation is by cut and fill
 The final depth required for site preparation is to be determined during the next planning phase and following core drill sampling across the proposed site once the location is confirmed
 Foundations are proposed as pads on siltstone and short bored piers to natural bedrock
 Raft foundations have been proposed for structure over residual ground/ engineered fill
 Floor systems are proposed as a post tensioned banded slab subject to further design development during the next planning phase
The key features of the civil concept design are:
 Stormwater detention will be employed in accordance with Water Sensitive Urban Design principles
 Overland flow levels are to be set to maintain flows around the building
 A new road for services access proposed, this will require consultation with the local authority during subsequent planning phases, this item has been added to the master risk register
 Provision for a 70,000 litre rainwater collection tank
Refer appended Engineering Services: Civil & Structural report.
7.2.2. Hydraulics (incl. Sewer), Gas & Wet Fire Services
Initial correspondence with authorities was undertaken as part of site investigation reports
(UCPH Site Investigation Report from Brown Consulting), this included identification of the following infrastructure connections which have formed the basis of the concept design proposed for hydraulic, gas and wet fire services:
 The sewer connection point has been identified from the existing sewer manhole North
East of the Ginninderra Drive/ Aikman Drive intersection
 Cold water, fire hydrant and fire sprinkler supply is proposed to extend from the water main in the Southern verge of Ginninderra Drive
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 Gas connection identified from the steel gas main at the corner of Ginninderra Drive and
Haydon Drive/ Baldwin Drive along the Southern verge of Ginninderra Drive to the site
The key features of the concept design are:
 Sewer and trade waste drainage systems – connections and discharge provisions have been identified with trade waste discharged to sewer drainage systems via grease arrestors; separate arrestors are to be provided for the hospital kitchen and retail café
 Water services reticulation – cold water and rain water booster pumps are proposed to be provided sized according to demand which will be determined during the next planning phase. Water filters are proposed for all incoming cold water supply including the rain water reuse system
 Hot water services – the concept design for reticulation has provided for a flow and return loop with Thermostatic Mixing Valves (TMV) to be provided
 Wet fire protection services
– the fire sprinkler system and fire extinguishers are to be provided in accordance with AS 2118.1 - 1999 and AS 2444-2001 respectively
 Gas Services
– the gas supply reticulation is proposed to extend to hot water plant, mechanical plant, kitchen, café and hydrotherapy pool; gas usage meters will be connected to BMS
 Drainage downpipes will be connected to provide rainfall harvesting to a 70,000 litre collection tank for landscape irrigation and hydrotherapy pool top up
 Hydrotherapy pool system requirements have been identified
Refer appended Engineering Services: Hydraulics (incl. Sewer), Gas & Wet Fire Services
Report.
7.2.3. Electrical, Security & Communications
The key features of the electrical concept design are:
 Authority Connections – a new high voltage feed is proposed to be brought in from
Aikman Drive which will follow the entry road and will then run along the Western side of the site into the sub-station. The communication infrastructure will be brought into the site also off Aikman Drive and will follow a similar path into the building as the high voltage service
 Electricity Supply – a three 1000kVA transformer chamber substation will be provided incorporating high voltage and low voltage switchgear to service the power supply requirements for the new building. The substations will be located within the lower ground area on the Western side of the site
 Electro Magnetic Interference (EMI) – to minimise the impact of EMI the main sources of interference such as substations, main switch room and diesel generators are to be located away from sensitive equipment. The reticulation of sub-main routes throughout the building will be through dedicated services risers and along corridors to avoid areas with sensitive equipment or where people will be present for long periods of time. Cabling between the sub-station, main switch board and generator will be in the lower ground floor slab to reduce EMI to occupied areas
 Diesel Generators – a new diesel standby generator, approximately 500kVA, is proposed to be provided to support the life safety and essential business critical loads for the building
 Uninterruptible Power Supply (UPS) – Centralised UPS systems will be adequately sized to accommodate the electrical capacity of the main communications room located on the
Lower Ground Floor
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 Security – it is proposed that the facility will be provided with an electronic security system comprising access control, intruder alarms, duress alarms, CCTV system and intercom systems
 Nurse Call System – it is proposed that a new IP based nurse call system will be provided to accommodate the requirements of the development and incorporate three levels of call including nurse call, staff assist and emergency call
 Building Management System (BMS) – It is proposed that the major circuit breakers on the main switchboard/s are connected to the BMS to monitor energy usage and open/closed status. The power factor correction system, standby generator, UPS systems, lighting control and security systems are all proposed to interface with the BMS.
 Future Flexibility – in order to provide for future expansion the following spare capacity has been proposed:

The sub-station to have in built 20% spare capacity and space for an additional transformer

