The function of the Project Control Group (PCG) or Steering Group is to oversee and monitor the progress of the project, with particular emphasis on program, scope, quality, cost, expenditure and fulfilment of the approved project brief and user needs.
The PCG facilitates the joint management of the project on behalf of the Health Service/Agency and the Department.
A clear understanding of roles and responsibilities of the Health Service/Agency, Program, Region and Capital Management Branch (CMB) is necessary for the establishment of the PCG.
Generally, the PCG comprises managers representing the Health Service/Agency, Program, Region and CMB who have the delegated authority to make recommendations as authorised within the specific phase of a medium sized project.
The PCG usually comprises 4 to 6 members with representation from the Health Service/ Agency and the Department. Up to three representatives for the agency and similar for the DHS should be on the PCG, drawn typically from the following:
Health Service/Agency responsibility involves the day-to-day management of the project. The key to success is leadership, providing the skills needed, defining objectives and developing the project to satisfy the objectives. Allocation of responsibility for the management of the capital works project to a specific person is essential to harness the expertise of Agency clinicians or service delivery staff, facility managers and operators; Region; Program Manager and consultants and builder. Involvement or direct access to the CEO of Health Service or Agency is recommended. On larger or complex projects it is recommended that the Health Service/Agency appoint a project liaison officer.
Programs are responsible for defining the Department’s corporate plans for delivery within their service areas and ensuring the service plan complies with the DHS Corporate and Business Plan. It is essential that this be developed to provide a mechanism for consistency in capital investments throughout the State.
Regions have a responsibility for the delivery of services within their geographic areas with particular focus on the needs of the area and sensitivity to local issues.
CMB is responsible for facilitating the capital project and for leading, planning, monitoring and co ordinating the process for the design, documentation and construction of capital projects. This includes gaining approval within the Department and with the Department of Treasury and Finance for funding. CMB has expertise in the planning and implementation of buildings and associated works. Their focus is on the processes, organisation requirements and risk management approach needed to manage a building project.
Agency/Health Service, Regional and Program Managers are expert in services and focused on service issues.
Complex building services, specialised equipment, technology and service delivery/clinical practices are often required in Department projects. Participation by staff who will be responsible for facility operation and maintenance is very important. Where new facilities are being developed consideration needs to be given to early appointment of these managers to enable them to participate in planning, design and development of the project. It is recommended that a user group be established to facilitate this consultation process.
During the Master Plan and Feasibility Study processes, the Regional Director (or their nominated representative) is usually the chairperson of the PCG. For subsequent stages the Health Service/Agency is the Principal for the project and either the CEO or Board Member will be the chairperson.
In addition to the PCG membership other people can be invited to attend and/or report to the PCG meetings as required. These may include: