This Guideline is to be used in the early stages of capital planning for new hospital projects and the redevelopment of existing hospitals to assist in determining the initial scope, area and budget.
The Guideline sets out the method and benchmarks to be used. The method as set out does not replace good health service planning, or over-ride site-specific project planning principles and requirements. The benchmarks do not indicate minimum or maximum standards and are not intended to be prescriptive.
The Guideline can also be used to test functional and spatial requirements and costs specified for projects against overall benchmarking expectations.
The aim of this Guideline is to:
The primary drivers for the development of this Guideline are:
The Victorian Government’s policy statement Sustaining Our Assets sets out the Government’s commitment to maintaining a flexible portfolio of assets to enable services to be delivered effectively to the community and to provide a foundation for economic growth. Sustaining Our Assets provides a high-level policy framework for the Victorian public sector and provides the foundation of all asset management related activities, such as planning, evaluation, acquisition, operation and the ultimate retirement of an asset.
The policy identifies the principles for effective asset management as:
The policy is underpinned by detailed guidance material to assist with the practical application of its features, through the Asset Management Series. The series provides the asset policies and practices to assist in the ongoing implementation of asset management.
The mission of the Department of Human Services (DHS) is: 'To enhance and protect the health and well-being of all Victorians, emphasising vulnerable groups and those most in need'. The Department provides services across the portfolios of Health, Senior Victorians, Housing, Community Services and Disability Services.
Within DHS, the Metropolitan Health and Aged Care Services Division is responsible for the full range of health and aged care services in metropolitan Melbourne, while the Rural and Regional Health and Aged Care Services Division is responsible for the full range of health and aged care services in rural and regional Victoria. Responsibility for statewide policy and program direction for acute health services lies with Metropolitan Health and Aged Care Services.
Efficient and safe delivery of health services is dependent on the availability of appropriate physical facilities. Capital Management Branch (CMB) is responsible for strategic asset management of the Department’s physical assets (other than those managed by the Office of Housing) and for the procurement of new or refurbished facilities required to meet specific service needs.
At the portfolio level, CMB:
At the individual project level, CMB works with DHS program areas to:
Specific projects undertaken by CMB in the last two years, in response to the government’s asset management policy directions outlined in Sustaining Our Assets, include:
The outcome of these projects has been the compilation of a comprehensive information base concerning the physical condition, functional suitability and replacement requirements of existing facilities that will inform the department’s strategic asset planning.
This guideline further responds to government requirements in relation to asset management by setting out a revised process for capital planning of hospital projects.
The revised process for capital planning of hospital projects was developed as a component of a Hospital Benchmarking Guideline Study undertaken in 20021.
A working party comprised of Capital Management Branch, the Metropolitan Health & Aged Care Services Division and the Rural & Regional Health Services Divisions of DHS developed draft hospital benchmarks relating service requirements, function, area and cost for Victorian hospitals and produced a pilot model for linking the physical scope and cost of an asset investment with prescribed service requirements.
A team of external consultants was then engaged to undertake a detailed study to:
The consultant team reviewed ‘best practice’ guideline material on hospital facility planning and reviewed a number of recent hospital capital projects to develop the process and benchmarks set out in this document.
The process set out:
This process is to be followed when planning all hospital capital projects.
1 Further information regarding the Hospital Benchmarking Guideline Study can be obtained from Strategic Planning & Specialist Services Unit, Capital Management Branch.
The benchmarks used in this document provide initial estimates for proposed hospital facilities and assist with detailed planning of individual projects. The benchmarks are not intended to be prescriptive and users should be aware that individual project requirements might require variations to the benchmarks.
The Functional Benchmarks set out in this Guideline are derived from best practice service delivery and from recent hospital project experience.
The Area Benchmarks and Cost Benchmarks provided are regarded as reasonable targets for the design team to aim for. They are based on first principle calculations and therefore in many instances do not reflect historical data.