The main switch board to have spare capacity and space for additional 20% load and circuits

The sub-mains to load centres to have 20% spare capacity

The distribution boards to have spare capacity and space for additional 20% load and circuits

The standby generator to have 20% spare capacity
Refer appended Engineering Services: Electrical, Security, Communications Report.
7.2.4. Vertical Transportation
The requirements for vertical transportation for passenger lifts, patients, goods and services have been identified as:
 Two passenger lifts linking the ground floor and first floor level
 Two staff/ goods lifts linking the lower ground and ground floor
 One bariatric rated lift linking all three levels
All goods lifts will have capacity to accommodate hospital beds and future AGV.
Machine room-less drive lifts are proposed as the drive motor is placed within the lift shaft and avoids the need for a lift motor room.
The requirements for security, UPS and standby generator requirements have been identified.
Refer appended Engineering Services: Vertical Transportation Report.
7.2.5. Mechanical & Dry Fire (incl. Medical Gases)
The key features of the mechanical concept design are:
 Load Calculations – the report outlines the initial loads for the building and indicates the preliminary primary plant loads which are used for plant room sizing, riser sizing and preliminary costs
 Energy Source and Supply – the source of energy has been included. The primary plant is based on an electrical chiller and gas boiler installation. The location of plant is also detailed with central plant proposed
 Mechanical Plant – a description of each of the systems recommended to be installed has been given along with reasons for selecting the appropriate system and why other systems were not selected. Each system has been outlined in detail including:
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
Central Energy

Cooling shall be provided by high efficiency electrical chillers

Heat rejection shall be provided by cooling towers

Heating shall be provided by gas boilers
 Air handling plant is proposed to consist of:

Multi-zone Face & Bypass Variable Volume Ait Handling Units in the ward areas

Constant Air Volume where required for specialist areas
 Service Zones – the service zones for each department have been outlined and illustrated on floor plans which also show the location of air handling plant serving each zone.
 Medical Gases – the proposed medical gases are detailed with gas cylinder store requirements given. Details of Bulk Oxygen compound are also included.
 Future Flexibility – in order to provide for future expansion the following spare capacity has been proposed:

The proposed chiller plant has been sized for 20% inbuilt spare capacity and with plant room space for an additional chiller should it be required

The proposed cooling towers to match the chillers and to hence have 20% in built spare capacity, space has been allowed for an additional cooling tower

