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14. Appendix B

Examples of alignment of strategic objectives - Super Clinic business case

Strategic objectiveAlignmentEvidence
Increase capacity High

Provides additional public capacity for procedural rooms, renal dialysis, medical procedures, consulting rooms and specialist allied health.

Facilities will provide expansion capacity for future increases.

At full capacity, clinics can accommodate an additional 100,000 medical consultations and 175,000 allied health consultations per annum, 54,000 medical procedures, 120 new renal dialysis patients.

Redistribute and reconfigure capacity High

Super clinics are to be located in areas of population growth where there are currently poor services.

Health service resources will be directed, over time, to super clinics that will result in a) redistribution to areas currently poorly serviced b) redirection of demand from the acute campus to the Super Clinics to effectively increase capacity of acute campus c) primary injury clinics divert low complexity demand from public emergency departments increasing capacity.

Service substitution and diversion

High

Multi disciplinary assessment and treatment should result in improved targeting in health care and reduced demand on acute hospital services, particularly in the elderly.

Low complexity acute patients should be diverted from public emergency departments.

New service models

Moderate

Availability of dedicated and schedulable facilities, with availability of community based specialist allied health should lead to development and implementation of new models of care.

Ambulatory care policy

High

Community based options to be investigated for each clinic.

Model of care is consistent with safety, quality and efficiency of care in the community setting.

Model of care emphasises continuity of care, service organisation and coordination.

Community access to services will be improved through hours of operation and location.

Super Clinic master planning is to consider precinct development and services.

Site evaluation considers the Melbourne 2030 concepts of activity centres and good public transport access.

Growth path of the facility to allows for future expansion, increased complexity and range of services, additional human service collocations and opportunities for collocating local government, non-government agencies and private providers.

Particular consideration has been given to the role of general practice and access to after hours emergency care.