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Queensland Health

Capital Infrastructure Requirements

VOLUME 1

OVERVIEW

Queensland Health Capital Infrastructure Requirements‐2nd edition

Queensland Health Capital Infrastructure Requirements manual Published by the State of Queensland (Queensland Health), June 2013

This document is licensed under a Creative Commons Attribution 3.0 Australia licence. To view a copy of this licence, visit www.creativecommons.org/licenses/by/3.0/au © State of Queensland (Queensland Health) 2013 You are free to copy, communicate and adapt the work, as long as you attribute the State of Queensland (Queensland Health).

For more information contact: Health Infrastructure Branch, Office of the Director-General Department of Health GPO Box 48 Brisbane QLD 4001

Email: [email protected] Phone: 07 3006 2816

Queensland Health disclaimer Queensland Health has made every effort to ensure the Queensland Health Capital Infrastructure Requirements (CIR) are accurate. However, the CIR are provided solely on the basis that readers will be responsible for making their own assessment of the matters discussed. Queensland Health does not accept liability for the information or advice provided in this publication or incorporated into the CIR by reference or for loss or damages, monetary or otherwise, incurred as a result of reliance upon the material contained in the CIR. The inclusion in the CIR of information and material provided by third parties does not necessarily constitute an endorsement by Queensland Health of any third party or its products and services.

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Edition Author Version Description Released Date

Approved for Release by

1.0 Health Planning and Infrastructure Division, Queensland Health

First public release 28 May 2012 Deputy Director-General (DDG) – Health Planning & Infrastructure Division

1.1 Health Infrastructure Branch

Name changed from Capital Infrastructure Minimum Requirements to CIR Approved

5 April 2013 DDG-System Support Services

2.0 Health Infrastructure Branch

Second public release. Updated information regarding Legionella, infection control and other minor edits.

3 September 2014

Deputy Director-General, Office of the Director -General

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Contents 1. Introduction .................................................................................................................... 1

1.1. Release Notes .................................................................................................................... 1

1.2. Acknowledgements ............................................................................................................1

1.3. Disclaimer regarding compliance .......................................................................................1

1.4. Use of other guidelines ....................................................................................................... 2

2. Terms of reference ........................................................................................................ 3

2.1. Objectives ........................................................................................................................... 3

2.2. Intent................................................................................................................................... 3

2.3. Referral agency and further information .............................................................................3

2.4. Associated requirements ....................................................................................................4

2.5. Scope for application .......................................................................................................... 5

2.6. Facilities covered ................................................................................................................ 6

2.7. Facilities excluded .............................................................................................................. 7

2.8. Advice on alterations to existing facilities ...........................................................................7

2.9. Compliance requirements ...................................................................................................8

2.10. Maintenance ....................................................................................................................... 9

2.11. Work health and safety .....................................................................................................10

2.12. Limitations constraints and opportunities .........................................................................10

3. How to read ................................................................................................................. 12

3.1. Structure of CIR ................................................................................................................ 12

3.2. Levels of recommendation ...............................................................................................13

3.3. Checklists ......................................................................................................................... 13

3.4. How to measure drawings ................................................................................................14

4. How to use the Capital Infrastructure Requirements ................................................... 16

4.1. Interpretation of the CIR ...................................................................................................16

4.2. Public health facilities ....................................................................................................... 16

4.3. Context of the CIR ............................................................................................................ 16

4.4. Strategic infrastructure assessment .................................................................................18

4.5. Building performance evaluation ......................................................................................18

4.6. Approval in principle process ............................................................................................18

4.7. Compliance and accreditation ..........................................................................................19

4.8. Equivalent alternatives and departures ............................................................................19

5. Other building regulations ............................................................................................ 21

5.1. Building Code of Australia (BCA) .....................................................................................21

5.2. Local government planning ..............................................................................................21

5.3. State government policies and directives .........................................................................21

5.4. Food services regulations .................................................................................................21

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5.5. Federal anti-discrimination—Disability Discrimination Act 1992 ......................................21

5.6. Work health and safety .....................................................................................................21

6. General requirements .................................................................................................. 23

6.1. Stakeholders ..................................................................................................................... 23

6.2. Community consultation ...................................................................................................23

6.3. Risk management .............................................................................................................23

6.4. Design stages and costs estimating .................................................................................24

7. Project procurement methodologies ............................................................................ 26

7.1. Design and construct/build ...............................................................................................26

7.2. Design development and construct ..................................................................................27

7.3. Design, novate and construct ..........................................................................................28

7.4. Traditional lump sum ........................................................................................................29

7.5. Construction management ...............................................................................................30

7.6. Managing contractor .........................................................................................................31

8. References .................................................................................................................. 33

8.1. Tables ............................................................................................................................... 33

8.2. References ....................................................................................................................... 33

9. Terms and definitions .................................................................................................. 34

10. Abbreviations and acronyms ....................................................................................... 45

10.1. Common CIR abbreviations and acronyms ......................................................................45

10.2. Clinical .............................................................................................................................. 46

10.3. Health software information systems ...............................................................................48

10.4. Structural and civil ............................................................................................................ 49

10.5. Services ............................................................................................................................ 50

10.6. Acoustics .......................................................................................................................... 52

11. Additions and revisions ................................................................................................ 53

12. References .................................................................................................................. 54

12.1. Standards ......................................................................................................................... 54

12.2. Policies and implementation standards ............................................................................58

12.3. Other references ............................................................................................................... 59

Appendix A............................................................................................................................ 61

Capital infrastructure planning terms .................................................................................... 61

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Tables Table 1 2014 Queensland healthcare provider facility types ...........................................................6

Table 2 Queensland Health steps for functional design brief approval .........................................19

Table 3 Queensland Health steps for architectural and engineering documents approval ...........19

Figures Figure 1 CIR document suite ...........................................................................................................12

Figure 2 Infrastructure design CIR context ......................................................................................17

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1. INTRODUCTION The purpose of the Capital Infrastructure Requirements (CIR) is to provide a consistent and standardised approach to health capital infrastructure planning and design in Queensland which directly links client requirements to the built solution and promotes the application of contemporary and evidenced-based standards.

Following the introduction of national health reform on 1 July 2012, Queensland Health was restructured. Queensland Health comprises the Department of Health and 16 independent Hospital and Health Services (HHSs).

1.1. Release Notes In May 2012, the CIR was originally published as the Capital Infrastructure Minimum Requirements (CIMR). In 2013 the document was renamed with removal of the word ‘minimum’ in 2012 from the title.

This revised version, edition 2.0, reflects the inclusion of requirements relating to safety and water quality following the release of Queensland Government Guidelines for Managing Microbial Water Quality in Health Facilities 2013. In addition, the scope of application of the CIR has been reviewed and amended in Sections 2.6 and 2.7 of this volume. Other amendments in this version are minor edits and reflect changes to names of services and functions within Queensland Health.

From time to time information in the CIR will be updated via a new release note. These release notes will be sequential and version controlled. They are intended to be kept as part of the CIR suite of documents.

1.2. AcknowledgementsQueensland Health wishes to acknowledge other jurisdictions for valuable content made available in their respective CIR and a range of other capital infrastructure planning documents. In particular, the following references have been very helpful: • Victorian Department of Health, Design Guidelines for Hospitals and Day Procedures

Centres • South Australian Department of Health, Schedule 18, Design Specifications, Functional

Brief • NSW Health, Scope of Services, Project Delivery Standards Part F • NSW Health, Technical Series TS11 – Engineering Services and Sustainable

Development Guidelines.

The preparation of the CIR has been made possible through the efforts of a large number of people from both the public and private sectors. Appreciation is extended to all those individuals and their respective organisations who contributed to the CIR.

1.3. Disclaimer regarding compliance The CIR volumes have been created as ‘stand-alone’ documents. Nothing in the CIR implies that compliance with them will automatically result in compliance with other legislative or statutory requirements. Similarly, nothing in the CIR implies compliance with the Australian Standards, the Building Code of Australia (BCA) or Queensland Development Code. Parts of the CIR, such as room layout sheets, necessarily show elements which may be the subject of those legislative or statutory requirements. Every effort has been made to ensure such

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compliance, however no guarantees are made. It is the responsibility of each user to check and ensure compliance with other ‘stand-alone’ legislative and statutory requirements.

As the name suggests, the documents provided are requirements. Users—whether Queensland Health staff, contractors or consultants—are advised to seek expert opinion on the important issue of health facility design whilst considering the CIR. Many of the concepts covered by the CIR require a minimum level of knowledge of health facilities and health facility design. Due to the generic nature of the CIR, all the individual circumstances cannot be anticipated or covered. Furthermore, the CIR do not cover the operational policies of individual facilities.

Delivery of excellence in healthcare as well as the provision of a safe working environment will depend on appropriate operational policies. The authors of the CIR, as well as those involved in the checking or approval of the CIR, accept no responsibility for any harm or damage, monetary of otherwise caused by the use or misuse of the CIR. Every effort has been made to check the CIR 2nd edition for errors and inconsistencies.

1.4. Use of other guidelinesThis CIR is a consolidation of relevant material from numerous other guidelines available from both Australia and overseas. Both words and concepts found in the other CIR have been used when appropriate, sometimes with changes to terminology or methods of measurement. Since very similar concepts and requirements are covered by many different guidelines, a clause by clause reference to other CIR would be impractical. The CIR are not intended to replace any source documents.

A list of other guidelines reviewed for the preparation of the CIR can be found under the ‘Referenced documents’ section of the CIR volumes. Nothing in the CIR implies or guarantees compliance with every requirement of those other guidelines.

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2. TERMS OF REFERENCE 2.1. ObjectivesQueensland Health is focused on meeting the strategies outlined in the Blueprint for better healthcare in Queensland (February 2013). The four principal themes are: 1. Health services focused on patients and people

2. Empowering the community and our workforce 3. Providing Queenslanders with value in health services 4. Investing, innovating and planning for the future. The Blueprint for better healthcare in Queensland has as a key strategy for health infrastructure and assets–“Modern infrastructure standards that are practical and flexible will be maintained to support the delivery of innovative clinical services, research and education” (page 39). The CIR supports this strategy for Queensland Health.

2.2. Intent It is the intent of the CIR to assist in providing the basis for a consistent and standardised approach to capital infrastructure planning and design. The provisions and standards in the CIR are performance and service oriented.

The CIR do not represent the ideal or best standards. Neither do they cover management or operational practices beyond the influence of design.

The CIR aim to: • establish the acceptable standards for design and construction • maintain public confidence in the standard of health infrastructure • provide general guidance to designers seeking information on the special needs of typical

health capital infrastructure • provide clarity on the application of planning guidelines and technical standards that are

relevant to the facility’s size, location and environment • promote the design of health facilities with due regard for safety, privacy and dignity of

patients, staff and visitors • eliminate design features that do not support contemporary functional performance

requirements and give due consideration to value for money • promote design that provides for flexibility and future proofing • promote the translation of technical requirements to meet current clinical and operational

practices • promote the application of relevant evidenced based and contemporary standards.

Where prescriptive measurements are given in Volumes 3 and 4, these have been carefully considered relative to generally recognised standards. These standards are self-evident and do not require detailed specification.

2.3. Referral agency and further information The contact point is the office of Chief Health Infrastructure Officer, Office of the Director-General, Department of Health.

If there are queries regarding interpretation or further information contact should be made [email protected] or phone 30062816.

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2.4. Associated requirements The CIR must be read in conjunction with associated requirements from the following organisations:

Health Services Information Agency (HSIA), for ICT Strategy and Specifications Chief Information Officer Health Services Information Agency Queensland Health PO Box 4117 Fortitude Valley Queensland 4006

Centre for Healthcare Related Infection Surveillance and Prevention (CHRISP), Queensland Health, in relation to Infection Control Centre for Healthcare Related Infection Surveillance and Prevention Office of the Chief Health Officer Queensland Health PO Box 2368 Fortitude Valley BC Qld 4006 [email protected]

National Health and Medical Research Council for: Clinical Practice Guidelines, Information for Guidelines Developers, National Institute for Clinical Studies including infection control GPO Box 1421 Canberra ACT 2601 [email protected] T: (02) 6217 9000 http:// nhmrc.gov.au/

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2.5. Scope for applicationThe adoption of the Queensland Health CIR demonstrates Queensland Health’s commitment to achieving infrastructure and asset strategies outlined in the Blueprint for better healthcare in Queensland, February 2013.

The CIR have been developed to assist in the preparation of project design briefs for all Queensland Health facility types.

CIR Volume 2 Functional design brief is applicable to all health infrastructure projects regardless of their size or complexity.

CIR Volume 3 Architecture and facility design and Volume 4 Engineering and infrastructure are also mandatory for all capital infrastructure projects during the planning, design and delivery stages, plus for any asset replacement and significant maintenance activities. A decision to deviate from any of the CIR project must adhere to the process outlined in section 4.8.

Relevant health infrastructure projects include extensions, expansions and refurbishments of existing buildings in addition to work associated with new buildings.

All projects are required to complete the checklists provided in CIR Volumes 3 and 4, to indicate whether the requirement has been complied with or an exception is to be requested.

Requests for exceptions to the CIR will be submitted through the Project Steering Committee who will review the requirements of these documents in their entirety and will make recommendations to relevant senior officers in Health Infrastructure Branch, System Support Services, Department of Health.

Building cost and/or size are not necessarily indicators of appropriateness of applications for exclusions. A relatively small capital infrastructure works project on a medium to large facility can have a significant urban design and functionality impact. Projects must comply with the CIR in full as a default position.

The CIR do not cover private health infrastructure used only for provision of private health services.

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2.6. Facilities covered The types of facilities that the CIR are intended to cover are as follows:

Table 1 2014 Queensland healthcare provider facility types Facility group Facility type Common names Acute care Publicly funded activity in licensed hospital hospitals private acute hospital

Recognised public hospital—acute hospital, primary health other care centre, health service,

outpatients clinic Recognised public hospital—acute primary health care centre, outpost (health) clinic, outpatients

clinic Psychiatric Public psychiatric hospital facility hospitals Residential aged Public residential aged care service nursing home, nursing care services facility centre, nursing care unit,

residential care, aged care facility, house, home

Young disabled Public young disabled residential care lodge or centre residential care service facility services Alcohol and drug Public alcohol and drug residential treatment centres facility Hostels and other residential services

Public hostel for aged—state government Public hostel for aged—local government Public hostel (excld for aged)—state government Public hostel (excld for aged)—local government

HospicesSame day establishments Non-residential health services Birthing centre Community health facilities

Public residential mental health service Public hospice

Public freestanding day surgery centre Public day centre/hospital Public community health facilities Public domiciliary nursing services Public birthing centres Public community mental health facility Public community child and youth mental health facility Public child and adolescent community health

community care unit

Community Health—program Corporate facilities

Public Aboriginal and Torres Strait Islander Health—community Public alcohol and drug—community Sexual health services—community Oral health—community Public community health—program level Department of Health—Queensland Health

Health contact Health contact centre centre Independent living units

Independent living unit

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Facility group Facility type Common names Multi—-purpose Flexible residential care service health services Oral health Public fixed dental clinic—school services based

Public fixed dental clinic—hospital based Public fixed dental clinic—community based Public mobile dental clinic

Pathology Public pathology laboratory laboratories Public health Public health unit Public trading Public trading facility facilities Transition care Transition care program program

Source: Queensland Health QHIK Data Elements - Health Care Provider Facility Type, accessed 14 May 2014 http://oascrasprod.co.health.qld.gov.au:7900/pls/qhik_prd/qhik_data_elements.data_element_details ?pCommand=SHOW&pde_seq_id=41660

Reflecting Queensland Health’s policy relating to third party infrastructure partnerships, it is intended that the CIR will apply to third party partnership agreements to ensure a consistent approach in the planning, management and approval for the use of Queensland Health real property assets (land and buildings).

Queensland Ambulance Service transferred into Queensland Health in 2013. Contact Perry Munro, Director Infrastructure and Procurement, Queensland Ambulance Service [email protected] for further advice on ambulance service design requirements or delivery processes.

2.7. Facilities excluded The following facilities are excluded from the scope of the CIR: • non government aged residential care facilities • community residential facilities • private hospitals • correctional centres or facilities • medical practitioners and associated consulting rooms • pharmacies – retail and standalone • support residential facilities • residential housing.

2.8. Advice on alterations to existing facilitiesIn many cases, facilities are already in existence when new developments or redevelopments of old buildings are planned. All capital infrastructure projects will comply with the CIR and statutory requirements. The only exceptions are works that do not trigger any statutory requirements and/or breach facades.

The following advice is provided with regard to application of the CIR within existing facilities.

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2.8.1. Scoping of works All capital infrastructure planned works must have a clear plan of the scope of works prior to commencement of work. At a minimum the scoping of planned projects must include an infrastructure assessment, a risk assessment and scope of building services. A business case may be required to compare redevelopment costs to a new build.

2.8.2. Architecture Requirements for compliance of partial redevelopments should be evaluated in consultation with Queensland Health. The point at which the percentage of redevelopment work triggers a requirement for upgrade of the entire facility to comply with current standards and the CIR, must be assessed as part of the scope of works. While the trigger point has previously been experienced up to the 50 per cent level, every project must be individually assessed based on a balance of cost, need and overall viability.

For existing planning units within health buildings that are being cosmetically redecorated without re-planning, compliance with the CIR is confined to those applying to surfaces and finishes being altered.

2.8.3. Engineering The CIR apply to the engineering services of all new health facility types covered. Refurbishment or upgrading of existing health facility engineering services such as heating, ventilation and air conditioning (HVAC) services, hydraulic services, medical gas services, electrical and communication services, will require compliance with the CIR in the same manner but independently of the building works.

Engineering services within existing planning units being refurbished will require full compliance with the CIR for the entire planning unit as determined by the project scope of works. All refurbishment work within the previous three years will be counted as part of the building services project assessment of works required.

If compliance with the CIR is required due to any building work, change of use or services upgrade, then compliance with all engineering requirements is also required. For example, if the air-conditioning system for 70 per cent of an existing operating unit is being refurbished, then the entire air-conditioning system for the unit should comply with the CIR.

Any alterations or extensions that require a change to the water supply system will require assessment of possible impacts on water quality of the existing system. The water quality should meet the requirements of Guidelines for Managing Microbial Water Quality in Health Facilities 2013.

2.9. Compliance requirements Queensland Health facilities and supporting engineering services shall be designed and installed in accordance with the BCA as ‘deemed to satisfy’ as a preferred position. Fire engineering should only be undertaken when the result of the engineered solution will not unduly constrain future flexibility and expansion.

Thermal modelling to meet the requirements of the BCA Section J may be utilised as a method of demonstrating compliance. This is considered a ‘deemed to satisfy’ approach via a non-prescriptive option.

Where renovation or replacement work is done within an existing facility, all new work and/or additions shall comply with applicable sections of the CIR.

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The requirements of Section 2.8.3 above should be followed in relation to water supply systems.

2.9.1. Affected areas In redevelopment projects and additions to existing facilities, only that portion of the total facility affected by the project shall be required to comply with applicable sections of the CIR. Except in the instance, where the amount of works is equal to or exceeds 50 per cent of the total facility area. In this instance the entire facility will be upgraded to comply with current standards and the CIR.

2.9.2. Unaffected areas Those existing portions of the facility and its associated building systems that are not included in the redevelopment but are essential to the functionality or code compliance of the redeveloped spaces shall, at a minimum, be brought into compliance commensurate with the new works functional requirements and safety.

When construction on redeveloped areas is complete, the facility shall provide acceptable care and safety to all occupants and satisfy the requirements of the Australasian Health Infrastructure Alliance.

2.9.3. Conversion When a building is converted from one occupancy to another, it shall comply with the new occupancy requirements.

2.9.4. Undiminished safety Redevelopments including new additions shall not diminish the safety level that existed prior to the start of the work. Safety in excess of that required for new facilities is not required.

2.9.5. Long-range improvement Nothing in the CIR shall be construed as restrictive to a facility that chooses to do work or alterations as part of a phased long-range safety improvement plan.

All hazards to health and safety and all areas of non-compliance with applicable codes and regulations shall be corrected as soon as possible in accordance with a plan of correction.

2.10. Maintenance This section refers to ACT E5 of the Building Code of Australia—Maintenance. In planning, designing and specifying a health facility, the recurrent costs involved in maintaining the building infrastructure need to be an important consideration. The primary maintenance objective should be to keep the building condition compliant with the CIR. Health facility managers are required to establish an asset management program to ensure that infrastructure is maintained to an appropriate standard. In the delivery of their design and specifications the architect and engineers should optimise the impact of maintenance on the life cycle costs of the facility. Factors impacting on maintenance costs include building materials, finishes, fitments, plant and access for maintenance purposes.

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Under the Queensland Government Maintenance Management Framework1 it is a mandatory requirement to undertake demand management assessment of each building to quantify the demand for maintenance as the initial step in the planning and delivery of annual maintenance on the building. This process includes assigning appropriate standards that each health facility building will be maintained at within the building portfolio. Conducting a maintenance demand assessment will ascertain the total maintenance requirements of the building portfolio which includes the requirement for each building.

The scope of maintenance work in the demand assessment process will be a combination of: • preventative maintenance which takes into account expert advice and manufacturers’

recommendations • condition-based maintenance works identified in maintenance assessment reports • deferred (backlog) maintenance • maintenance to meet mandatory, statutory and health and safety requirements • reactive maintenance estimates based on historical information.

2.11. Work health and safetyIt is a requirement to comply with all federal and Queensland work health and safety legislation, policies and guidelines, including general Queensland requirements and Queensland Health specific requirements.

2.12. Limitations constraints and opportunities2.12.1. Planning process The Functional design brief (refer CIR Volume 2) uses health service plans and models of care/service delivery as primary sources of information for design requirements. The Functional design brief document is to inform and educate the design team and others involved in the procurement process.

2.12.2. Consultation The CIR are not intended to replace the formal consultation required between the design team and user groups, but to enhance communication and understanding between all parties. The architect and the design team are part of an educational process that involves all the user groups, project management teams and selected patient or community reference groups. The CIR ensure that the participants are adequately informed of the terminology and information being used.

2.12.3. Assumptions The CIR have been developed for a medium sized facility such as a redevelopment of greenfield project. Usage applicable to other projects may require a departure from the CIR. This must be carried out as defined in item 4.5 and 4.6 below.

1 Queensland Government (2012), Maintenance Management Framework- Policy for the maintenance of Queensland Government buildings.

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2.12.4. Periodic review The CIR will be reviewed on a yearly basis. Any amendments, suggestions, conflicting requirements or improvements should be addressed to the Chief Health Infrastructure Officer, Health Infrastructure Branch, System Support Services, Department of Health.

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3. HOW TO READ 3.1. Structure of CIR The CIR is structured into four volumes summarised below and in Figure 1 : • Volume 1 Overview Orange • Volume 2 Functional design brief Blue • Volume 3 Architecture and health facility design Red • Volume 4 Engineering and infrastructure Green

Figure 1 CIR document suite

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Each volume of the CIR has three sections:

Section 1 covers the principles relating to the content. The definition of a principle for this purpose is a fixed rule, standard, mode of action or assumption that is unlikely to change in the short to medium term.

Section 2 is a manual that describes what subject matter or content needs to be addressed to document the functional and technical requirements of the facility project.

Section 3 details the specifications that relate to the functional and technical requirements. The specifications may be detailed and/or referred to in section 3 of each volume.

The headings across the three sections within volumes 3 and 4 have been kept as similar and consistent as possible. In this way, a particular subject can be followed through from the section 2 manual to the section 3 specifications level. This rule does not apply to the Functional design brief volume as each section has discrete requirements.

A range of charts and tables has been provided to express concepts in numerical values and parametric requirements.

Enclosures have been provided to illustrate visually a process or set of spatial relationships.

3.2. Levels of recommendation The following definitions apply to categories of recommendations made throughout the CIR:

Category Definition Minimum standard Principles, requirements and checkpoints shall be assumed to

represent conditions relevant to meeting a standard that supports functional and technical requirements. A minimum standard however does not necessarily mean it is an optimal standard.

Recommended On some occasions a standard is mandatory but a higher standard is recommended. The intention is to guide designers who wish to voluntarily upgrade the facility to a higher standard and wish to know what the higher standard is.

3.3. Checklists A number of checklists have been provided as tools to assist in completing planning and design tasks relating to the CIR. These have been appended to each volume so that they may be used independently.

The purpose of these checklists is to verify compliance with the key prescriptive requirements. The checklists themselves are not part of the mandatory requirements of the CIR but are a mandatory deliverable as part of a capital infrastructure work program. These will need to be submitted along with other project reporting requirements such as master plan, project definition plan, schematic design, design development and contract documentation.

It is acknowledged that particularly in the early stages of planning and design, some documents are iterative such as Functional design brief. Checklists may need to be revisited when key project planning and design documents are refined.

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3.4. How to measure drawingsAll measurements and reporting on areas will occur in compliance with the method of measurement from the Australian Institute of Quantity Surveyors (AIQS)—Australian Cost Management Manual Volume 1:Cost Planning and Cost Analysis. 2

Total building areas will be reported in accordance with this method as: • fully enclosed covered area (FECA) • un-enclosed covered area (UCA).

