1.3.1 The duties of the Commissioning Manager should encompass:
• chairing and managing the business of the commissioning team and overseeing any supporting working groups set up to undertake detailed work, co-ordinating input where appropriate, particularly in relation to cross-group issues;
• establishing the master programme of moves for bringing the facility into use - the commissioning master plan - and agreeing this with senior management, and key internal and external stakeholders:
• defining the commissioning and decommissioning processes:
• management of commissioning and decommissioning budget;
• development and management of a communications plan;
• managing effective involvement and support of the key stakeholders affected by the commissioning process
• liaising closely with the Project Manager on the progress of the construction project, especially in relation to schemes to be commissioned in phases;
• liaising with operational management, on testing working procedures and identify risks for functions to be carried out within the facility;
• ensuring that the strategy for equipment procurement, defined at the Full Business Case stage, and for equipment procurement, storage and waste removal, as part of the scheme, is in place;
• ensuring that a strategy for equipment installation is in place;
• liaising with the Project Manager for the delivery and storage of equipment which will need to be put in place by the contractor as part of the construction project;
• reporting progress/ achievements against the Full Business Case assumptions to the Project Director;
• providing regular reports on progress against the commissioning master plan, and on staffing and revenue projections, to the Project Director and key stakeholders;
• highlighting matters of policy which require attention by the NHSScotland body;
• identifying and, where possible, resolving conflicts which arise in the commissioning programme;
• providing a focus within the NHSScotland Body for matters relating to the commissioning process;
• providing/managing a focus for all external interest in the commissioning process;
• liaising with any relevant external organisations and stakeholders;
• Identify training needs including those for new systems;
• Organise/ manage the transfer of services and patients into the healthcare facility;
• manage the transition of the facility over to operational management including the snagging (this is a formal process relating to the resolution of outstanding items in large projects);
• organising the official opening; and
• collecting information relevant to the future evaluation of the project.
1.3.2 Additional duties might include;
• Orientation and site visits
• Testing of patient flows, staff flows and visitor flows. Also material management/storage flows.
• Testing of signage provision.
• Testing of security arrangements - Proximity access or keys.
• Defining what is required to operate the facility e.g. nurse call systems; heating etc. Developing user friendly manuals.
• Accommodation mapping i.e. who will occupy which space.
• Organise and deliver visits including open events/tours etc.
• Promotion material
• Risk Management and liaison with Auditors
• Liaison on new Facilities Management Policies
1.3.3 The Commissioning Manager's direct line of responsibility to the Project Director and thereafter to the Project Owner continues the theme of personal director responsibility for the outcome of the project and ensures firm control of the processes inherent in commissioning.