PORTSMOUTH HOSPITALS ACCOMMODATION POLICY
Version
4
Name of responsible (ratifying)
committee
Senior Management Team (SMT)
Date ratified
5th October 2011
Document Manager (job title)
Hilary Smith-Hamblin (Project Manager
Development)
Date issued
27/11/2012
Review date
October 2014
Electronic location
Trust Intranet
Related Procedural Documents
N/A
Key Words (to aid with searching)
Accommodation Policy; Residential
accommodation; Education buildings; Meeting
rooms; Facilities management;; Equipment;;
Resource allocation; Space allocation; Procedures
PHT Accommodation Policy (review date 01.10.2014)
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CONTENTS
1.
2.
3.
4.
5.
6.
7.
8.
9.
QUICK REFERENCE GUIDE ........................................................................................... 3
INTRODUCTION .............................................................................................................. 4
PURPOSE ........................................................................................................................ 4
SCOPE ............................................................................................................................. 4
DEFINITIONS ................................................................................................................... 4
DUTIES AND RESPONSIBILITIES .................................................................................. 4
PROCESS ........................................................................................................................ 5
TRAINING REQUIREMENTS........................................................................................... 6
REFERENCES AND ASSOCIATED DOCUMENTATION ................................................ 6
MONITORING COMPLIANCE WITH, AND THE EFFECTIVENESS OF, PROCEDURAL
DOCUMENTS .................................................................................................................. 6
PHT Accommodation Policy (review date 01.10.2014)
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QUICK REFERENCE GUIDE
This policy must be followed in full when developing or reviewing and amending Trust
procedural documents.
For quick reference the guide below is a summary of actions required. This does not negate the
need for the document author and others involved in the process to be aware of and follow the
detail of this policy.
1.
Who is responsible for the allocation of Trust Accommodation and why? – See
Section 1
2.
Accommodation classification – See Section 2
3.
Legal, Statutory and Specific Responsibilities – See Section 5
4.
Priority Setting/Process & Dispute Resolution – See Section 6
5.
Staff Training Requirements for the Management of Accommodation – See Section 7
6.
Applying for Office Accommodation – See Appendix C
7.
Applying for Residential Accommodation – See Appendix D
8.
Booking procedure for Education/Training and Meeting Rooms – See Appendix E
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1. INTRODUCTION
The Trust recognises that efficient use of accommodation in all its guises is essential in
ensuring improved performance in the delivery of the Trust’s services. To this end the
Trust will seek to meet organisational needs, in line with the Trust’s Corporate Objectives
and to effectively control its assets (non-clinical) through the established “Landlord”
function.
Historically there has been an assumption that Trust accommodation is ‘owned’ by the
department occupying the space. The need to establish control and audit use of Trust
space has been accelerated by the development of Queen Alexandra Hospital and
changes at St. Mary’s Hospital site.
2. PURPOSE
The Landlord function will control the allocation, use (including change of use) and priority
setting of accommodation divided into three classifications:



Office (see Appendix C)
Residential (see Appendix D)
Education/Meeting rooms (including dispersed Education facilities)
Appendix E)
(see
The Landlord function is directly responsible for setting priorities for office and
residential accommodation. Learning & Development are directly responsible for setting
priorities for Education/Meeting rooms (including dispersed Education Facilities). The
Landlord function will monitor the use of such facilities in line with the agreed
procedures.(see Appendix E)
3. SCOPE
All staff that utilise accommodation within the Trust under the three classifications
indicated above. (Item 2)
4. DEFINITIONS
Accommodation referred to within this policy covers all space (Non-Clinical), this includes
Office, Education/Training, Meeting Rooms, Residential, Circulation/Internal public areas
.
5. DUTIES AND RESPONSIBILITIES
Legal and statutory responsibilities:
If the Trust fails to utilise the accommodation policy in terms of effective use of space
and value for money it could lead to at best, adverse publicity and criticism and at
worse a public inquiry. To minimise the risk of the above, the Trust must ensure that all of
the requirements of this policy are met.
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Specific Responsibilities:
The Director of Development and Estates in line with this policy is responsible for ensuring
that appropriate accommodation is provided and available for use with adequate resources
to support it.
New development: The Trust has agreed policies regarding future use of accommodation
to make best use of space available within the acute hospital for the benefits of both
patients and staff.
The Trust has tasked the Development Team (accountable to the Director of Development
and Estates) as providing a Landlord function, which will oversee the management and
administration of this accommodation and will ensure delivery of best practice in all areas.
6. PROCESS
The Trust will seek to provide properly equipped facilities on its sites, along a generic
make in line with already agreed policies. The Trust will provide a flexible but fair
approach to the allocation of these facilities.
Priority Setting: Will be addressed in the individual classification procedures. (See
Appendices C, D & E)
Applications for such facilities must be made to the Landlord function incorporated within
the Development team. If there are no facilities available there will be a list of potential
alternatives that have been vetted and approved for use by the Trust Landlord. ONLY
when Trust accommodation has been exhausted should these facilities be considered.
Should all avenues be exhausted a waiting list will be established and prioritised.
Security: Arrangements for security e.g. Key holders, will be as existing.
Managers must be aware of developments leading to increased requirement for space,
which may impact on the accommodation available within the Trust.
Forward planning is essential for efficient and effective use of accommodation and the
correct method of acquisition adhered to. (see Appendices C, D & E):
Room Register: The Landlord function holds and maintains a comprehensive database of
all Trust accommodation (CAFM - Computer Aided Facilities Management system).
Sanctions/Penalties: Persistent and deliberate abuse of this policy will lead to sanctions
i.e. financial penalties as well as possible eviction.
Dispute Resolution: Escalation would take the form of a letter in writing to the Landlord
(Development Team) if the matter is irresolvable at this level then the Director of
Development and Estates would be asked to intervene.
Development: Future works will necessitate the requirement to review accommodation
Trust wide. The Landlord will manage any change to existing rooms and allocation and
use of new resources as appropriate.
Education and Training rooms - including Dispersed Education rooms within the
QAH/SMH estate will be centrally booked. The Learning & Development team together
PHT Accommodation Policy (review date 01.10.2014)
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with the Education Centre SMH are responsible for managing this system. (see Appendix
E)
The Landlord will establish an audit trail on an annual basis with a 6 monthly review
period. This will be measured against a number of inputs:
Trust’s overall objectives and service delivery strategy
Statutory requirements (Service delivery, Staff Training/Development both professional
and personal)
Occupational Standards
Local and National Initiatives
Changing service requirements
Register management
Administration: Booking process/Housekeeping
7. TRAINING REQUIREMENTS
Computer Aided Facilities Management Software Training (CAFM) AutoCAD Light (Basic)
8. REFERENCES AND ASSOCIATED DOCUMENTATION
N/A
9. MONITORING COMPLIANCE WITH, AND THE EFFECTIVENESS OF, PROCEDURAL
DOCUMENTS
To ensure that the guidelines and procedures within this document are adhered to the
following monitoring measures will be carried out:
The Landlord to meet regularly with the Learning and Development Team to ensure
booking processes are working effectively for Education Rooms (including dispersed
education facilities)
The Landlord to meet regularly with the Learning and Development Team to discuss room
use and to highlight problems and agree solutions.
The Landlord to have weekly meetings with the Residence Home Wardens to report on
issues regarding Residential accommodation
The Development Team to monitor office use with regular walk rounds (Part of Monitoring
Team responsibilities)
Development team to carry out sense checks on fixed price work requests for office
refurbishment/changes.
.
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APPENDIX A
OFFICE ACCOMMODATION REQUESTS
PROCESS:

All new Consultant posts require a business case identifying accommodation
requirements and 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 and current
accommodation identified