Gross floor area (GFA), being the sum of FECA and UCA. Note that various local governments define GFA which includes deductions. For the purpose of Queensland Health, GFA will only be referred to as the sum of FECA and UCA.

The components that inform the measurement are as follows.

3.4.1. Individual rooms These include all enclosed and semi enclosed rooms or spaces where a clinical, non-clinical, public, private function occurs, but excluding circulation spaces and plant rooms.

3.4.2. Net department area Net departmental areas (NDA) are the sum of the individual rooms that form that department.

3.4.3. Corridors—representing circulation percentage Corridors are considered as intra departmental circulation, as in the circulation required to connect rooms or spaces together. Corridors are not always enclosed or partitioned. When corridors are based on a percentage of the NDA, the allowances in the Australasian Health Facility Guidelines (AusHFG) should be used as a guiding principle and verified with the specific requirements of that department in question.

3.4.4. Corridors measured When intra-departmental circulation is measured, the measured area will include service risers, service cupboards and fire hose reels if they are located in the corridor or are solely accessible from the corridor.

3.4.5. Travel Travel is defined as corridors and links between departments (health planning units) including: • stairs including fire stairs • internal fire stairs and ramps • lift lobbies.

2 Australian Institute of Quantity Surveyors (2000) Australian Cost Management Manual: Volume 1 Cost Planning and Cost Analysis

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3.4.6. Plant / engineering Plant includes plant rooms, fire hose reels, service cupboards, lift motor rooms, communications rooms, ducts and risers.

Plant spaces, roof spaces or voids where plant is present, where the floor to floor height is less than 1800 mm, will not be measured. If above 1800 mm, they are to be measured. Refer to AIQS Australian Cost Management Manual Volume 13or the AusHFG for a visual representation of these area measurements.

3 Australian Institute of Quantity Surveyors (2000) Australian Cost Management Manual: Volume 1 Cost Planning and Cost Analysis

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4. HOW TO USE THE CAPITAL INFRASTRUCTURE REQUIREMENTS

4.1. 4.1.1.

Interpretation of the CIRPurpose of interpretation

The individual parts of the CIR are not stand alone or exhaustive provisions as to their subject matter and must be considered in light of and within the context of the other parts of the CIR.

To the extent that the CIR refers to any functional area name, the purpose of the unit with that name is the same as the unit cross checked between the Victorian naming convention and the Queensland naming convention to provide consistency for benchmarking.

4.2. Public health facilities The CIR provides the requirements for the planning and briefing of public health infrastructure. The Queensland Health administers compliance with the CIR through the planning and design project phases, conditions of employment and contracts for design consultants and contractors, as well as internal management policies.

4.3. Context of the CIR The planning and delivery of health infrastructure projects is undertaken within the context of whole of government policy and process as per the Queensland Government’s Capital Works Management Framework. The CIR assumes that the overall context of project initiation and development will be within the Queensland Government’s Gateway review process and under the Project Assurance Framework (PAF). These documents relate specifically to a capital delivery process that has been sanctioned by Queensland Health. Other service planning, assessment and prioritisation processes occur within Queensland Health before the decision is made to proceed with a capital solution. Once this decision is made then the steps in the capital delivery process must be consistent with the government’s capital works management process.

Figure 2 illustrates the sequence of the gateway review and PAF processes in parallel with state wide, HHS and facility level health service planning and infrastructure design processes.

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Figure 2 Infrastructure design CIR context

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Queensland Health Capital Infrastructure Requirements‐2nd Edition

4.4. Strategic infrastructure assessment The term strategic infrastructure assessment refers to a range of strategic levels, early phase capital infrastructure planning processes. These processes involve determining future requirements of land, buildings, building services, equipment and site improvements such as car parking, to support the operational needs of health services. Assessments of current capital infrastructure also need to be carried out during early strategic planning. The accumulated activities of strategic infrastructure assessment form a capital infrastructure planning (CIP) study. The range of activities conducted as part of the study, may vary widely depending on the required objectives and outcomes of the study. The desired outcome of capital infrastructure planning is early identification of a preferred capital infrastructure solution for a recognised service need.

A list of Queensland Health terms relating to strategic infrastructure assessment and their descriptions is provided in Appendix A.

4.5. Building performance evaluation Queensland Health requires all capital infrastructure projects to undertake a building performance evaluation (BPE).4

A BPE may be used to examine an overall facility or a specific health planning unit or other component of a facility. It may also be applied to consider an issue across several facilities. A BPE should typically commence during the planning of health services, as soon as a capital infrastructure solution is identified as a component of future service delivery, such as a new health facility, refurbishment or redevelopment of an existing facility.

A BPE should be considered as a whole of project lifecycle process which continues for the duration of a capital infrastructure project up to post occupancy stage. The requirements of the BPE should be understood and addressed prior to commencing the strategic assessment and continuing throughout all planning and design documentation processes.

4.6. Approval in principle processAll Queensland Health infrastructure projects must comply with the CIR and go through an approval process. The steps for this process are explained in Table 2 and Table 3.

4 Queensland Health (2011) Procedure for Building Performance Evaluation, V1.0.

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Step One

Table 2 Queensland Health steps for functional design brief approval Process Queensland Health staff and private consultants will have access to the CIR readily through an internet website. The CIR will be accompanied by compliance checklists which must be completed prior to submission of documentation.

Two The strategic level sections of the functional design brief, including an accommodation brief, are completed and submitted to Queensland Health together with the compliance checklist. Queensland Health assesses the application in accordance with the new CIR and issues an approval in principle (AIP) with or without conditions. The strategic level functional design brief may now be used as the basis of the full functional design brief and for the initial stages of master planning. It will also be used in the PAF preliminary evaluation.

Three The full functional design brief (operational level) is developed and submitted to Queensland Health together with the compliance checklist. Queensland Health assesses the application in accordance with the new infrastructure design CIR and issues an AIP with or without conditions. The full functional design brief comprising strategic and operational level information is now available to inform master planning and the PAF first stage business case.

Table 3 Queensland Health steps for architectural and engineering documents approval

Step Process One Queensland Health staff and private consultants will have access to the

CIR readily through an internet website. The CIR will be accompanied by compliance checklists which must be completed prior to submission of documentation.

Two

Three

Where a departure from the CIR is sought, the departure including the supporting technical documents will be submitted through the course of the project, and a statement of other effected associated clause with the impact of the requested departure to that clause. Queensland Health assess the application in accordance with the CIR, to determine the impact of the departure and issue either an approval in principle (AIP) for the departure with or without conditions or a rejection.

4.7. Compliance and accreditation It is not intended that compliance with the CIR implies that the facility will automatically qualify for accreditation under the National Safety and Quality Health Service (NSQHS) Standards. While the physical standard of a facility is relevant, accreditation is mainly concerned with hospital management and patient care practices.

4.8. Equivalent alternatives and departures The CIR are not designed to restrict innovation which might improve performance and/or outcomes, but rather to support and encourage consistency and best practice. A primary objective of the CIR is to achieve a desired performance result or service.

Prescriptive limitations, when given, such as exact minimum dimensions or quantities, are intended to describe a practical standard for normal operation. Where specific measurements, capacities or other standards are described, equivalent alternative solutions may be deemed acceptable if it is demonstrated that the intent or desired performance result of the standards has been met or improved.

As such, the CIR encourages a continuous process of improvement and strongly promotes alternative ideas, innovations and evidence based design improvements.

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Where a project wishes to pursue an alternative solution, a departure shall be sought from Queensland Health. All departures shall be submitted through the project steering committee and approval sought from senior officer/s (Chief Executive and relevant Health Infrastructure Branch senior officer or Chief Health Infrastructure Officer) for the individual project. The approving officers might request on its own discretion further supportive information to clarify the departure and inform their decision. Any approvals in principle to alternatives can be considered to be included in the annual review of the CIR at the discretion of Queensland Health.

All approval in principle or rejections of departure will be binding upon the conditions of approval or rejection.

It should be noted that only genuine request leading to improvements or better value outcomes will be considered.

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5. OTHER BUILDING REGULATIONS Compliance with the CIR does not imply compliance with any other regulations. Nor does it relieve any professional from their professional duties of care requirements.

5.1. Building Code of Australia (BCA)The requirements of the CIR may be in addition to or in excess of the BCA requirements. In such situations, the higher standard or further requirements of the CIR will be required. Nothing in the CIR implies that compliance with a provision of the BCA is not required. Both the BCA and the CIR refer to other codes and standards such as the Australian standard AS1428. When such standards are referenced by the BCA or the CIR, they also become a mandatory requirement.

5.2. Local government planningMany sites of Queensland Health are covered under a community infrastructure designation (CID). When a CID is in place and when it is current, please refer in first instance to the contents of the CID to determine if a local government planning approval is required or not. The availability of a CID does not defer from the need to obtain operational works approval from the local government.

Refer to CIR Volume 3 Section 2 for more details.

5.3. State government policies and directivesOther state government policies and directives might be in conflict with the CIR. If these policies or directives have higher requirements than the CIR, then those requirements will prevail. Any impact of compliance issues arising by requirements from other state policies or directives will not require a request for departure, rather an explanatory note as part of the project reporting process.

5.4. Food services regulations All food service regulations will overwrite the CIR. Any impact of compliance issues arising by requirements from food services regulations will not require a request for departure, rather an explanatory note as part of the project reporting process.

5.5. Federal anti-discrimination—Disability Discrimination Act 1992

This Act has the potential to influence many aspects of the design and construction of health facilities covered by the CIR. This influence goes beyond the other disabled access standards such as AS1428 series. It is a mandatory requirement for all projects that a disability access consultant be engaged on the project to advise Queensland Health and the designers about access issues.

5.6. Work health and safetyQueensland Health, its workers and others in the hospital and community health sector expect their workplaces to be safe. Work health and safety must be an integral part of the design process and is applicable to all projects undertaken by Queensland Health and their designers.

Project managers, design managers, architects, engineers and others involved in the design process, have an important role to play in identifying health and safety risks that could arise

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throughout the life cycle of the building or structure and, where practicable, eliminating risks through design.

Often the most cost-effective and practical approach is to avoid introducing a hazard to the workplace in the first place—by eliminating it from the workplace design.

Safe design is a strategy aimed at preventing injuries and disease by considering hazards as early as possible in the planning and design process. A safe design approach considers the safety of those who construct, maintain, clean, repair and demolish a building or structure as well as those who work in it. Safety can be enhanced through choices in the design process. These decisions are made in consideration of other design objectives such as aesthetics, practicality and cost.

In respect of legislative requirements the Work Health and Safety Act 2011 states that designers of structures can influence the safety of these products before they are used in the workplace. These people have a responsibility, so far as is reasonably practicable, to ensure these products are without risks to the health and safety of people who are at or near the workplace. Queensland Health as a client and other members of the project team, such as people influencing the design, engineers, interior designers, project manager and contractors have similar duties.

Refer to the Queensland Work Health and Safety Act 2011 for further details.

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6. GENERAL REQUIREMENTS 6.1. Stakeholders Stakeholders are those individuals, groups and organisations who are likely to be impacted by, and/or have an interest in, the decisions and actions of Queensland Health.

The purpose of consulting stakeholders for all stages of infrastructure project planning and design, is to understand who may impact the outcomes of the project and what the nature of information sharing or their input may need to be to reach desired objectives.

A matrix of stakeholders would be developed including categories and associated list of names. Points to consider might include: • the major benefits a stakeholder will receive from the project • likely attitudes toward the project • what constitutes success for the stakeholder • known statutory constraints that must be accommodated such as requirements of the

Sustainable Planning Act 2009.

6.2. Community consultation Queensland Health has a community engagement policy which has the intent:

‘To establish a cohesive and comprehensive approach to planning and delivery of community engagement through the use of appropriate, effective and inclusive engagement practices.’5

This policy sets out six guiding principles of inclusiveness, reaching out, mutual respect, integrity, affirming diversity and adding value and provides definitions for commonly used terms.

6.3. Risk managementA risk management plan must be prepared on project initiation and updated throughout the project stages. The cost impact of risks must be included in a risk management plan and their relationship to contingencies.

Queensland Health’s Integrated Risk Management Policy states that: ‘Queensland Health will manage risk in a proactive, integrated, and accountable manner”, to ensure that risks are identified, analysed, prioritised and managed through continuous improvement and performance management strategies’.6

The policy includes five governance principles; quality, transparency, clear accountability, responsive and integrated to be applied to risk management.

