CLEANROOM DESIGN The ‘IV Prep’ Riva Robot Compounding room.
for each room. As a major part of the controls requirement was managing the airflow in each area – an element of the specification that was completely redesigned by BES – the decision was taken to develop a new control system from scratch, rather than try to modify the existing system. The resulting control system has a separate control network for each of the three specialist environments, all of which are fully integrated with the hospital-wide BMS.
Interdisciplinary coordination While the project was a ‘design-only’ brief for BES, with installation and fit-out completed by local contractors, the interdisciplinary team ensured co- ordination between architectural, mechanical, and electrical design elements. Importantly, BES’s experience of delivering schemes of this kind also ensured that risk minimisation was embedded in the design approach and project management strategy from the outset. Having completed the redesign of the three facilities in just eight weeks, the BES team discussed the detailed design with a validation engineer prior to the build phase, to ensure that any unforeseen compliance issues were picked up before the project started on site. Regular site visits to check that the design was being implemented correctly and attend design meetings with the client were also an important part of due diligence. Two of the three facilities have now been validated successfully, with the third nearing the end of the fit-out process.
Minimising risk
The Middle Eastern hospital project illustrates just how far-reaching the financial and operational consequences can be if specialist facilities are not designed and delivered by an interdisciplinary specialist team. This is just as relevant to refurbishments in an existing hospital as it is to new-build schemes like this.
66 Health Estate Journal October 2018
So, what can be done to minimise risk? Firstly, early engagement with a specialist provider is required to interrogate the brief and develop a user requirement specification (URS) that is agreed by all parties, and clearly defines the needs of the end-user. If responsibility for this is assigned to the main contractor, there may be a lack of ownership for cohesive design and installation, so NHS Trusts need to consider alternative procurement approaches that enable them to work collaboratively with a specialist. It is often then necessary for that specialist to work closely with the main contractor and an equipment supplier during both the planning and build phase.
A flexible design process A specialist can design and install the facility aligned to the needs of both the budget and the end-user. While budgets may be inflexible, the design process should be as flexible as possible, and working with a specialist with an in-house team of architectural practitioners and building services engineers ensures that there is a joined-up approach to delivering the outcomes required, based on active consultation with the end-user. This ensures that practical considerations, such as workflows and cleaning regimes, are factored in alongside technical and compliance deliverables.
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The specialist can also provide a single point of contact and accountability for design, project delivery, and compliance, providing a turnkey project with a multidisciplinary team that works together for the benefit of the project, rather than considering their own elements in
A specialist can design and install the facility aligned to the needs of both the budget and the end-user
isolation. This integrated approach to design, delivery, and compliance not only improves the likelihood of successful validation acceptance when the project is completed, but can also ensure that the facility’s operational efficiency is maximised throughout its service life. This includes elements such as the energy efficiency of the HVAC system, for example, and the design of workflows, drawing on the expertise of a specialist that can implement pharmaceutical best practice within a healthcare setting. Of course a specialist understands both the compliance and standards involved in cleanroom and aseptic facilities, and the complexities needed to make the design work. Developing the design using Revit 3D modelling techniques ensures clash detection and resolution of buildability issues at design stage, while consulting a validation engineer for feedback on the completed design before the project goes to site provides an extra level of assurance that the project will pass each qualification stage, commissioning, and validation, without issue.
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Gary Horrocks
BES’s Business Development manager, Gary Horrocks, first joined the company as group project manager in 2006, moving to his current role six years later. A qualified building services engineer with 30 years’ experience in the sector, he has specialised in the pharmaceutical sector for the past 20 years, and his expertise in pharma environments includes both project management and development of commercial relationships with BES’s client base. Part of his role is to ensure that the BES team fully understands the operational and commercial requirements at the heart of each project, and to ensure that the right combination of skills is assigned to each project based on agreed parameters and compliance requirements.
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