Boiler capacity has been proposed with 20% inbuilt spare capacity but with space for additional boiler modules should they be required
Refer appended Engineering Services: Mechanical & Dry Fire (incl. Medical Gases) Report.
7.2.6. Car Parking
Functional areas have been identified within the individual HPU briefs for the purposes of patient and equipment pick up and drop off. Detailed parking analysis does not form part of this
SDP.
The cost plan for UCPH has been based upon the Integrated Master Programme dated 6
February 2013 with the key milestones identified in Table 6.
Table 6: Project Milestones
Date
June 2013
August 2013
September 2013
February 2014
February 2014
May 2014
February 2014
May 2014
August 2014
Event
Services Delivery Plan COMPLETE
Shortlist Principal Design Consultant
Appoint Principal Design Consultant
Preliminary Design Complete
Development Approval (DA) lodged
DA Approved
Tender Managing Contractor
Appoint Managing Contractor
Commence construction (Early Works)
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April 2015
2017
Commence construction (Main Works)
Official opening
It is recommended that development of a detailed programme is undertaken as part of the next planning phase.
If there are any changes to the project milestone dates within the master programme the capital cost cashflow and recurrent cost analysis will need to be updated.
A Project Risk Review was undertaken on 6 May 2013 and the Master Risk Register developed from the outcomes of the review. The risks identified have been assessed and mitigation measures undertaken during the SDP design development where possible.
In accordance with the Risk Management Strategy the appended UCPH Master Risk Register has been updated and reflects project risks identified during the course of the SDP development. The register should be used as a basis for further risk identification and mitigation analysis as the project progresses.
Baseline guidelines identified in the ACT Health endorsed policies and procedures for ESD have been reviewed and relevant measures applied to the specific nature of the UCPH facility.
Inclusion of these ESD aspects is not intended for the purposes of achieving a Green Star rating for certification.
Table 7 summarises the ESD initiatives that have been incorporated in to the CMDP and subsequent cost estimates.
Table 7: ESD Baseline for Capital Cost Estimate and Recurrent Cost
Item
Architectural
Mechanical
Comment
Orientation on site – to minimise heat loads on external walls and glare for occupants within
North facing roof – suitable for solar-boosted hot water and photovoltaic panels for electricity generation
External double glazing with integral blinds prevent solar gain in summer
Internal Noise Levels – minimised to promote a healthy environment
Material Selection – selection of construction materials to reduce VOC levels;
Formaldehyde Minimisation in the selection of construction materials
Ventilation Rates – increased levels of outdoor air during periods of high occupancy
Carbon Dioxide Monitoring and Control – control of outdoor air for spaces that have periods of low to no occupancy
Supply Air Duct Cleaning – access points to be provided to allow ductwork to be cleaned to promote a healthier environment
Variable Speed Drives to fans – to allow air flow to be set with minimum power losses
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Item
Electrical
Hydraulic
Waste Management
Façade
Tenant Guide
Comment
BMS – to provide integrated measurement of the building utility usage and provide fault identification
High Frequency Ballasts – to reduce flicker and losses within lighting fittings
(Note: LED lighting likely to be used in final design)
Lighting Switching – occupancy sensors within spaces that have intermittent occupancy such as changing rooms and toilets
Light Fittings – selection of high efficiency light fittings
Rain water collection – to make use of rainwater for irrigation of landscaping
Landscape planting of native plants – to reduce the need for irrigation
Water efficient fixtures and fittings – low water usage taps and shower heads, dual flush toilets
Waste Management During Construction – waste management plan prepared by the contractor
Operational models include waste streaming and recycling
Roof overhang provides shade in summer and allows heat from sun to enter in winter, building envelope analysis to be undertaken during the next planning phase
Guide prepared to enable the tenants to operate the systems to meet the environmental performance
Environmental management plan prepared by the contractor Environmental
Management
Other Indoor Plants – to promote a healthy environment
Options for further investigation have been recommended for future consideration and incorporation in the UCPH project. These have been listed in Table 8 in descending indicative order of costs.
Detailed lifecycle costing of the asset including comparative analysis for inclusion of ESD initiatives is currently underway as a separate piece of work to the SDP.
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Table 8: Recommended ESD Options
Item
Mixed mode operation of the air conditioning and ventilation system
Comment/ indicative additional capital cost
Feasibility testing is recommended
A mixed-mode ventilation approach should be considered for areas of low sensitivity where suitable. The way in which a mixed mode system works is that during times when the external ambient conditions are not suitable for natural ventilation, the windows are closed and the spaces are ventilated and air conditioned with air being delivered into the space via air handling units, when ambient conditions are suitable for natural ventilation windows can be opened and the air conditioning to the space with the open window is switch off. The disadvantages with mixed mode systems, is that with open windows noise as well as dust can become a nuisance to occupants.
The diagrams included in the appended mechanical services report shows a mixed mode system in natural ventilation mode with the window open and the mechanical air conditioning switched off and mechanical ventilation with the window closed and the air conditioning switched on
Photovoltaic Cells Feasibility testing is recommended; the final cost would depend on the extent of the system adopted
Solar power contributes to reducing the building energy demand, and also makes a visible statement of involvement in renewable energy harvesting
Independent Commissioning Agent appointment
Independent commissioning agent provides a managed process of commissioning the systems by introducing an independent person whose sole responsibility is to plan, manage and monitor the testing and commissioning processes
Solar Hot water Feasibility testing is recommended; cost depends on extent of the system adopted
The development of a soft landing approach to hand over