5 Queensland Health (2010) Community Engagement Policy

6 Queensland Health (2012) Integrated Risk Management Policy

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6.4. Design stages and costs estimating6.4.1. Design stages The Queensland Health capital infrastructure delivery design process has the following design stages: • master plan • project definition plan • schematic design • design development.

Depending on the procurement and delivery methodology the following parts can apply: • tender documentation • contract documentation • construction • as built documentation • post construction and defects liability.

6.4.2. Cost estimating per stages A full explanation of cost planning for each project stage may be found in the AIQS Australian Cost Management Manual Vol 1 or simular reference. Also refer to Figure 2 for the sequencing of project planning and design stages against parallel PAF business case stages.

The confidence level required on cost estimation for each project stage is determined by the Queensland Government’s, Capital Works Management Framework -Estimate Categories and Confidence Levels policy advice note dated June 2010.7

Cost estimation in the early stages of the master plan and project definition phase is primarily based on the use of square metre rates, benchmarking, taking location factors into account and applied to a clustered schedule of accommodation (SOA). The clusters normally represent grouping of individual department areas of a similar type or co-location or can represent stand-alone buildings that contain a single department.

In the project definition planning phase the clusters can be more detailed and the SOA should list each individual department and all external covered areas.

In schematic design cost estimation is based on elemental estimates prepared by measuring detailed quantities priced at unit rates.

From design development onwards all areas should be detailed enough for accurate measure and elemental costing based on defined rates.

Cost estimation for all stages will include client costs, information communications and technology, and furniture fitout and equipment.

7 Department of Housing and Public Works

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6.4.3. Life cycle costing The approach to life cycle costing must be aimed at minimising the cost of long-term asset maintenance and represent value for money.

The objectives of life cycle planning are to: • determine the total cost of ownership and operation of an asset to ensure service

continuity • establish a sound basis on which decisions are made by evaluating the total cost of any

investment decision, rather than just looking at the short-term impact or the initial capital costs

• identify the impact of refurbishment and maintenance decisions on asset disposal plans.8

All buildings and capital infrastructure owned and managed by Queensland Health will be appropriately maintained incorporating best practice whole of life considerations to support the delivery of healthcare services.9

Life cycle costing must support the Queensland Health requirement for building and infrastructure maintenance to minimise whole of life costs and ensure that any risks to Queensland Health are effectively managed while ensuring that the physical condition of buildings and supporting infrastructure is kept to a standard appropriate for their service function.

8 Queensland Government (2010) Strategic Asset Management Framework, Life-Cycle Planning

9 Queensland Health (2011) Building and Infrastructure Maintenance Policy

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7. PROJECT PROCUREMENT METHODOLOGIES It is a mandatory requirement that a procurement study be undertaken to confirm the most appropriate procurement method for the particular project.

The CIR are for use in a range of project procurement methodologies as endorsed by Queensland Health. Note that the CIR do not cover use in the public private partnership method of procurement.

The common procurement methods broadly described here are: • traditional lump sum • design and construct • design develop and construct • design, novate and construct • construction management • managing contractor.

7.1. Design and construct/buildThe project team prepares a performance and quality requirement specification with little or no design by the client. A contract is let for the contractor to prepare the conceptual design, schematic design, design development, construction documentation and construction. The contract is usually a lump sum.

7.1.1. Reasons for this strategyDesign and build contracts are suitable for works, where: • the tender process is effectively a design competition encouraging innovation by

designers and builders • the client has well established standards for components, details and finishes • the client wishes to avoid many of the problems/risks associated with other contract

systems • there is insufficient time to use the traditional ‘construct only’ or design develop and

construct • contract systems • there is encouragement for tenderers to offer alternative design concepts and/or details,

which may result in innovation and cost savings to the client • contractor’s value management input is maximised • the client's end requirements and other relevant factors can be properly identified in

quantitative/qualitative terms, by the time it would be necessary to enter into a contract.

This system is inappropriate if the end requirements and other relevant factors cannot be properly identified by the time it would be necessary to call tenders.

In such circumstances, the tenders may be highly qualified or include a large contingency sum, thereby removing the attractions of speed and economy, which can be obtained under this contract system.

Variations are likely to be costly, due to the substantial impact on the contractor’s original programme.

Control of design quality can be difficult and even apparent compliance with the brief could result in a need to vary the contract or have a dispute over interpretation.

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This form of contract is, thus, dependent upon a precise brief, project definition, technical requirements and room data, where there is little likelihood of changes after award of contract.

If adopting this system, the client should ensure they provide a properly defined detailed brief.

7.1.2. Advantages The advantages of design and construct/build include: • construction can start prior to finalisation of detailed design, at the contractor’s risk,

therefore reducing project time • scope for innovation is broadened through design competition at tender • the contractor assumes total responsibility for the work • contract scope can be expanded to include furniture and equipment selection and

procurement • contract can include furniture, fixtures and equipment (FFE) procurement by the

contractor • contract can include facility maintenance • fewer client resources required.

7.1.3. Disadvantages The disadvantages of design and construct/build include: • if the client requires a variation, it can be costly • if the tender brief is not precise or is ambiguous, the contractor can potentially make large

claims for rectification of work or produce work below the anticipated standard • tender prices may be higher, to compensate for additional risks involved • costly for tenderers to prepare bids • the need to reduce the number of tenderers, due to high tender costs involved, reduces

competition • the number of competent potential tenderers is limited, especially on large works.

7.2. Design development and constructThe project team prepares a schematic design, in addition to performance specifications. A contract is let to develop the design, document and construct the work. The contract is usually for a lump sum.

7.2.1. Reasons for this strategy Design development and construction contracts are most suitable for work, where the client has established the conceptual design and has well established standards for room content, details and finishes. They may want to avoid many of the coordination problems and risks associated with the traditional ‘construct only’ system, or to avoid the design risk of design and construct.

Works, which may be suited to the design development and construction system, will, therefore, be those in which: • the design brief including functional design brief is clear and defined • the client seeks to retain responsibility for schematic design • the requisite specification for the products and materials incorporated can be prescribed • specialist firms, proprietary designs and/or construction processes are available in the

marketplace and may be more economical than in-house designs • extensive investigation work and interaction with outside authorities is not required to be

done by the contractor.

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7.2.2. Advantages The advantages of design, development and construct include: • the contractor’s designers provide a second opinion of the design and can add innovation

and value • the client can contribute substantially to conceptual design and nominate performance

criteria required • the client can transfer responsibility for detail design and co-ordination onto the

contractor, thus reducing risk • completion of design nearer to project completion allows for the introduction of the latest

technology at less cost • contract can include FFE procurement by the contractor • there is reduced scope for claims for extensions of time or variations, except where client

varies the contract • contract can include facility maintenance • potential for cost and program savings, due to faster and more efficient construction, with

the contractor able to tailor design detail to preferred construction methods • reduced total project time.

7.2.3. Disadvantages The disadvantages of design, development and construct include: • the cost of preparing tenders is high (but less than design and construct), therefore,

potentially less interest from tenderers and less direct competition • there is a risk to the client that contract documents may not be specific or may be

ambiguous • the client must develop detailed project definition and performance requirements • as the contractor bears more risk than with the traditional ‘construct only’ system, the

tender price will carry a higher risk premium • if the client requires a variation, it can only be more costly • the number of competent potential tenderers is limited, especially on large works.

7.3. Design, novate and construct This system is similar to the design, develop and construct system, but has the distinguishing feature of ensuring continuity of a single designer’s input from conception to completion. The client's designer is novated to the contractor at any predetermined stage, such as when schematic design or design development is complete, at the contract award. When the design, novate and construct contract is let, there is a novation of the design agreement from between the designer and the client to between the designer and the contractor on exactly the same terms as were agreed with the client.

The contractor then assumes full responsibility for the design, as well as for the construction. The contractor takes over responsibility for paying the designer’s fees from the time of novation. The contract is usually lump sum.

Alternatively, it is possible for the terms of the designer’s agreement to be novated only up to a certain point of time, such as the novation date. Thereafter, the terms are agreed directly between the designer and the contractor.

7.3.1. Reasons for this strategyThis strategy might be selected where: • the client wants full control of the conceptual design and to ensure continuity for design

development

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• the project is a large, one off type • the brief is clear and well defined • details for the products and materials are required to be incorporated to satisfy the brief • specialist firms, proprietary designs and/or construction processes are available in the

marketplace and may be more expedient or economical than available in-house • there is likely benefit from having the contractor responsible for design and

documentation.

7.3.2. Advantages The advantages of design, novate and construct include the: • principal advantage over the design, develop and construct system is that there is

continuity in design and obtaining statutory approvals, if the designer’s engagement is from concept design to documentation.

• functional design planning and some design details will have been developed to fully meet the client's requirements before contract award

• terms of the designer’s agreement, after novation, can be influenced by the client.

7.3.3. Disadvantages The disadvantages of design, novate and construct include: • the contractor and designer may be disadvantaged, by having to enter an engagement on

terms predetermined by others • there is a need to match the designer with the contractor, because there could be

complex litigious problems, if the relationship goes awry • there could be a lack of trust by the contractor in the designer, due to potential influence

by the client • there may be a premium in the tendered prices for additional risks, such as latent

conditions and design errors, which may not eventuate • the second opinion of separate contractor appointed designers is lost • in the event of the terms of the designer’s agreement being agreed between the designer

and contractor after novation, the designer’s performance may be affected by inadequate fees.

7.4. Traditional lump sumThe project team prepares a brief and detailed design for either the whole of the works or a package of works. It is essential that the project management team has broad experience covering buildability knowledge, material and human resources availability, industrial relations and safety aspects. Contracts are then entered into on the basis of a lump sum, with or without a bill of quantities or schedule of rates.

7.4.1. Reasons for this strategy Traditional contracts are appropriate where the following requirements can be substantially satisfied. This strategy might be selected where the: • optimum design for the work can be established without involving the prospective builder

or specialist subcontractors • client prefers to manage the interface between the detailed design/ documentation and

construction. They want to select and engage the consultants and be directly responsible for them

• time available for the work is such that the detailed design and documentation of the work can be completed before construction must commence

• client prefers to have the design and cost fixed prior to contract award.

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7.4.2. Advantages The advantages of traditional lump sum include: • fully detailed design before tender award may improve level of product quality • the client is more likely to obtain realistic prices on fully defined work • there is lower tendering cost to the tenderers • a larger pool of suitable tenderers will increase scope for competitive prices.

7.4.3. Disadvantages The disadvantages of traditional lump sum include: • the client carries the design risk • inability to fast track, with a long lead time taken to prepare tender documents • little incentive for innovative design • the complexity and volume of documentation can lead to a greater number of

inconsistencies, errors and omissions and increased potential for claims • risk of documentation errors lies with the client • there is no input from the contractor on buildability or value management • the contractual environment is adversarial.

7.5. Construction management The project team prepares detailed design for either the whole of the works or a package of works. A contract is then entered into on the basis of tenders, including construction manager’s preliminaries, profit and overhead.

Trade contracts are then entered into by either the Construction Manager or the client, with the Construction Manager as agent of the client.

Trade contract tenders are called by the construction manager progressively, in accordance with the construction program and the availability of design information.

The cost of construction is the sum of the construction manager preliminaries, overhead and profit and the sum of the trade contract sums.

The construction manager is normally a contractor organisation.

7.5.1. Reasons for this strategy This may be an appropriate strategy, where: • an early start to construction is essential • substantial variations or delays are likely, due to unknowns such as refurbishment of

existing buildings or the scope of work cannot be defined early in the project • cash flow or funding constraints exist.

7.5.2. Advantages The advantages of construction management include: • the shortest possible design and construction program can be achieved • impact of change or variations is minimised • allows input of the client into construction strategy and program and trade contractor

selection.

7.5.3. Disadvantages The disadvantages of construction management include: • the client carries most of the risk, except for some preliminaries and staff • limited penalty on the construction manager if the program is not achieved

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• in the public sector environment, the construction manager may be limited in their ability to obtain the best trade contract prices, compared to the various lump sum contract types

• risk of trade contractor failure or non performance lies with the client • risk of design errors lies with the client • success of the project largely depends on the skill of the construction manager and

cooperation with the project team.

7.6. Managing contractor The project team prepares concept design, schematic design and design development for the project. A contract is entered into on the basis of tenders including managing contractor’s preliminaries, profit and overhead and early works proceed as in managing contractor above.

Upon completion of design development by the client's design consultants, the managing contractor agrees to a fixed lump sum for documentation and construction. Upon agreement of the fixed lump sum, the client's design consultants are novated to the managing contractor.

The managing contractor contract may be awarded following a schematic design, when scope and building form are defined sufficiently for managing contractor tenders to assess preliminary requirements. This assumes that construction can commence very early in the design process, with the managing contractor acting as construction manager up to the end of design development.

