6. Other groups
All working groups report to the project planning team (PPT) and will be directed to undertake specific tasks and to meet timeframes as set by the PPT. These groups vary from project to project and are used on a needs basis. The scope can be altered to suit the requirements of the project.
The appropriate structure and reporting mechanisms are essential to ensure the successful implementation of a capital works project.
A brief overview of the key responsibilities of typical working groups is provided below.
(a) Infrastructure working group
The infrastructure integration working group is responsible for the identification and development of infrastructure and engineering integration opportunities and issues.
(b) Business case financial working group
This working group is responsible for the development of financial considerations and impacts of the capital planning proposals, particularly in terms of procurement (such as Partnerships Victoria), financials and budget strategy to meet Department of Treasury and Finance requirements for the final business case.
(c) Equipment working group
The equipment working group is responsible for the identification and development of an equipment strategy to inform the development of the preliminary and final business case.
(d) ICT working group
The ICT working group is responsible for the identification and development of an ICT strategy to inform the development of the preliminary and final business case.
(e) Communications working group
The communications working group is responsible for the development and implementation of the communications framework and strategy for the project. This team will meet on an as needs basis. Each organisation will be invited to participate in these workshops.
(f) Non-clinical services working group
The non-clinical services collocation working group is responsible for the identification and development of non-clinical services collocation and integration opportunities and issues.
User groups are required to provide user input and feedback to the PCG and consultants. Members should comprise staff skilled in the health or service delivery areas. These groups form the main source of user advice to the consultants when determining operational and departmental planning issues around a project. The advice provided by the user group should be fed back through the health service / agency management for review and vetting, prior to reporting the advice to the governance group for their decisions on the outcome.
User groups are established by the PCG, PPT or SC and may be coordinated by project team or principal consultant.
Typical issues that may be discussed and considered are:
- outlining their department / unit role
- describing the services, management structure and staffing that are currently provided
- details on activities carried out in the department / unit
- outlining possible changes in these services
- advising on critical relationships between their department/unit and other areas of the health service / agency
- advising of facility operation and maintenance issues
- information on the rooms and spaces making up the department / unit for it to function efficiently
- input to briefs and recurrent operational requirements
- signoff on all design/planning phase prior to proceeding.
User group input to the project can be sought at several key stages in the project:
- functional and design briefs
- master plan / feasibility studies
- schematic design
- design development
The roles of key personnel (e.g. project manager, architect, quantity surveyor and other consultants / sub consultants) including activities such as project and contract management, liaison, reporting, tendering, commissioning and monitoring are set out in the planning and development guideline on consultant engagement and associated / specific briefs.