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2. Key roles and responsibilities

Health service / agencies

The role of the health service / agency is to ensure the project is developed in accordance with their mission, values and strategic goals to ensure a new model of service delivery is consistent with relevant policies. 

The health service / agency will draw on the expertise and input from its staff and managers through all stages of the project. This will include workshops, focus groups and planning teams, through the use of dedicated resources such as persons with portfolio responsibilities in key departments as well as input from other staff.

Health service / agency responsibilities involve the day-to-day management of project works on site. These representatives are critical to successful project outcomes and need to demonstrate leadership; effectively communicate with staff, special interest groups and users; defining objectives and assist in development of the project brief to satisfy the service planning objectives.

It is recommended that a user groups be established to facilitate this consultation process and where appropriate a specific person shall be responsible for dealings with the capital works project on behalf of the agency and be the single-point-of-contact for consultants and builders. This is essential to ensure good coordination and consistency in the flow of communication including a range of areas such as:

  • ensuring when site works are undertaken that the persons on site are aware of the implications
  • provision of a point of contact for staff on site to liaise with consultants and builders
  • harnessing the expertise of agency staff eg clinicians or service delivery staff
  • involving facility managers and operators
  • managing induction / control of consultants and builders
  • liaising with the department.

Involvement or direct access to the CEO of health service / agency is recommended.

On larger or complex projects the appointment of a full time project liaison officer is recommended.  The project liaison officer position is often the key to successful project integration where the works are undertaken in a functioning environment where building works (that are noisy, dirty and disruptive by their very nature) and service delivery must co-exist with staff performing service delivery actions for lengthy periods.

Participation by facility operational staff that is (or will be) responsible for facility day-to-day functioning is very important to ensure that operations and maintenance concerns are considered when capital investment decisions are made. Business continuity and contingency planning activities also requires input and endorsement from the facility operators to maintain service delivery capability.

There is a need to ensure that facility operators have the ability to influence project decisions especially in the areas of building control systems, safety, maintenance, energy and water supply and efficiency, waste management and sustainable engineering infrastructure critical to the operation of the services. Where new facilities are being developed consideration needs to be given to early appointment of these managers to enable them to participate in planning, design and development of the project.

Department of Health and Human Services

The department is responsible for a wide range of services to diverse client groups across Victoria. The principal function of the department is to ensure the delivery of a range of acute health, mental health, aged and community health care services. The role of the department is to ensure the project is delivered according to government policy and within budget and agreed timelines. The department is responsible for communication between the SC and the relevant Minister.

Departmental divisions are responsible for defining the department's corporate and strategic plans for delivery within their service areas and ensuring the service plan(s) is established to define a project's parameters and complies with the department's corporate and business planning objectives.

It is essential that this service plan be developed to provide a balance between the interests of the agency and users and is consistent with government policies including investment in assets (capital works) throughout the state. 

Program areas are responsible for the development of the service planning arrangements that are reflected in contractual terms and the associated recurrent costs reflected in agreements such as health service agreements or their equivalent.

Regions have a responsibility for management of the delivery of services within their geographic areas. For capital projects outside of the metropolitan area, the role of regions is identical to that described for the program area. However, there is a need for consideration of the particular needs of rural and regional Victoria.

Infrastructure Planning and Delivery (IPD) branch

IPD has the responsibility to provide the department and Ministers with the technical expertise in the planning, procurement and implementation of asset, buildings and associated infrastructure works. This role is a corporate responsibility, as well as meeting government policy objectives such as assessing value-for-money, sustainability and risk management issues associated with building projects.

IPD will also engage, direct and monitor the services, responsibilities and duties of the consultants throughout all stages of the appointment on behalf of the department.

IPD is responsible for actions that facilitate the preparation of service plans, project planning and procurement of a capital investment project and this includes:

  • project establishment and the leading, planning, monitoring and co‑ordinating the capital works processes
  • provision of secretariat support to the SC or governance groups following establishment
  • preparation and submission of the business cases for consideration by government prior to approving for inclusion as a capital investment or a private sector funded project
  • establishing and confirming suitability of service plans for the purposes of undertaking design and construction interface with service delivery requirements
  • provision of advice on complex building works and services, associated technology practices and benchmarking
  • management of procurement activities are in accordance with department and government policies and establish procedures applicable to the design, building and construction sector
  • responsible for managing the procurement (tendering and contracting) procedures including engagement of consultants and builders
  • seeking approvals, monitoring and reporting to departmental and government monitoring agents
  • facilitating the appropriate process for design and development of buildings used to deliver services
  • providing advice on capital plans and capital budgets for the department; ensuring that asset planning, project delivery & property management are determined by service delivery needs
  • implementation and use of property agreements and capital funding agreements as appropriate for the procurement of land, buildings and other non-current assets
  • management of the capital works budget and reports to Department of Treasury and Finance on behalf of the department including strategic asset management and multi-year strategies.