A share of cost savings may be included as an incentive to the managing contractor, to minimise project cost.

7.6.1. Reasons for this strategy This may be an appropriate strategy, where: • an early start to construction is essential • the client wants to retain control of design development stage when the facility is

functionally defined • the client wants to address cost certainty as early as possible • the client wants contractor input into design.

7.6.2. Advantages The advantages of managing contractor include: • the shortest design and construction program can be achieved • the managing contractor is available to the design team, to advise on buildability and

design programming • risk of documentation errors lies with the managing contractor • integrated planning of construction and health facility operations is facilitated • impact of early change is minimised • continuity of design team is achieved and the client requirements are achieved • the managing contractor has an obligation to achieve the budget • contractor input to design is achieved • bonus/penalty performance in on time can be incorporated • the managing contractor is able to award later trade contracts in a commercial manner.

7.6.3. Disadvantages The disadvantages of managing contractor include: • the fixed lump sum is negotiated rather than the subject of a competitive tender process

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• the client and contractor share the risk of time and cost until the end of design development

• success of the project largely depends on the relationships between the managing contractor and the project team.

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8. REFERENCES 8.1. Tables Each volume of the CIR has a list of tables in the contents.

8.2. References A full list of referenced documents may be found in Section 12.

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9. TERMS AND DEFINITIONS Term Definition Accommodation brief The accommodation brief is a listing of the key functional

rooms and spaces and their number, which make up a department or facility. It is used at the strategic functional design brief stage.

Architect An architect is trained in the planning, design and oversight of the construction of buildings and other structures.

Area (or space) A room, space or 'area' with a specific use. The area requirement may be enclosed or may be without walls as part of a larger area.

Area benchmark Prescriptive minimum or maximum areas. Building Code of Australia The regulation controlling construction of all building in

Australia and any subsequent or updates. Building performance evaluation A methodology developed to support the systematic

evaluation of health service buildings and facilities. Capital Infrastructure Term used to describe the four volumes of requirements Requirements for Queensland Health capital infrastructure planning and

design. Capital infrastructure planning Determines the requirements of land, buildings, building

services, equipment and site improvements (for example car parks) to support operational needs of health services now and in the future.

Circulation space The space required within a department or unit to enable movement and functionality between individual rooms/ spaces for example the corridor that joins two rows of rooms or the entrance alcove to a room. Circulation space is nominated as a percentage of total usable floor area prior to the development of the design.

Clinical service units A service in the facility where clinical services are provided directly to patients, for example: • emergency • inpatient • interventional suites/perioperative • outpatients • ambulatory/day areas.

Clinical services capability A standard set of minimum capability criteria for service framework delivery and planning. The capability of any health service

is recognised as an essential element in the provision of safe and quality patient care.

Clinical support unit A service with specific design requirements that supports direct clinical care to the patient, for example: • medical imaging • nuclear medicine • pharmacy • pathology.

Commercial space The designated commercial areas of a site.

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Term Definition Commissioning—infrastructure There are two types of commissioning:

• building commissioning – refers to the physical facility completion for occupation by the contractor. The activities include the successful running of all plant and equipment

• operational commissioning – refers to activities undertaken leading up to handover of the building to the users. Typical activities include familiarisation of staff with safety, security and communications systems.

The main objectives of appropriately commissioning a facility are to: • ensure new facilities and equipment are ready for

occupancy and use, i.e. fit for purpose • ensure that the new equipment meets all government

legislative requirements • train staff in the operation of new equipment and

safety procedures • identify any minor defects which require rectification

by the contractor • receive all warranties and procedure manuals.

Commissioning—operational service

Operational service commissioning - refers to opening a service safely by Queensland Health staff.

Concept plan The plan establishes the areas of a site/s where future development would occur (in line with service requirements). The plan incorporates: • service map with precincts identified for future

development • service activity zones within a precinct for example

proposed uses, co-location proposals • main transport routes to the site and within the site • block drawings (at department level) of the proposed

buildings including scale and footprint. Condition assessment The methodology employed to determine the condition of

assets owned and maintained by an organisation or service. Accurate and standardised asset condition data enables asset managers to accurately target their limited maintenance funds to provide maximum user benefit.

Cost benchmark The cost model, based on real, similar facilities, used to evaluate project costs for a similar type of building.

Defect inspection An inspection that is undertaken to determine areas of non-compliance with the Building Code of Australia standards.

Design development Design development includes: • completion of design in detail including architectural

and engineering design • confirmation that the design meets current

government policies. • confirmation of the cost estimate to demonstrate the

project is within budget • obtaining agreement or sign off from users.

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Term Definition Design principles The principles that govern how the elements of design are

arranged within a composition (for example facility). Engineer An engineer develops solutions for technical problems.

They design materials, structures, machines and systems while considering the limitations imposed by safety, practicality and cost.

Expansion space An area nominated in the functional design brief to be included for future service delivery expansion.

Facility A complex of buildings, structures, roads and associated equipment, that represents a single management unit for financial, operational maintenance or other purposes.

Feasibility study Evaluates options against a set of agreed criteria and presents a: • detailed analysis of a preferred facility development

strategy • realistic estimate of the total project investment.

Final business case A comprehensive analysis of the relative merits (financial and socio-economic) of identified options to determine the preferred option. The business case report forms the basis for government approval of the project and the allocation of capital and recurrent funding to construct and operate the facility.

Fittings Fixed items attached to walls, floors or ceilings that do not require service connections such as curtains, IV tracks, hooks, mirrors, blinds, joinery and pin boards.

Fixed equipment Items that are permanently fixed to the building or permanently connected to a service distribution system.

Fixtures Fixed items that require service connection (for example electrical, hydraulic, mechanical) . This includes; basins, light fittings, clocks and medical service panels. Not to be confused with ‘fixed equipment’ such as theatre pendants.

Floor plans Floor plans define the room layouts on each level/area of a facility.

Functional areas Areas or zones within a clinical, clinical support or non-clinical support service. For example the functional area of a clinical service may include the following: • main entry/reception/clerical area • assessment/procedural area • staff offices/administrative and management area • staff amenities area • inpatient area including outdoor areas.

Functional design brief A description of the functions to be accommodated and the relationships between functions for a proposed capital project. The functional design brief should identify how the project meets the objectives and policies of the organisation.

Functional relationships The co-dependencies and interdependencies of areas within the facility as a whole, and of individual clinical, clinical support and non-clinical support services.

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Term Definition Functional spaces

Furniture, fittings and equipment (FFE)

The key functional spaces within a facility being: • clinical areas • clinical support areas • non clinical support areas • staff administration areas • multipurpose outdoor space • commercial space • circulation space. Furniture, fittings and equipment that are additional to the basic building structure. As per the AusHFG, FFE is grouped into categories as follows: • Group 1: items supplied and fixed by the contractor.

These are included in the construction contract. • Group 2: items supplied by the client and fixed by the

contractor. These include items that are transferred but require installation by the contractor, or where the client chooses to buy a piece of equipment and give it to the contractor for installation.

• Group 3: items supplied and installed by the client. These include all moveable items that can easily be transferred or installed by staff and major items of electro-medical equipment that are purchased from the project budget, but are installed and commissioned by a third party.

• Group 4: consumable items purchased and installed by the client outside the capital budget. This category includes bed linens, foodstuffs and disposable supplies.

Future proofing The future functionality of the facility will not be unduly compromised by changes in models of care or service delivery or the advent of new technology.

Guidelines A collection of recommendations that describe an acceptable level of facility provision.

Handover The act of relinquishing property or authority to another that is, the handover of a building/facility to the client.

Handover manuals A suite of documents detailing what has been installed, the commissioning outcomes for all systems and the operational and maintenance requirements for the facility. Documentation provided includes drawings, commissioning data, equipment technical literature, maintenance programs and key contractor contacts.

Health facility planner A health facility planner undertakes area wide planning for health facilities or planning of a particular unit on the basis of projected consumer/client need. This does not include facility design, architectural plans or construction.

Health planning unit All the rooms, spaces and internal circulation that make up a particular health service department and that are necessary for that department to function.

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Term Definition Health service plan Health service plans provide information on the current

and projected health needs of a population, contain evidence based service models, and outline a process for change, including defined service goals, objectives and strategies. The health service planning process aims to ensure that health services align and grow with changing patterns of need while making the most effective use of available and future resources. Service planning must precede and inform other types of planning - including capital infrastructure, workforce and information management.

Health service planner A health service planner leads or works in partnership to develop strategic directions and service developments for a corporate entity as a whole, a facility or a clinical stream or service.

Health service planning Service planning benchmarks are used to determine activities future requirements to deliver health services. The

utilisation of a planning benchmark is linked to the Clinical Services Capability Framework level of service. Queensland Health endorsed benchmarks are used for planning.

Hot floor The floor/s of the facility on which the technical suites are located. Ideally on one floor but not always possible in a large facility.

Infrastructure assessment An assessment of the suitability of existing infrastructure in the delivery of health services. It incorporates the physical and functional aspects of buildings and building services and equipment and includes: • building condition assessment including strengths and

deficiencies • assessment of current function in delivering health

services (for example role in service activities) and issues with the asset in performing the required function

• current use and potential capacity to meet service requirements for example frequency of use, purpose, changes over time

• rectification costs where required. Interior designer Interior designers plan and detail building interiors for

effective use with particular emphasis on space allocation, traffic flow, building services, furniture, fixtures, furnishings and surface finishes. They consider the purpose, efficiency, comfort, safety and aesthetic of interior spaces to arrive at an optimum design.

Land assessment An assessment of potential sites for the acquisition of land for a health facility. This assessment includes: • future expansion areas • access to road networks and public transport • issues such as urban design, town planning and

cultural heritage.

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Term Definition Maintenance plan Schedules of activities required to service and maintain

plant, equipment and facilities. The maintenance plan will include preventative maintenance, statutory maintenance and condition based maintenance activities.

Master plan A thorough investigation of a feasible range of facility planning options which meet the services needs/gaps, resulting in confirmation of the site location and a recommended plan for the future development of the health service/agency, within a prescribed timeframe and estimate.

Master planning Identifies a preferred infrastructure development strategy for the site to meet future service requirements. The plan includes: • future health service requirements • building condition assessment and site assessment • infrastructure assessment • schedule of accommodation • local and state planning requirements • environmental impact assessments • determination of open space areas • assessment traffic and roads on and near the site

including public transport • car parking • geotechnical analysis of the site • site development options and the preferred option • staffing of proposed development • category 2 cost estimate of the preferred option • risk mitigation and management plan.

Model of care A description of how care is managed and organised, providing the clinical and organisational framework for the service.

Model of service delivery A description of how non-clinical support services are managed and organised, providing the organisational framework of the service.

Multipurpose space A category of space which can accommodate a range of functions including group meetings (staff or patient), multi disciplinary meetings and patient therapy spaces.

Non-clinical support units A non-clinical unit is defined as a service that has specific design requirements, is essential to the functioning of a health facility but has no clinical or clinical support role. Examples include: • building engineering management • food services • hotel services • security • supply • waste management.

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Term Definition Operational policies A statement outlining the objectives, principal functions

and modes of operation of facility, a department, particular service or activity at a non HHS level. At HHS level there are operational briefs and local work instructions/procedures.

Operational training Training that develops, maintains, or improves the operational readiness of individuals or units.

Patient journey A component of the facility model of care and in general terms means the following stages of the patient pathway or patient flow through the healthcare system: • access • diagnosis • treatment and intervention • inpatient care • discharge • outpatients.

Performance audit A suite of documents detailing what has been installed, the commissioning outcomes for all systems, and the operational and maintenance requirements for the facility. Documentation provided includes drawings, commissioning data, equipment technical literature, maintenance programs and key contractor contacts.

Pneumatic tube system (PTS) A system incorporating a series of tubes through which cylindrical containers are propelled. Small bore PTS distribute pharmaceutical goods and specimens. Large bore PTS distribute waste and dirty linen to a central location.

Pod A group of core spaces. PPE Personal protective equipment includes gloves, gowns,

masks, aprons, caps, shoe covers and goggles. Principal consultant/consultants In most projects the principal consultant will be the

architect. The principal consultant is responsible for leadership of the consultant team. Consultants are responsible to the project control group to provide specialist expertise and advice in management, planning, design and construction. For large or complex projects, a project manager or director will be responsible for leadership of the consortia of consultants and sub-consultants.

Project assurance framework (PAF)

PAF ensures that project management is undertaken effectively across the Queensland public sector and delivers value for money to the government from its significant investment in project activity. PAF is a whole-of-government project assessment process that establishes a common approach to assessing projects at critical stages in their lifecycle. Its aim is to maximise the benefits returned to government from project investments.

