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6. Stakeholder identification

The following overview identifies key stakeholders, issues for each stakeholder (including potential stakeholder interests, objectives, conflicts and opportunities for synergies) and the action planned to resolve conflicts or maximise opportunities.

Consider and amend the table accordingly:

  1. Who are the key stakeholders to be involved or impacted by the proposal?
  2. What are the potential impacts (both positive and negative)?
  3. How will these be managed?
  4. How will stakeholder input to the proposal be sought and managed?

Staff of metropolitan health services and community health services

Support for project.

Development and adoption of new procedures.

Travel to new facilities.

Administration of partnership, funding and facility.

Project implementation.

Achieve firm commitment to partnership agreements.

Achieve endorsement of project scope and objectives from the partnership and individual entities.

Achieve endorsement of a project brief that outlines joint roles & responsibilities, timelines and other critical project delivery outcomes.

Establish project governance structures.

Establish a joint planning team for each project.

Develop and implement communication strategy at key stages of the project.

Develop implementation plans.

Through planning teams, involve staff in service and facility planning.

Establish change management teams.

Metropolitan health services and community health service boards

Endorsement and ongoing support of each is required from respective boards.

Engagement of boards in project planning through regular briefings and presentations.

Metropolitan health service community advisory committees

The community advisory committees have a role in developing services that are more responsive to the needs of the catchment population/community and to improve the accessibility, appropriateness and quality of services to consumers.

Consultation of both patients and carers via the community advisory committee in development of model of care and care processes.

Current (and future) patients

The key users of the service have specific needs and requirements.

In order to achieve the aims of being patient centred, consumer consultation and engagement is needed.

Involve consumers in the development of a model of care.

Seek consumer engagement in designing the process of care.

Develop and implement communication strategy at key stages of the project.

Industry peak bodies & professional groups (eg. unions, learning colleges)

Implementation of a new model of care may have industrial relations and workforce implications.

Develop and implement a consultation strategy to engage health service unions.

Work through existing standing committees in each agency.

Develop a workforce strategy to facilitate recruitment and retention of staff.

Engage workforce in development of new models of care.

Commonwealth government

Alignment with Federal policies on health care.

New models of care may require new agreements between state and federal governments.

Other metropolitan health services

Potential impact on other health service referral patterns.

Consult with other metropolitan health services as part of developing the business case.

Local primary care services, in particular GPs, referring medical specialists, and primary care partnerships (PCPs).

Support of local GPs and medical specialists is required for effective model of care.

The new model of care may require alteration to the process of referral.

Involve GPs and other referring practitioners in the development of the model of care and referral and discharge process.

Local residents

Local residents wish to be kept informed of potential developments in local area.

Potential concerns re site development, traffic, parking.

Implement local community consultation and communication process.

Traffic management to be considered during schematic design.

Consideration of other civic issues during all phases of the project.

Provide information to residents at key stages of the project.

Local Government

Local Government may share local residents concerns on issues.

Sites may require local government planning approval.

Local Government health and community services interfaces.

Future development.

Local Government representatives are identified.

Communicate with the local governments at key stages of the project.

Seek engagement of local service providers in designing the process of care.

Traffic management and other planning issues to be considered in schematic design process.

Department of Health and Human Services program areas

Ensure that departmental programs appropriately support super clinic development and implementation.

Consult with departmental program areas at key stages of the project.

Key departmental program areas to be included in project reference groups.

Government departments (Department of Health and Human Services, Department of Premier and Cabinet, and Department of Treasury and Finance).

Successful asset investment program bid required to fund super clinics.

Regular briefings to DTF at key stages of the project.

Comply with department requirements and timelines as they relate to project planning.