A soft landing approach to hand over is an approach that engages with the users early in the completion phase of the project such that by the time they move into the facility they are already very familiar with the systems in place
Specific re-tuning of systems during the defects period and beyond
Re-tuning of systems during the defects period and beyond ensures that the systems remain operating in accordance with the design and adjustments are made to them periodically or when necessary to maintain efficient and effective operation
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The following additional ESD initiatives have been identified; however, these options are not recommended for further investigation for the proposed site due to cost or complexity, refer
Table 9.
Table 9: Other ESD Initiatives
Item
Geothermal Heating & Cooling
Comment
Geothermal cooling/ heating are an initiative where the mass and temperature of the ground is used to pre-treat air or heat/ cool water.
In the air systems a labyrinth is formed and outside air is passed through the labyrinth to pre-cool the air in summer and pre-heat the air in winter. These systems are expensive to construct and need careful design to ensure that the quality of the air does not de-grade as it passes through the labyrinth.
With the water system bore holes are drilled into the ground in an array with tubes installed into the bore holes. These holes are usually 100m deep with tubes spaced at 6000 apart. Water is passed down the tubes and the tubes manifolded into a header where the pipes are connected into a chiller cooling system or boiler heating system.
Use of lake water for cooling Using a water mass as a means of cooling chiller plant is common where the water mass is very close to the chiller plant. The water is passed through a series of filters, and is pumped through a heat exchanger. Chiller condenser water also passes through the heat exchanger where it is cooled before returning to the chiller. The benefit is a lower condenser water temperature and hence more efficient chiller operation.
The following documents have been referenced in the development of the SDP:
 Proposed Northside Subacute hospital Canberra, ACT: Report from Subacute Hospital
Planning Workshop, held 9 th November 2012 Christopher J Poulos, 4 January 2013.
“Poulos Report”
 Northside Subacute Hospital Mental Health Services Consultation Report (August 2012).
 Proposed Northside Subacute Hospital Canberra, ACT: Service Models and Projected
Service Demand for Adult Rehabilitation and Aged Care, Christopher J Poulos, 9 October
2012.
 Adult Mental Health Day Service, National Health Reform Steering Committee Agenda
Item 3, 6 February 2013.
 Northside Sub-acute Hospital Workshop 1 Final Summary Report, 22 March 2012.
 Northside Sub-acute Hospital Rehabilitation Mental Health Services Workshop Final
Summary Report, 2 May 2012.
 Northside Sub-acute Hospital Adult Mental Health Services Workshop Final Summary
Report, 2 May 2012.
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 Northside Subacute Hospital Older Person’s Mental Health Services Workshop Final
Summary Report, 2 May 2012.
 University of Canberra 2012 Campus Master Plan, University of Canberra, 2012.
 University of Canberra Public Hospital Site Investigation Report Draft V2, Brown
Consulting, 1 March 2013.
 Office and Service Facilities Accommodation Policy, ACT Health Service and Capital
Planning, Issued August 2012 (Doc Number DGD12-020).
 ACT Health ICT Strategy Document (under development).
 Digital Health Enterprise Strategy 2 (DRAFT).
 ACT Health Sustainability Strategy Final Report, Thinc, May 2010.
 ACT Health Sustainability Strategy, July 2010.
 ACT Health Sustainable Energy Policy, Energy for a Sustainable City, ACT Government
Environment and Sustainable Development, 2011-2020.
 Weathering the Change, Draft Action Plan 2, Pathway to a Sustainable and Carbon
Neutral ACT 2011-2060, Options Paper for Public Comment, ACT Environment and
Sustainable Development, Dec 2011.
 SUSTAINABILITY
– Environmental Principles and Guidelines, Building and Infrastructure
Projects, ACT Health
 Health Directorate Waste Management Policy, ACT Health Business and Infrastructure,
Issued September 2012 (Doc Number DGD12-031).
 ACT Health Waste Management Policy. V2.0, ACT Health Business and Infrastructure,
Issued November 2010 (Doc Number CED08-009).
 ACT Waste Management Strategy, towards a sustainable Canberra 2011-2025, reducing waste and recovering resources to achieve a sustainable, carbon-neutral Canberra, ACT
Government Environment and Sustainable Development, 2011.
 Infection Prevention and Control Unit (IPCU) Redevelopment and Building Requirements,
IPC Building Paper for Endorsement (MDL), ACT Health.
 Infection Control Principles for the Management of Construction, Renovation, Repairs and
Maintenance within Health Care Facilities, A Manual for Reducing the Risk of Health Care
Associated Infection by Dust and Water Borne Micro-organisms, 2nd Edition, Loddon
Mallee Region, Infection Control Resource Centre, 2005.
 ACT Health – Capital Asset Development Plan, Infection Control Principles, V5.0, Thinc
Health, 16 September 2009.
 Rapid Response Guidelines for the Manual Handling Management of the Extra Large/
Bariatric Patient Guideline, Canberra Hospital, V2.0, Issued January 2009, ACT Health
(Doc Number TCH09 ‐ 031).
 Acute Care of the Elderly Ward Canberra Hospital, Dementia Design Review Report, The
Dementia Centre, 17 April 2013.
 University of Canberra Public Hospital Executive Reference Group Terms of Reference,
ACT Health, Draft, November 2012.
 National Construction Code (NCC) – previously the Building Code of Australia
 New South Wales Engineering Services and Sustainable Guidelines (TS11), 2008
 Guidelines for Sustainability in Health Care Capital Works, 2010
 National Safety and Quality Health Service (NSQHS) Standards, September 2012
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Consultation with the ACT Planning and Land Authority and the Territory and Municipal
Services, Engineering Section for ACT Government were not able to be conducted during the time this SDP was developed.
There are items relating to Urban/ Town Planning, Roads and Traffic, Public Transport and
Stormwater that require addressing in the early phases of the next stage of the project.
To date the development of this SDP has been underpinned by the findings as noted in the Site
Investigation Report prepared by Browns Consulting dated February 2013. Consultation with these organisations will need to be undertaken in the early phases of the next stage of the project.
It is recommended that ACT Health proceed with subsequent planning and design activities and ultimately implementation of the UCPH project, utilising the SDP as guidance to inform the next phase of planning.
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