Projects with the budget in excess of $5,000,000 are considered to be major projects. Major projects require a strategic approach to ensure all requirements are met. In order to achieve this various committee’s and teams may be required to oversee the project. The numerous possible groups that may be required for a large project are outlined below.
The role of the Steering Committee is to oversee the planning and design of the Large Capital Development Project. This includes setting the strategic framework and making decisions based on the work undertaken by the project team. It is the steering committee’s responsibility to ensure appropriate representation of all views is considered during the business case development phase. Membership of the steering committee is to include ‘key partners’ that have a critical decision making role in the development of the business case to seek funding through the State Government budget process. The structure underneath the steering committee is to be developed to ensure all other interested parties are provided with an appropriate level of input and consultation to the project. Steering Committee meetings are to be held monthly.
The Project Team (PT) operates within the parameters set by the Steering Committee, co-ordinates project plans and all relevant documentation. The project team provides recommendations and seeks approval and endorsement of the Steering Committee, and undertakes actions on its behalf.
The project team is primarily responsible for ensuring timeframes and key objectives of the project are achieved and that adequate and appropriate documentation and information is provided to the steering committee at key decision points. The project team must ensure that all groups receive and provide the right information in appropriate timeframes to ensure the development of a robust business case and other relevant documentation, such as the Collocation Framework.
The project team is also responsible for the coordination of the Project Control Group and all other working groups and collocation teams. This includes coordinating and facilitating joint workshops between the clinical services, non-clinical services, research and infrastructure teams and working groups at appropriate points in the project.
Members of the project team are expected to contribute to the development of all relevant documentation and are therefore the ‘worker bees’ of the overall project.
The project team is to meet fortnightly and provide monthly progress reports to the Steering Committee.
The Clinical Services Collocation Team is primarily responsible for the identification and development of collocation, sharing and integration clinical services opportunities between Stakeholders. A key interface of this team is with the Research Collocation Team. A standing item on the agenda for this team will be an update of discussions from the Chair or Deputy Chair of the Research Collocation Team and consideration of clinical and translational research opportunities.
The Research Collocation Team is primarily responsible for the identification and development of collocation, sharing and integration research opportunities between the partnering companies. A key interface of this team is with the Clinical Services Collocation Team. A standing item on the agenda for this team will be an update of discussions from the Chair and Deputy Chair of the Clinical Services Collocation Team and consideration of clinical and translational research opportunities.
A brief overview of the key responsibilities of each of the working groups is provided below. All working groups report to the project team and will be directed to undertake specific tasks and to meet timeframes as set by the project team. 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 Infrastructure Integration Working Group is responsible for the identification and development of infrastructure and engineering integration opportunities and issues.
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 DTF requirements for the Final Business Case.
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.
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.
The Capital Project Control Group (PCG) is responsible for the development of the Master plan and feasibility study. This Group is responsible for managing the capital consultant team’s work and for ensuring that all capital planning timeframes are met.
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.
The Non-Clinical Services Collocation Working Group is responsible for the identification and development of non-clinical services collocation and integration opportunities and issues.