If accommodation does not exist a request should be submitted to the Landlord. A
review of existing accommodation will be undertaken or new/offsite considered. (Any
modifications or offsite purchase will be funded by the department requesting the
accommodation)

Landlord assessment:
Is there space within existing department footprint
Operational implications
QAH/Offsite Options
Timescales
Funding

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 user, refer to Glen Hewlett,
Director of Development/Estates

Dispute Resolution: SMT
The Landlord:
Development Team
Victoria House
Queen Alexandra Hospital
Southwick Hill Road
Portsmouth
PO6 3LY
Hilary Smith-Hamblin Tel. 02392 286603
(hilary.smith-hamblin@porthosp.nhs.uk)
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APPENDIX B
Office Accommodation Request
Request to Landlord for additional
accommodation
Landlord Assessment
New
Accommodation
Build
Purchase
off site
New
Department
Funds
Existing
Accommodation
Existing
Resources
Options
proposed
to division
and
agreement
reached
Escalation
Dispute
Resolution
PHT Accommodation Policy (review date 01.10.2014)
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APPENDIX C
OFFICE ACCOMMODATION STRATEGY
(Appendix E extracted from Portsmouth Hospitals NHS Trust Volume 1 – Clinical Service Specifications)
Office Accommodation Strategy:
1
Priority must always be given to clinical space
2
Normally a single office will be sized at 7.5m2 increasing to 11.5m2 for two sharing.
Offices accommodating three or more will be sized at 5m2 per person.
3
Non-clinical work areas need to be situated so as not to compromise patient flows and yet
maximise the efficiency and productivity of staff
4
In general office space to be allocated in accordance with job function
5
Working from home will be encouraged where practically possible. Some undesignated
open plan office space to be included to facilitate hot desking
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
7.4
No one person will be allowed more than one office
8
Consultants 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 expected increase in consultant numbers under the NHS plan it is no longer
realistic to expect that every consultant will have their own desk/office
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, act as a tutorial and small meeting room
10.2 All specialist registrars to have desk space in a shared office environment.
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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 use of office – portable phones, mobile
computers
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 will be to share offices, normally a minimum of four per shared office, more per
room could be acceptable.
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, more per room could be acceptable.
18
Work will be carried out to look at the rationalisation of office space within the existing
buildings to follow the guidelines set out above. This will be with a view to modernise
current arrangements to maximise integration of non-clinical functions where it would
enhance improved team working
PHT Accommodation Policy (review date 01.10.2014)
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APPENDIX D
ALLOCATION OF RESIDENTIAL ACCOMMODATION
Portsmouth Hospitals NHS Trust (PHT)
The Home Wardens at QAH refer to the process below when allocating accommodation,
however there is only so much of each type of accommodation available, and a room would not
be allocated to a senior doctor who would have to share facilities with a student nurse.
Requests are received from the following parties:
Medical Staffing (PHT)
Department’s within the Hospital for New Employees and Locums
Staffing Agencies on behalf of future tenants who are posted with PHT
Post Graduate course attendees
Doctors who will be employed by the Trusts on the next changeover.
(NB. QAH Residences are only allocated to staff who work on the site)
PROCESS:
BOOKING TAKEN OR REFUSED
DEPENDING ON AVAILABILITY
CLOSER TO ARRIVAL DATE ALLOCATE ROOM IF
NOT ALREADY DONE SO AND INFORM DOMESTIC STAFF
VIA RESIDENCES MANAGEMENT
KEYS, CARD AND TENANCY ISSUED WHERE
APPROPRIATE ON ARRIVAL
RESIDENT ENTERED ON HAMM SYSTEM WITH ALL
DETAILS
PAYROLL INFORMED, DEBTORS REQUEST FORM ISSUED,
RECHARGE SENT TO DEPT. OR CASH
RECEIVED WHERE APPROPRIATE
(Paid direct to Cashiers Office – North Entrance)
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PRIORITY A
1.
Staff who are required to live on site as a condition of service.
2.
Staff for whom residence is considered essential for the requirements of the service.
2.1 Locum medical staff for the duration of their engagement
(note 1)
PRIORITY B
1.
Staff for whom residence is considered desirable but not essential.
1.2
2.
3.
Medical staff on one year or similar short-term contracts who are unable to
commute to or from home because of the distance involved.
Student Groups:
2.1
Medical Students in training with a requirement to provide 24 hour
cover.
2.2
Nurse learners and post-registration students i.e. Student nurses and
midwives and staff nurses on courses.
2.3
Students in training – all other disciplines includes
paramedical and management trainees
Trained Professional Staff
3.1
Staff in extremely short supply where availability of temporary
accommodation would assist recruitment.
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PRIORITY C
1.
Staff for whom accommodation on a short-term basis would be available only after
Priorities A and B have been met (Note 2).
1.1
Senior staff taking up appointments within the District and requiring temporary
accommodation.
1.2
Staff (of any discipline) as an aid to recruitment
1.3
Staff from outside the District who are attending courses
1.4
Staff temporarily in the District requiring overnight
accommodation
PRIORITY D
1.
Any other member of staff requiring short-term accommodation.
NOTES:
1.
It should be made clear to all Locums/staff in training that accommodation is
provided only whilst they are in training/employed.
2.
Once staff fail to come within Priority Category B, they are expected to find their
own accommodation unless it is decided they fall in Priority Category C.
MANAGEMENT
The management and control of all residential accommodation rests with the Residences
Manager who is part of the Development Team. The day-to-day management and
allocation of accommodation at QAH is the responsibility of the relevant Residences staff.
Medical staffing will continue to liaise with the Residences staff on accommodation
requirements and availability of units for married medical staff.
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APPENDIX E
EDUCATION/TRAINING & MEETING ROOM
BOOKING PROCEDURES
REQUESTS
The flowchart below shows the process for booking rooms currently adopted by the
Education Centre SMH and the Education Centre at QAH.