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Term Definition Project brief The project brief is a document initially prepared on

completion of PDP which summarises the client needs. It defines all elements of the project, states project and budget objectives, service delivery outcomes and can be used as a benchmark to measure quality outcomes at the end of the project.10 It may be updated throughout subsequent stages of the project. The project brief includes the design brief, project procurement strategy, ICT requirements, project program, cost estimates and prequalification service risk rating for the project.

Project definition plan Clearly defines the scope of the building required to accommodate services to be provided by a new facility. The PDP details options for operational policies, models of care and accommodation requirements in the new facility.

Project design brief Part of the project brief, the project design brief outlines planning and design principles, and the functional requirements of the project.

Project manager The project manager works with the procurement manager in managing the project on behalf of the project owner. The project manager's responsibility is to manage the scope, time, cost, quality, resources, communications and risk aspects of the project.

Project director The project director Queensland Health capital infrastructure projects, is the person who has the authority to run the project on a day-to-day basis on behalf of the project board (steering committee). The project director brings together and manages all aspects of the program or project to deliver within budget, time and scope.

Quantity surveyor Quantity surveyors are employed predominantly on major building and construction projects to estimate and monitor construction costs, from the feasibility stage through to the completion of the construction period. After construction they may be involved with tax depreciation schedules, replacement cost estimation for insurance purposes and, if necessary, mediation and arbitration.

10 Queensland Government (2011) Capital Works Management Framework-Policy for managing risks in the planning and delivery of Queensland Government building projects.

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Term Definition Refurbishment Standards Australia defines this as ‘work intended to

bring an asset up to a new standard or to alter it for a new use.'

Role delineation or matrix of In Queensland, role delineation refers to levels of service services at a facility provision as detailed in the Clinical Service Capability

Framework.11

Room data sheets A briefing document providing information on the minimum requirements for each room in the facility incorporating room details, room fabric, fittings, furniture, fixtures and equipment with associated Services.

Schedule of accommodation A schedule of accommodation specifies the number and size of rooms that will be required, the relationships between rooms and groups of rooms, the finishes, equipment, furniture that will fit the room for its functional purpose and the environmental conditions that will assist the purpose. Environmental conditions might include temperature range, humidity, air movement and acoustic isolation.

Schematic design Preparation of design briefs and layout, including key physical elements, areas, locations, and volumes including basic building services systems and cost estimate.

11 Queensland Government (2011). Clinical Services Capability Framework for Public and Licensed Private Health Facilities version 3.1

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Term Definition Site assessment An assessment of land and other property related aspects

of a site/s to identify future development opportunities. The assessment incorporates: • site access such as roads and parking • access to building services such as power and water • proximity to other health services • social and cultural aspects of the site such as

suitability of the development in relation to surrounding uses and impacts on neighbouring developments such as noise and traffic

• natural environment including features and design opportunities

• statutory impacts for example zoning, flood levels • sustainability of services during redevelopment • size of site for example; collocation and commercial

opportunities and public open space and future expandability

• physical attributes for example geology, gradient and climate

• financial costs for example demolition of existing structures, site preparation, water upgrade

• economic analysis for example other land use options, impact on services.

Strategic business case This provides a preliminary justification for the program or project based on a strategic assessment of business needs and a high level assessment of the program or project’s likely costs and potential for success.

Telehealth Telehealth is the transmission of health-related services or information over the telecommunications infrastructure. As such, telehealth includes both telemedicine, which involves providing clinical services remotely, and non-clinical elements of the healthcare system, such as education.

Travel The space that is required for the circulation of people and goods both vertically and horizontally in a facility. Examples include; ramps, lift wells, links, tunnels, main corridors and detached covered ways joining two buildings.

Treatment area The Building Code of Australia defines this as; 'an area within a patient care area such as an operating theatre and rooms used for recovery, minor procedures, resuscitation, intensive care and coronary care from which a patient may not be readily moved.'

Universal design A non-discriminatory design approach that provides increased usability for everyone without the need for adaption or specialised design.

User A user is defined as those people who have experienced services (staff member, contractor, patient, relative or friend) or who could potentially access services provided by Queensland Health in the future.

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Term Definition Wayfinding Wayfinding is a methodology of arranging indicators such

as signs, light, colour, materials and pathways to guide people to their destinations. A successful wayfinding program is intuitive and self navigable and it protects the overall visual integrity of the site. Wayfinding is specific to its place and visitors.

Wayfinding scheme A wayfinding scheme is the term used to describe a wayfinding master plan which is discrete and separate from a capital works master plan. As such it includes the consideration and development of all four elements involved with wayfinding in a single facility, the built environment, pre-visit information, signage system and staff instruction.

Wayfinding signage The sign system used for effective wayfinding, including visual, tactile and auditory signage, designed to provide organised and timely information at key points around a site in a manner that should be accessible to and understood by all users.

Wayfinding system A wayfinding system is more than just signs; it encompasses architecture, landscape architecture, technology infrastructure, lighting, landmarks and orientation points.

Workspace A desk area used for the purpose of administration duties, education and research.

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10. ABBREVIATIONS AND ACRONYMS 10.1. Common CIR abbreviations and acronyms The following tables provide a full list of abbreviations and acronyms used throughout the CIR volumes.

Acronym Term AS Australian Standard AusHFG Australasian Health Facility Guidelines ATSI Aboriginal and Torres Strait Islander BCA Building Code of Australia BIM Building information modelling BPE Building performance evaluation CIR Capital Infrastructure Requirements CPTED Crime Prevention Through Environmental Design CRG Community reference group DD Design Development DDA Disability Discrimination Act 1992 EBD Evidence based design ESD Environmentally sustainable design FDB Functional Design Brief FECA Fully enclosed covered area FFCP Fitness for current purpose FFNP Fitness for new purpose FPU Functional planning unit GFA Gross floor area GDA Gross departmental area HSP Health service planning HHS Hospital and Health Service HHSB Hospital and Health Service Board ICT Information and Communication Technology MOC Model of care MOS Model of service MP Master planning NDA Net department area NZS New Zealand Standard PDP Project Definition Plan PCG Project control group PSC Project steering committee QH Queensland Health RDS Room Data Sheet SD Schematic Design WH&S Work health and safety

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10.2. Clinical Acronym Term A&E Accident and Emergency ABI Acquired brain injury ABS Australian Bureau of Statistics ACAP Aged care assessment program ACAT Aged Care Assessment Team ACF Aged Care Facility ACHS Australian Council on Health Care Standards ACT Acute Care Team AMC Australian Medical Council ADL Assisted daily living AGPAL Australian General Practice Accreditation Ltd AHA Australian Healthcare Association AHMAC Australian Health Ministers’ Advisory Council AIHW Australian Institute of Health and Welfare ALOS Average length of stay AMA Australian Medical Association ANZDATA Australia and New Zealand Dialysis and Transplant Registry ATOD Alcohol tobacco and other drugs BCSP Bowel Cancer Screening Program BOD Burden of disease BMI Body mass index CAA Carers Association of Australia CAG Clinical Advisory Group CBRT Community based rehabilitation therapy CCU Critical Care Unit CCU Coronary Care Unit CMU Clinical Measurements Unit CDHAC Commonwealth Department of Health and Aged Care CDM Chronic disease management CHD Coronary heart disease CMG Clinical Management Guidelines CSSD Central Sterilising and Stores Department CVD Cardiovascular disease CYH Child youth health DGP Division of General Practice DO Day only DOA Dead on arrival DOSA Day of surgery admissions DRG Diagnosis related group DHAC Department of Health and Aged Care (Commonwealth) DPU Day Procedure Unit DVA Department of Veteran Affairs ECT Electro convulsive treatment ED Emergency Department EBHC Evidence based health care EN Enrolled Nurse ENT Ear, nose and throat EPC Enhanced primary care FTE Full time employee GEAM Geriatric evaluation assessment and management GP General Practitioner GPA General Practice Australia GPAC General Practice Advisory Council HACC Home and Community Care

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Acronym Term HDU High Dependency Unit HIC Health Information Centre, Queensland Health HPU Health Planning Unit ICP Integrated Care Program ICU Intensive Care Unit IPU Inpatient Unit IT Information Technology KRA Key result area LDU Low Dependency Unit LMO Locum Medical Officer LOS Length of stay MAPU Medical Assessment Planning Unit MBS Medical Benefits Scheme MDS Minimum Data Set MH Mental health MHU Mental Health Unit MRI Magnetic resonance imagery NESB Non English speaking background NGO Non government organisation NHDD National Health Data Dictionary NHMRC National Health and Medical Research Council NHPA National health priority areas OTC Over the counter OPD Outpatients Department PALS Palliative access links PATCH Planned approach to community health PC Primary care PICU Paediatric Intensive Care Unit QDGP Queensland Division of General Practice QH Queensland Health QoL Quality of life RN Registered Nurse SARS Severe Acute Respiratory Syndrome SES Socioeconomic Scale SCN Special Care Nursery SIP Service Incentive Payment SLA Statistical Local Area SOPD Specialist Outpatients Department SSU Short Stay Unit VMO Visiting Medical Officer WHO World Health Organisation WHU Women’s Health Unit

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10.3. Health software information systems Acronym Term ACIMS Aged Care Information Management System ASP Asset Strategic Planning System ATODS Alcohol Tobacco and Other Drugs Substances AUSLAB Report and Laboratory Management System BSQR2 Breast Screen Queensland Register CCP Credentials and Clinical Privileges Control System CFOC Clinical Forms on Line CHEMALERT Chemical Information System CHIS Community Health Information System EDIS Emergency Department System ESP / ERV Environment for Scheduling Personnel and Roster Generations FAMMIS Finance and Materials Management System FERRET Primary Health Information System for Indigenous and Rural

Health Communities Groupwise Novell Email System HCC Health Contact Centre HBCIS Hospital Based Corporate Information System (Patient

Administration) HRMIS Human Resource Management Information System IDM Identity Management System (Security Systems) IMS Incident Management System SSO Single Sign On (Security Systems) ISOH Information System for Oral Health MAIS Medical Aids Information System MHA2000 Mental Health Act 2000 Information System – Register of

Notifiable Forensic Mental Health Clients MODDS Monitoring of Drugs of Dependence (Dangerous Drugs) NOCS Notifiable Conditions Systems ORMIS Operating Room Management Information System PRIME Patient Related Incident Management system for Clinical

Incidents PSR Pap Smear Registry QHEPS Queensland Health Electronic Publishing System QHPIMS Queensland Health Pharmacy Information Management System RAS Remote Access System SATR Surgical Access Team Reporting SOE Standard Operating Environment S8 Online Community Pharmacists – links to MODDS VIVAS Vaccination Information and Administration System WCMzS Web Content Management System CESA Client Events – Mental Health Episodes of Care MH POS Outcomes Information System – Ethicacy of Intervention TII Transition – Clinical Benchmarking

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10.4. Structural and civil Acronym Term AHD Australian height datum ARI Average recurrence interval (years) ASS Acid sulphate soils CBR California bearing ratio. Penetration for evaluation of the

mechanical strength of road subgrades and base courses CLR Contaminated Land Register D&C Design and construct DERM Department of Environment and Resource Management EDC Earthquake design category EMR Environmental Management Register Erosion Prone Areas mapped by Environmental Protection Agency Area (Queensland) that are vulnerable to erosion or encroachment

from tidal waters within a 50 year planning cycle ESA Equivalent standard axle GFA Gross floor area GPT Gross pollutant trap HV High voltage LRS Low relaxation strand LRV Large rigid vehicles MRV Medium rigid vehicles MHWS Mean high water spring. Long term average of the heights of two

successive high tides when range of tides greatest (at full moon and new moon)

MUSIC Model for urban stormwater improvement conceptualisation NTU Nephelometric turbidity unit (a measure of the cloudiness of a

liquid) QUDM Queensland Urban Drainage Manual Qy Peak discharge rate for ARI of ‘y’ Years (Such as: Q100 means

1:100 year storm event) RCV Refuse collection vehicles RL Reduced level S Span SMP Site Management Plan SPP State Planning Policy SQIDs Stormwater quality improvement devices SRV Small rigid vehicles/cars/vans TN Total nitrogen TP Total phosphorus TSS Total suspended Solids WSUD Water sensitive urban design

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10.5. Services Acronym Term A/C Air conditioning ACID Access control / Intruder detection ACMA Australian Communication and Media Authority AHU Air handling unit AIRAH Australian Institute of Refrigeration Air conditioning and Heating ASE Alarm signalling equipment ASHRAE American Society of Heating, Refrigeration and Air conditioning

