IPC role specifications and staffing levels

I accordingly recommend that priority be given to protecting scarce IPC resources. With that objective in view, what is expected of consideration and advice from individual disciplines at various stages of a project should be made clear. Job and role specifications for various disciplines, particularly IPC should be similarly identified. I acknowledge that work which may achieve these objectives is already underway. NHS NSS is currently in the early stages of producing a replacement for Frameworks Scotland 3, the primary procurement vehicle for major capital projects, and expects to further consider roles and responsibilities as part of this work, in collaboration with stakeholders. The Inquiry heard evidence that NHS National Education Scotland is working on a knowledge and skills framework for the built environment. The Chief Nursing Officer advised that it is proposed to produce a role specification for IPC teams. I recognise too that at a project level, it is the responsibility of the senior responsible owner, project director and project board, committee or steering group to define the specific roles, responsibilities and project governance. This should be done when setting up procedures such as the Project Initiation Document and Project Execution Plan.

More generally, consideration should also be given to whether there are sufficient IPC professionals to resource the current system. It is less than satisfactory to impose further duties on a service which is already over-stretched. Several witnesses raised concern about there being insufficient IPC staff to implement the procedures introduced by Assure. As is obvious, if there are insufficient personnel to resource the system, it will not work effectively.