Priority Setting: Statutory training and statutory meetings will take priority for booking but
then priority will be on a first come first served basis.
Dispute Resolution: Escalation would take the form of a letter in writing to the Landlord
(see below), if the matter is irresolvable at this level then the Director of Development &
Estates would be asked to intervene.
Hilary Smith-Hamblin (Trust Landlord)
Development Team
Victoria House
Queen Alexandra Hospital
Southwick Hill Road
Portsmouth
PO6 3LY

Both Centres can provide details of alternative venues approved by the Trust.

Clients are responsible for confirming and cancelling bookings. Non-compliance of this
process may result in default charges.

Centre Details:
Education Centre
St. Mary’s Hospital
Milton Road
Portsmouth
PO3 6AD
Tel: 02392 866861
Fax: 02392 866920
Email:
carol.robson@porthosp.nhs.uk
Education Centre
Queen Alexandra Hospital
Southwick Hill Road
Cosham
Portsmouth
PO6 3LY
Tel: 02392 286477
Email:
room.bookingrequests@porthosp.nhs.uk
For all other Seminar/Meeting rooms at QAH/SMH imbedded within department boundaries
(with the exception of Dispersed Education Rooms) individual procedures are in operation.
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PROCESS
Education/Training & Meeting Request
(Education Centre SMH/Education Centre QAH)
Request to booking receptionist
(Telephone/Email)
Check Availability
Available
Not available
Provisional booking made.
Confirmation form sent to
client
Booking form returned by
Client with Budget Holder’s
signature
Suggest
alternative
venue
Alternative date
offered
NB: Non-compliance of
confirmation/cancellation
process may result in a default
charge.
Booking status Confirmed
If booking is no longer needed. Cancellation is required in
writing 48 hrs prior to the booking date
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