Musa Abu Sbeih outlines his responsibilities as the Project Coordinator for commissioning a new regional hospital. He serves as the liaison between various teams and ensures end user input is incorporated into design plans. His key duties include overseeing equipment delivery and installation, staff training programs, and coordinating the transfer of patients and services from the existing hospital to the new facility. He provides detailed guidelines for committees to safely and efficiently complete tasks related to medical equipment, staff orientation, cleaning, catering, security, and receiving supplies.

1. of
Hospital Services
Musa Abu Sbeih
Head of Nursing Affairs
Al-Massarrah Hospital
Commissioning Committee Member

2. Regional Hospital 1988

3. New Regional Hospital 1997

4. Project Coordinator
 Focal point for the commissioning process .
 Serves as the link between the M.o.H. Headquarter team and the end
users i.e.. The various professional services assigned to the existing
service.
 Provides the opportunity for end user input into the functional design of
the building as well forms concepts related to operational systems.
 Role is crucial when finalizing details of equipment and furnishing
needs.
 Note:- Requests for changes will occur late into the project .
The true concept of the working environment is only apparent after
interior painting and fixtures and fittings are being installed.

5. Project Coordinator key responsibilities
 Formulation of the administrative system related to the commissioning
process.
 Identification of key personnel within various professional teams.
 Liaises with Regional, Institutional and National Department Heads as well
as Director of Projects, providing regular progress reports as required .
 Formulates room by room data base related to medical and non medical
equipment and furniture
 Contributes to the operational policies and procedures keeping in mind
even the admission process may change due to the design of the
building……..new building should support best practice.
 Insures presence of 24 hours security following hand over of the project.

6.  Facilitate at various stages access to the project by Departmental
Heads , Suppliers and Contractors to assess needs related to pre
installation work etc.
 Ensure that a time table is compiled related to delivery times and
ensures adherence.
 Ensures that requirements of Linen , Stationary, Surgical and
Pharmacy requirements and other non medical items are estimated
and ordered.
 Details items of equipment which will be transferred to new location
are listed and subjected to biomedical checks. and approval.

7. Committees
MEDICAL EQUIPMENT
 Chaired by Head of Pharmacy or
Biomedical Engineer supported
by sufficient members to complete
all formalities i.e. checking L.P.O.s
Receipt vouchers, preparing
technical reports analysis of
deliveries etc.
 Must be received in a central area
for unpacking checking and
distribution. Do not use main
entrance hall damage to tiles all its
should be routed to service
entrances.
 Ensure that no damage occur to
doors. elevators etc.
STAFF ORIENTATION
 Establish a general orientation
program for staff.
 Provided guided tours.
 Identify special training needs.
 Ensure mock drills are conducted
related to clinical emergencies.
Codes , Fire drills etc these all
must be covered by policy.
 Orientation will be required for
support services.
 Maintain all records of attendance.

8. Cleaning & Laundry
 Review Ministry of Health contract
specification.
 Companies tendering will require
detailed rounds of all areas and
details of projected occupancy
rates.
 Cleaning services must be
operational prior to receiving
equipment -dust can damage
equipment .
 Cleaning audits should be
developed specific to each area
provides a clear indication of the
standard of services required.
 Ensure that trials of laundry
related to collection ,use of
equipment are carried out..
 Collection of infected linen must
be governed by infection control
policies.
 Establish the flow of linen through
the service ie the laundry.
 A profile of all company workers
should be obtained inclusive of
health clearance The company
may require assistance in obtaining
Hepatitis vaccine for workers in key
areas.

9. Catering
 Training /auditing is essential to
ensure that the food chain is
safely managed .
 The food preparation flow through
the kitchen and separation of the
preparation of meat and vegetable,
sweets. Etc
 Dietician must assume a role in
commissioning process ensuring
health and safety procedures are
adhered to eg. monitoring food
preparation
 Food handlers must be routinely
tested for infection.
 Policies governing storage of food
and disposal of waste must be
readily available and staff
knowledge tested routinely.
 Insure infection control staff work
alongside the dieticians.
developing a staff awareness
program and testing .
 Waste disposal methods must
conform to standards
.
 Trial runs should be undertaken
to ensure staff are familiar with
equipment and ward locations.
 Ensure they are aware of routes
to be taken. when delivering to
wards

10. Quality Assurance
 Recommend that Quality Assurance Committee
develops basic audit tools related to
 Cleaning Services
 Infection control.
 Emergency response
To be tested and implemented prior to receiving patients