Engineers AV Audio visual BACnet Data communication protocol for building automation and control

networks BAS Building automation system BCA Building Code of Australia BMCS Building management and control system BMS Building management system BPA Body protected area CAD Computer-aided drafting CCTV Closed circuit TV CHW Chilled water COP Co-efficient of performance CPA Cardiac protected area CPU Central processing unit CRAC Computer room air conditioning CW Condenser water DALI Digitally addressable lighting interface dB Decibels DB Distribution board *DB Dry bulb DSI Digital serial interface DVR Digital video recorder DX Direct expansion EACS Electronic access control system EMS Energy management system EWIS Emergency warning and intercommunication system FCC Fire control centre FCR Fire control room FCU Fan coil unit FFCP Fire fan control panel FHR Fire hydrant reel FHY Fire hydrant FIP Fire indicator panel FM Facility Manager GFA General fire alarm HDPE High density polyethylene HEPA High efficiency particulate air HLI High level interface ICT Information Communications Technology IDS Integrated photo-ID system I/O Input/output IP Indicator panel IPLV Integrated part load value kWr Kilowatt refrigeration L/s Litres per second LAN Local area network LCD Liquid crystal display

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Acronym Term LED Light emitting diode LNG Liquefied natural gas LPG Liquid petroleum gas LUX Measure of amount of light falling on a surface LV Low voltage MASDS Multi-point aspirated smoke detection system MATV Master antenna TV MCP Manual call point MDF Main distribution frame MDI Maximum demand indicator MSB Main switchboard ODBC Open database connectivity PA Public address PABX Private automated branch exchange PACS Picture Acquisition and Communication System PDA Personal digital assistant PES Patient entertainment system PFC Power factor correction PMT Preventative maintenance tasks PTZ Pan tilt zoom PVC Polyvinyl chloride QDC Queensland Development Code QFRS Queensland Fire & Rescue Service RCD Residual current device RH Relative humidity RMU Ring main unit RO Reverse osmosis SAN Storage area network SCADA Supervisory control and data acquisition system SDCU Standalone digital control unit SMS Security management system SQL Structural query language TIA Telecommunications Industry Association TRC Technical reference earthing conductor TMV Thermostatic mixing valve UPS Uninterruptible power supply VAV Variable air volume VFD Variable frequency drive VIE Vacuum insulated evaporator VMS Visitor management system VSD Variable speed drive VVVF Variable voltage variable frequency WAN Wide area network WB Wet bulb WELS Water Efficiency Labelling & Standards WEMP Water Efficiency Management Plan WQRMP Water Quality Risk Management Plan WHS Work Health and Safety WIP Warden intercom point WLAN Wireless LAN

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10.6. Acoustics Acronym Term AV Articulated vehicles dB Decibel - used to measure sound level, but it is also widely used

in electronics, signals and communication CNMP Construction Noise Management Plan DTMR Department of Transport and Main Roads DERM Environment Protection Agency EPAR Environmental Protection Amendment Regulation 1999 EPP(Noise) Environmental Protection (Noise) Policy 1997 Frequency[Hz] Sounds have a pitch which is peculiar to the nature of the sound

generator. For example, the sound of a tiny bell has a high pitch and the sound of a bass drum has a low pitch. Pitch can be measured on a frequency scale in units of Hertz or Hz. The human ear can typically hear frequencies ranging from 20 Hz to 16,000 Hz

LA01 The A-weighted sound pressure level exceeded for 1% of the time


LA10 18hr The A-weighted noise level exceeded for 10% of the time averaged between 6am and midnight. This parameter is used to represent the noise due to road traffic


LA bg, T The background noise level, usually measured as the LA90 statistical noise level in the absence of the intrusive noise

LAeq The ‘equivalent noise level’ is the summation of noise events integrated over a selected period of time. This noise metric is commonly used to correlate noise exposure and human annoyance

LAmax The average of the maximum A-weighted sound pressure levels occurring within the consecutive 15 minute samples

LA max adj, T The average maximum noise emission level measured at the noise-sensitive premises and adjusted upwards if required, to account for annoying characteristics such as impulsiveness or tonality. Typically adjustments of 2dBA or 5dBA apply

LRU Large refrigeration units NMP Noise management plan SRU Small refrigeration units

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11. ADDITIONS AND REVISIONS From time to time information in the CIR will be updated or added via a new release note. These release notes will be named to indicate which section they belong to will be dated, sequential and version controlled. They are intended to be kept as part of the CIR suite of documents, in their relevant section.

Where the extent of change to a section is extensive, may lead to ambiguity or contradiction in its application, the release note may be accompanied by a replacement section. It is intended that the CIR be reviewed and updated in their entirety on an annual basis.

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12. REFERENCES 12.1. Standards The following standards have been grouped as ‘general’ or discipline specific. All designers are required to adhere to the requirements of the Australian standards irrespective of whether these are listed as discipline specific standards or not. The grouping is provided to assist designers only as a ready-reference.

Category Standard General • Building Code of Australia

• AS/NZS 1170:2011 - Structural design actions – General principles • AS 1432:2004 - Copper tubes for plumbing and drainage

applications • AS/NZS 2107:2000 - Recommended design sound levels and

reverberation times for building interiors • 2021:2000 - Acoustics - Aircraft noise intrusion - Building siting and

construction • AS/NZS 2243.1:2005 - Safety in laboratories - Planning and

operational aspects • AS/NZS 2243.2:2006 - Safety in laboratories - Chemical aspects • AS/NZS 2243.3:2010 - Safety in laboratories - Microbiological

safety and containment • AS 2243.4:1998 - Safety in laboratories - Ionizing radiations • AS/NZS 2243.5:2004 - Safety in laboratories - Non-ionizing

radiations - Electromagnetic, sound and ultrasound • AS/NZS 2243.6:2010 - Safety in laboratories - Plant and equipment

aspects • AS 2243.7:1991 - Safety in laboratories - Electrical aspects • AS/NZS 2243.8:2006 - Safety in laboratories - Fume cupboards • AS/NZS 2243.9:2009 - Safety in laboratories - Recirculating fume

cabinets • AS/NZS 2243.10:2004 - Safety in laboratories - Storage of

chemicals • AS/NZS 2982:2010 - Laboratory design and construction - General

requirements • AS/NZS 3000:2007 - Electrical Installations • AS/NZS 3013:2005 - Electrical Installations – Classification of the

Fire and Mechanical Performance of Wiring System Elements. • AS/ISO 3001 Risk Management • AS 3996:2006 - Access covers and grates • AS/NZS 4187:2003 - Cleaning, disinfecting and sterilizing reusable

medical and surgical instruments and equipment, and maintenance of associated environments in health care facilities

• AS 4260:1997 - High efficiency particulate air (HEPA) filters – Classification, construction and performance

• AS/NZS 4536:1999 - Life Cycle Costing - An Application Guide • AS/NZS ISO 31000:2009 - Risk Management – principles and

guidelines • AS/NZS ISO 14644:2002 – Cleanrooms and Associated Controlled

Environments

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Category Standard

Discipline Specific Communications

Electrical

Fire

• HB 436:2004 - Risk management Guidelines • HB 260: 2003 - Hospital acquired infections: Engineering down the

risk. • AS 4970-2009 Protection of trees on development sites

• AS/NZS 3013:2005 - Electrical installations – Classification of the fire and mechanical performance of wiring systems elements

• AS/NZS 3080:2003 – Telecommunications installations – Generic cabling for commercial premises

• AS/NZS 3084:2003 – Telecommunications installations – Telecommunications pathways and spaces for commercial buildings

• AS/ACIF S009:2009 – Installation requirements for customer cabling

• AS/NZS 1680.1:2006 - Interior and workplace lighting – General principles and recommendations

• AS/NZS 1768:2007 - Lightning Protection • AS/NZS 2293.2:2008 - Emergency Escape Lighting and Exit Signs

for Buildings • AS/NZS 2500:2004 - Guide to the safe use of electricity in patient

care • AS/NZS 3003:2011 - Electrical installations - Patient treatment

areas of hospitals, medical, dental practices and dialyzing locations.

• AS/NZS 3009:1998 - Electrical Installations – Emergency Power Supplies in Hospitals

• AS/NZS 3017:2007 – Electrical installations – Verification guidelines

• AS/NZS 3439:2002 – Low-voltage switchgear and controlgear assemblies

• AS/NZS CISPR 14.1:2010 – Electromagnetic Compatibility or internationally recognized equivalent(s)

• Standards Australia ―Handbook on Electromagnetic Compatibility Standards and Regulation

• AS 1221:2003 - Fire Hose Reels • AS 1603:1998 - Automatic fire detection and alarm systems • AS 1670:2004 - Fire detection, warning and intercom systems • AS 1668.3:2001 - Smoke control systems for large single

compartments or smoke reservoirs • AS 1690:1975 – Rules for the safe design, construction and

performance of domestic oil-fired appliances (withdrawn) • AS/NZS 1850:2009 – Portable fire extinguishers – classification,

rating and performance testing • AS 1851:2008 - Maintenance of fire protection systems and

equipment • AS 2118:2006 - Automatic fire sprinkler systems • AS/NZS 2293:2008 - Emergency evacuation lighting and exit

signage for buildings • AS 2419:2007 - Fire hydrant installations • AS/NZS 2441:2009 - Installation of fire hose reels

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Category Standard • AS 2444:2001 - Portable fire extinguishers and fire blankets • AS 2941:2008 – Fixed fire protection installations • AS 4118:1996 – Fire Sprinkler system components • AS 4428:2002 - Fire detection, warning, control and intercom

systems - control and indicating equipment • AS ISO 14520 (various parts):2009 - Gaseous fire-extinguishing

systems - Physical properties and system design Hydraulics • AS/NZS 1596:2008 - The storage and handling of LP Gas

• AS 3500:2003 – Plumbing and drainage Set • AS 4032:2005 - Water supply - Valves for the control of hot water

supply temperatures • AS/NZS:2010 5601 Gas installations Set

Lifts • AS 1428:2009 - Design for access and mobility; • AS 1735:2006 - Lift, Escalators and moving walks • AS 4431:1996 - Guidelines for safe working on new lift installations

in new constructions • EN81.1 Safety Rules for the Construction and Installation of Lifts –

Part 1 – Electric Lifts • EN115 • ASME A17.1 • CIBSE Guide D Transportation Systems in Buildings

Mechanical • AS 1324:2001 - Air filters for use in general ventilation and air-conditioning

• AS 1668.1:1998 - The use of ventilation and air-conditioning in buildings: Fire and smoke control in multi-compartment buildings

• AS 1668.2:2002 - The use of ventilation and air-conditioning in buildings: Ventilation design for indoor air contaminant control

• AS 1668.3:2001 - The use of ventilation and air-conditioning in buildings: Smoke control systems for large single compartments or smoke reservoirs

• AS 2639:1994 - Laminar flow cytotoxic drug safety cabinets - Installation and use

• AS 2686.1:1984 (withdrawn) • AS 2866.2:1985 (withdrawn) • AS/NZS 3666:2011 – Air handling and water systems of buildings • AS 3892:2001 - Pressure equipment-Installation • AS 4254:2002 - Ductwork for air-handling systems in buildings • AS 4343:2005 - Pressure equipment - Hazard levels • AS 4260:1997 - High efficiency particulate air (HEPA) filters -

Classification, construction and performance • AS 4426:1997 - Thermal insulation of pipework, ductwork and

equipment-Selection, installation and finish. • HB 260:2003 – Hospital acquired infections – Engineering down

the risk • Seismic Restraint Manual (Guidelines for Mechanical Services by

SMACNA) • CIBSE Guides, particular Guide B for commissioning

Medical Gases • AS 1210:2010 – Pressure vessels • AS 1894:1999 – The storage and handling of non-flammable

cryogenic and refrigerated liquids

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Category Standard • AS 4484:2004 - Gas cylinders for industrial, scientific, medical and

refrigerant use - Labelling and colour coding • AS 2030 (various) – Gas Cylinders (series). • AS 2120:1992 - Medical suction equipment • AS 2120.3:1992 - Suction equipment powered from a vacuum or

pressure source • AS 2473.3-2007 - Valves for compressed gas cylinders - Outlet

connections for medical gases • AS 2568:1991 - Medical gases—Purity of compressed medical

breathing air. • AS 2896:2011 - Medical gas systems—Installation and testing of

non-flammable medical gas pipeline systems • AS 3840:1998 - Pressure regulators for use with medical gases. • AS 3840.1:1998 - Pressure regulators and pressure regulators with

flow-metering devices • AS 4041:2006 - Pressure piping • AS 4332:2004 - The storage and handling of gases in cylinders • AS 4484:2004 - Gas cylinders for industrial, scientific, medical and

refrigerant use - Labelling and colour coding. • BS 5682 Specification for terminal units, hose assemblies and their

connectors for use with medical gas pipeline systems Security • AS/NZS 1158 Set:2010 – Lighting for roads and public spaces Set

• AS/NZS 2201.1:2007 to AS/NZS 2201.5:2008 - Intruder alarm systems

• AS/NZS 2208:1999 - Safety Glazing Materials in Buildings • AS 4485.1:1997 – Security for Health Care Facilities (Part 1:

General Requirements) • AS 4485.2:1997 - Security for Health Care Facilities (Part 2:

Procedures Guide) • AS4083:2010 – Planning for Emergencies; Healthcare Facilities

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12.2. Policies and implementation standardsThe following policies and implementation standards were referenced to inform this document. Note: References listed below were used in the development of the CIR as at April 2012. Some of these documents are rescinded or currently under review.