11. Security
 Thefts can be an issue
 Access should be through one designated door. This should be staffed
at all times . by a designed team familiar with the building.
 Maintain a sign in sign out register for all personnel..
 Check all items being removed from the building items of equipment being
removed should be authorized by the Coordinator.
 Check suppliers comply with documentation requirements.
 Conduct regular rounds.
 Respond to fire alarms and alert maintenance.
 Maintain log book of all incidents .
 Communication is a problem Staff will be moving around the building
should be provided with gsm

12. Security
 Each area has a designated commissioning focal point person.
 Individual rooms have inventories posted on door which are updated as
items are assigned to the room.
 Inventories are checked twice per week throughout the commissioning.
 Deficiencies reported to the area coordinator who then rechecks.
 Incident report made and inform the Project coordinator who informs
Administration.
 Departments/ward areas are locked when unoccupied, all keys retained
only by designated area coordinator and returned to the key room at the
end of the day.
 No visitor /supplier should be left unaccompanied . All such person must
have authorization form the coordinators office.

13. Key room
 The process of receipt and control of hospital keys must be regarded as a
major priority.
 It is essential that a sufficient number of staff are prepared for this
assignment and are well oriented to the building. Their presence will be
required on day and evening shifts 7days per week as the commissioning
progresses .
 Key room should be located in a central area i.e. Hospital Administration.
 Insure that the key room key is not on a sub master system separate key is
required for maximum security Ideally a double key system is more
appropriate so that it takes 2 persons to open the key room.
 Key cupboards within the Key room should be lockable.
 Engineering keys should be held by Engineering
 Key cupboards present at ward level Note:- each door may be supplied
with 5 keys.

14. Key Room
 Insure each door within the project has a code number which corresponds
with floor plan.
 Label each key hook by department 1 key hook per room.
 Label key hook with identification number corresponding with key register.
 Tag each key room number location /designation and key number .
 Key register contains details of Building zone, Department, Room Number
Room designation and key number.
 Minimum of 3 columns to detail persons to whom keys issued, this should
include staff number. This information can be also entered on cards and
placed on the key hooks . This information should be entered into the
computer.
 Wards /departments to be issued with one full set of keys conduct checks
on all keys inclusive of masters sub masters to verify that they operate
door locks Include any residential accommodation in the checks.
 My experience highlighted many defects and mismatches.

15. Receipt of equipment
 Project coordinator liaises with suppliers to schedule delivery date.
 Project coordinator ensures room by room equipment list are available.
 Notifies designated team members of the delivery schedule.
 Suppliers report to the site office and signs acceptance of responsibility
for damage form.
 Submits delivery note.
 Receives authorization to enter the building.
 Suppliers deliver the item to the exact location demonstrates use.
Biomedical checks may be required.
 Commissioning team member verifies all is in order and signs inventory
list along with date and time of delivery.
 Suppliers remove all packaging from the area.
 In event of damage/malfunctioning fill out damage report form.
 Only after instalation of all items will the delivery form be signed

16. Additional points
 Technical equipment must be checked by relevant Department Head and
Biomedical Engineer .
 End user training will be scheduled at a convenient date by Medical
Equipment Orientation coordinator.
 Copies of operational manual by item will be submitted to the Biomedical
Engineer.
 Surgical instruments may be delivered as per schedule An attempt to insure
a count will be carried out immediately.
 Delivery note cannot be signed until count is verified.
 A duplicate note acknowledging the receipt of packages will be issued.

17. Preparation for transfer
 Reduce annual leave to the minimum.
 All Heads of Services etc and Nursing Supervisors should be present.
 Develop a rota as to who will be present in existing building and those in
new premises during the transfer process
 Keep in mind following the transfer of the patients the vacated
premises must be secured and work will commence on taking of
inventory etc.
 The new premises must have maximum staffing on all three shifts for
several days until the situation settles

18. Preparation for transfer
 Transfer must be coordinated with Royal Oman Police
 Advise that transfer is undertaken early morning
 Develop a patient transfer flow sheet detailing sequence ward by ward
 The patients list is prepared detailing who will accompany them (preferably
staff who are there carers )
 High acuity patients first.
 Patients should be transferred by unit and enter the building through a
designated entrance. Staff from their admitting unit can check identity and
transport them to the unit.
 Ensure communication is maintained with Ibn Sina Hospital to control flow of
patients section by section.

19. Post transfer
 Meeting conducted to identify any key issues.
 Ensure that checks continue on the vacated premises until such time as
hand over is complete.
 Conduct a meeting with all department and submit a report regarding the
process.
 Support the staff It takes time for the staff and patients to adjust.
 Teams may be fragmented and patients and staff may feel insecure.