Policies Office of Strategy and Government Business (1996) OHS Policy: P-21 Space Standards for office-based work environments Queensland Government (2011), Asbestos Management and Control Policy for Government Buildings Queensland Government, the former Department of Infrastructure and Planning, (2011), Project Assurance Framework Policy Overview Queensland Government, the former Department of Infrastructure and Planning, (2011), Project Assurance Framework Strategic Assessment of Service Requirement - Guidance Material Queensland Health (2010) Clinical Support Infrastructure Policy - Sterilisation Capacity Queensland Health (2011) Procedure for Building Performance Evaluation, V1.0 Queensland Health (2011) Third Party Infrastructure Partnership Policy Queensland Health, (2011) Integrated Risk Management Policy Queensland Health, Asset Management Unit (2007) Water Efficiency and Conservation Policy Queensland Health, (2012) Asbestos Management and Control Policy Queensland Health, (2013), Helicopter Landing Sites -Planning, Implementation and Management Queensland Health, Design Standards Unit (2008) Workplace and Office Accommodation Policy and Guidelines Queensland Health, (2012) Capital Infrastructure Planning Policy Queensland Health, (2012) Capital Infrastructure Project Delivery Queensland Health, (2011) Capital Delivery Program, Procedure for Inducting User Group Representatives into the Capital Project Team at Project Initiation Stage Queensland Health, (2010) Signage Policy - Capital Works Projects Queensland Health, (2010) Design Considerations and Summary of Evidence: Children's Emergency, Inpatient and Ambulatory Health Services

Implementation standards Queensland Health (2011), Asset Maintenance funding Implementation Standard v1 Queensland Health (2011), Car Park Infrastructure Implementation Standard - Planning Queensland Health (2011), Ecologically Sustainable Queensland Health Facilities: Implementation Standard - Transport Queensland Health, (2011), Integrated Risk Management Implementation Standard Queensland Health, (2010) Ecologically Sustainable Queensland Health Facilities - Implementation Standard v1.1 Queensland Health, (2010), Signage - Capital Works Projects Implementation Standard v1.0 Queensland Health, (2011), Car Park Infrastructure Implementation Standard v1 Queensland Health, (2011), –Implementation Standard for Security Risk Management and Asset Protection Queensland Health, (2011), Implementation Standard for Investigation and Agreement in-Principle Queensland Health, (2011), Implementation Standard for Project Delivery Queensland Health, (2012), Implementation Standard for Capital Infrastructure Investigations Queensland Health, (2012), Implementation Standard for Capital Infrastructure Proposal Queensland Health, (2013) Asset Management and Maintenance

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Queensland Health, (2012) Implementation Standard of Wayfinding Queensland Health, (2012), Implementation Standard for Capital Infrastructure Investigations Queensland Health, (2011), Third Party Infrastructure Partnership Implementation Standard - Investigation and Agreement in-Principle Queensland Health, (2011), Third Party Infrastructure Partnership Implementation Standard - Project Delivery

12.3. Other references Other documents listed below were referenced to inform this brief.

Australasian Health Facility Guidelines v4.0 17 December 2010 accessed at: http://www.healthfacilityguidelines.com.au/ Australian Commission on Safety and Quality in Health Care, (2011), National Safety and Quality Health Service Standards Australian Government, (1997) National Code of Practice for the Construction Industry accessed at: http://www.deewr.gov.au/WorkplaceRelations/Policies/BuildingandConstruction/Pages/defau lt.aspx Australian Institute of Quantity Surveyors (2000), Australian Cost Management Manual – Volume 1 Cost Planning and Cost Analysis Loddon Mallee Region Infection Control Resource Centre, (2003), Infection Control Principles for the Management of Construction, Renovation, Repairs and Maintenance within Health Care Facilities, 2 ed, accessed at: http://www.ihea.org.au/files/InfectionControlManual.pdf Office of the Queensland Government Architect, (2010), Design Guidelines for Government Buildings Queensland Government, (2009), Adult Acute Mental Health Inpatient Unit Design Guidelines Queensland Government, (2010), the former Department of Infrastructure and Planning, Gateway review process overview Queensland Government, (2010), Strategic Asset Management Framework-Life-Cycle Planning Queensland Government, (2011), Asbestos Management and Control Policy for Government Buildings Queensland Government, (2011), Capital Works Management Framework Queensland Government, (2011) Project Assurance Framework, Policy Overview Queensland Government, (2011) Project Assurance Framework, Strategic Assessment of Service Requirement http://www.treasury.qld.gov.au/office/knowledge/docs/project-assurance-framework-guidelines/index.shtml Queensland Government, (2011), Maintenance Management Framework, Policy for the maintenance of Queensland Government buildings Queensland Government, (2013), Guidelines for Managing Microbial Water Quality in Health Facilities 2013 Queensland Health, (2011), Guidelines for Condition Assessments Queensland Health, (2007), Queensland Statewide Health Services Plan 2007-2012 Queensland Health, (2011) Occupational Health and Safety Management Systems, Better Practice Guidelines V2.0 - Security Risk Management and Asset Protection Queensland Health, (2011), Queensland Health Style Guide Queensland Health, (2011), Clinical Services Capability Framework for Public and Licensed Private Health Facilities version 3.1, Fundamentals of the Framework Queensland Health, (2011), Queensland Health Strategic Plan 2011–2015 Queensland Health, (nd) Mackay Base Facility Redevelopment, Guidance for Developing a Security User Requirement

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Queensland Health, (2009), Employee Housing Design Standards and Guidelines Queensland Work Health and Safety Act 2011 Western Australia Health, (1998) Private Hospital Guidelines- for the Construction, Establishment and Maintenance of Private Facility and Day Procedure Facilities - 3rd Edition

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APPENDIX A

CAPITAL INFRASTRUCTURE PLANNING TERMS Capital infrastructure planning study Capital infrastructure planning is a study that considers a number of infrastructure options and identifies a preferred option to meet future service requirements. The study incorporates: • an assessment of land, buildings and site which may include a land assessment,

building inspection, capital infrastructure functional assessment, site assessment, space utilisation audit and/or car parking

• preliminary schedule of accommodation • options development • category 2 cost estimates • options analysis and a recommendation of a preferred option.

Outputs of the capital infrastructure planning study include: • current site details including site plan • built infrastructure and services • future clinical services • site opportunities and constraints • assessment of findings • options considered including concept plans and category 2 cost estimates • options analysis • selection of preferred option by steering committee based on Queensland health project

critical success factors • details of preferred option including floor layout plan, site elevation plan, site massing

plan and broad staging of the preferred option as required • schedule of accommodation.12

Land assessment Land assessment is an assessment of potential sites for the acquisition of land for a health facility. The assessment includes future expansion areas, access to road networks and public transport, issues such as urban design, town planning, and cultural heritage. Outputs of a land assessment report include: • an overview and description of land parcels assessed • advantages and disadvantages of each land parcel • site opportunities and constraints • site recommendations.13

12 Adapted from: Queensland Health (2110) Preliminary Infrastructure Planning Fact Sheet

13 Adapted from: Queensland Health, Gold Coast University Hospital: Site functionality study

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Building inspection A building inspection is a high-level assessment of the physical state of building and building services to determine the capacity of the existing buildings and building services to support future development. The inspection considers the condition, compliance and capacity of building and building services and may include all or some of the following: • main building fabric including windows and doors • internal finishes • fittings and equipment • internal plumbing, including confirming that water quality is acceptable and checking for

possible microbial contamination • mechanical services • electrical and electronic services • transportation systems including lifts and air tubes • centralised energy systems • external works and services • rectification costs were statutory or critical issues are identified • presence of/requirements for hazardous materials.

Outputs of building inspection report include: • technical reports for each engineering discipline involved in the inspection • technical reports should include overall condition, available capacity and compliance to

building codes and standards • recommendations for rectification including costs where required.14

Capital infrastructure functional assessment Capital infrastructure functional assessment is a strategic assessment of the capacity of the existing infrastructure to support future service requirements. It considers the existing use of the buildings in terms of how the buildings could be reconfigured and/or expanded to support future service requirements. The assessment includes: • current use of the buildings and issues in performing the current function • strengths and deficiencies of a building in relation to future services • potential to improve or change the use of space in the building to meet service

requirements including expansion zones.

Outputs of a capital infrastructure functional assessment may form part of a capital infrastructure planning study report or as a stand-alone report and include: • service delivery constraints for a building or section of building such as no room to

expand • service relationship issues between clinical areas within a building or across buildings

such as patients required to travel distances for associated services • recommendations for expansion zones • schedule of accommodation.15

14 Adapted from: Department of Housing Public Works (2012) Maintenance Management Framework: Building Condition Assessment:, and Queensland Health (2001) Guidelines for Condition Assessments.

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Site assessment An assessment of land and other property related aspects of a site/s to identify future development opportunities. The assessment incorporates: • site access such as roads and parking • access to building services such as power and water • social and cultural aspects of the site such as suitability of the development in relation to

surrounding uses and impacts on neighbouring developments such as noise and traffic • natural environment assessment including features, constraints and design

opportunities • statutory impacts such as state planning policies, zoning, flood levels, cultural and

heritage assessment • size of site such as collocation and commercial opportunities and public open space and

future expandability • physical attributes such as geology, gradient and climate • financial costs such as demolition of existing structures, site preparation, checking for

and dealing with contamination, water upgrade, etc.

Outputs of site assessment may form part of a capital infrastructure planning study report or be a stand-alone report and will include: • size of land parcel and locality such as location and surrounding community • site plan • site constraints impacting future development such as significant changes in level,

neighbouring properties • site opportunities such areas for future expansion • site access for vehicles including parking • zoning of land and current infrastructure designation • issues related to heritage listings or land with cultural or environmental significance.16

Space utilisation audit A space utilisation audit is an audit of buildings to determine current utilisation of clinical and non-clinical service areas and identify opportunities for use as future clinical and non-clinical space. The audit incorporates: • audit of current use of clinical and non-clinical space including compliance to future

clinical space standards • functional relationships of service spaces and operational efficiency • suitability of non-clinical space for future clinical areas

15 Adapted from: Department of Health, State of Victoria Master Plan Study Capital Projects and Service Planning, and Queensland Health Capital Infrastructure Planning Policy and Guidelines (2012).

16 Adapted from: Department of Health and Human Services, Tasmania Royal Hobart Hospital Redevelopment: Initial Site Assessment, and Queensland Health Capital Infrastructure Planning Policy and Guidelines (2012).

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• options for redevelopment of non-clinical space to meet service requirements.

Outputs of the space utilisation audit may form part of a capital infrastructure functional assessment report and includes: • current space allocation by clinical/non-clinical unit including a comparison to

Australasian Health Facility Guidelines • floor layout by clinical/non-clinical unit • recommendations for expansion zones.17

Car parking study A car parking study identifies options to address current/potential car parking issues at a site for staff, patient and visitors. The study assesses: • current user demand • the extent of authorised and unauthorised parking in the immediately adjacent areas • potential capacity problems • opportunities for the use of alternate transport modes i.e. cycling, walking • the impact of hospital/health campus traffic on the surrounding road network • options to address current and future car parking needs including off-site options • traffic circulation and future expansion opportunities • possible financial models including user pays.

Outputs of a car parking study include: • traffic and transport access to the site including public transport • projected car parking demand in the future • recommended car space requirements and type of infrastructure proposed such as

multi-level, on grade parking • procurement options where required.18

17 Adapted from: Queensland Health (2007), Infrastructure Planning Guidelines: Planning and Development Unit (Draft) , and The Prince Charles Hospital: Space Utilisation Audit: PDT-STH Architects

18 Adapted from: Queensland Health Capital Infrastructure Planning Policy and Guidelines (2012).

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