10- Service Planning

Introduction:

A service plan must be created and authorised before a capital works project begins. Similarly, policy concerns must be settled before the capital development process begins.

The “Service Planning” process identifies the primary services to be provided to the community and any auxiliary or support services that may be required, all within a set period. The next section outlines a comprehensive data collection and analysis method for capital investment projects. While the amount of research and time necessary for each phase varies greatly depending on the project size, each stage must be completed for all projects. Various services must be addressed when planning a specialised facility complex, such as a training centre, forensic facility, or new acute-care hospital.

The service planning process should be carried out under the direction of the health service/agency and departmental staff (Regional and Head Office Program Division). The services plan should clearly identify existing service needs as well as new, modified, or replacement services. The resulting services plan must be approved prior to the start of the capital planning project proposals.

The service plan must address the following objectives:

1. Identification of assessed community or State needs for the designated services, service gaps and/or surpluses for a period of five to ten years into the
2. Improved quality of designated services for
3. A reorientation of services from previous services focuses on the first
4. The provision of an appropriate level and mix of services to meet assessed community needs in a cost-effective and coordinated
5. Accessibility and the provision of services to meet the catchment
6. The delivery of the services is from a facility safe and fit for

The service plan must communicate the aforementioned objectives in the context of the local reality in consultation with service providers (both public and private), community members, and departmental representatives. It is critical to set targets for relevant organisations that can be reviewed and measured in terms of predicted changes in client services, service structure, and profile.

Policy/Background

Relevant government policy regarding the service delivery must be stated and referenced to:

• Ministerial statements
• Acts and Legislations
• Strategic directions
• Program policy statements
• Regional and Corporate Plans.

Where conflicting views or interpretations of policy exist, the matter must be clarified, and precise documentation must be provided to support the project decisions.

Service Planning:

The following is an explanation of the service planning process:

1. Creating a Service Plan:

• Catchment:

A “catchment” is a geographical area that has been defined. Administrative boundaries, service delivery patterns, and transportation networks will all be used to define the catchment borders. A brief overview of the physical topography, history of the location, and local economics may aid in comprehending service expectations. A map of the catchment region, principal towns, suburbs, transportation linkages, and other pertinent information should be created. The size of the catchment will vary depending on whether the services are supplied to the entire state, local communities, or specific target groups.

• Demographics:

The following demographic data for the catchment region and population numbers relevant to the project should be generated:

• Population distribution by age, sex
• Socioeconomic status and ethnicity
• Visiting populations to major commercial and tourist centres
• Significant visiting populations to major commercial and tourist centres
• Historical growth trends in service supply and demand
• Population forecasts by age, sex, socio-economic status and ethnicity (Refer: Victoria in Future: Population projection 1996-2021 and Victorian population trends & prospects: 2001, both by the Department of Infrastructure), population status indicators that are available and appropriate
• Client / Patient origin and client/patient flow to relevant services within the catchment and to other providers

Other relevant information.

• Current Services:

Regarding the development proposal, the services already supplied in the region, the proposed new services, and any relocated services should all be detailed and discussed.

The supply and demand for services and future estimates of service requirements should be evaluated.

The following items should be included in a demand analysis:

• Frequency of need for services
• Length of service provision
• Occupancy rates by specialty where appropriate
• The average length of stay or consultation time
• Factors affecting the average length of stay and consultation time
• Alternative service providers.

Variations from the norm should be discussed. Accepted Departmental benchmarks should be considered.

• Future Service Demand:
• The forecast service demand is to be based on factors including:
• Current service demand level
• Potential to collocate and share services
• Forecast changes in demographics and service demands
• Catchment boundaries
• Seasonal demand
• Review service standards
• Anticipated changes in service practices
• Potential for development of new services
• Advancements in technologies, such as developments of medical and hospital services, e.g. telemedicine
• Anticipated changes in service demand patterns such as the attraction of demand currently using other services, e.g. utilization of community or outreach type services rather than institution-based services
• Availability of complementary services and resources to support identified new needs
• Changes in legislation and community expectations
• Consideration of methods of containing demand or channelling demand to primary care

Future requirements and distribution by speciality are to be estimated by:

• Service needs and client access
• Requirements for emergency facilities
• Optimal consultation, occupancy and usage rates
• Optimal functional unit size
• Acceptable target set by policy
• Availability of complementary services and resources to support identified new need
• Methods of service delivery, including trends in Australia and

The service demand is estimated to be 10 years yearly to establish the peak requirement. Such figures generally provide the basis for service planning. Other considerations to be considered may include:

• Non-asset: Consider options to meet demand with existing agencies and other private sector facilities by redesigning their usage.
• Factors affecting the average length of
• Occupancy rates by speciality as appropriate.
• The average length of stay or consultation

 

• Preferred Service Model:

The proposed service model would explore a variety of solutions while taking current and future needs into account. Regulation, technology, and demand changes should all be considered in the future.

• Throughput Estimates:

Estimates of throughput or appropriate benchmarks are required. Current practice, rates at similar centres, quality, efficient and effective service delivery, and developments in practice, technology, and therapies should all be considered.

• Hours of Operation:

The required hours of service operation and related concerns, such as automobile parking needs and transportation, must be determined.

• Ancillary Services:

Administrative, hospitality, training, engineering, and supply services would be evaluated based on historical data, applicable/current government rules, and future demand requirements.

• Links to Other Providers:

Service delivery must be viewed in the context of comparable services.

To guarantee coordination, the Service Plan should analyse interconnections to services within a geographic limit and complementary services.

The Service Plan would look into ways to rationalise these patterns when possible.

• Aggregation of Services:

When a project entails various services, the analysis should look for ways to share buildings and personnel between service sectors to obtain economies of scale and improve efficiency.

• Location:

The best site for a facility should be determined based on client accessibility and a cost-effective unit size. Service locations should be determined by population-based resource allocation.

• Facility and Personnel Requirements:

Using data such as that described above and following acknowledged best practise, the choices available to deliver the requisite facilities and staff should be assessed. To calculate demand, consider the peak demand for service over ten years. Any facility should be large enough to match the service demand for the duration of the service life.

• Relationship Between Areas:

A “Relationship Diagram” depicting the key relationships between each service delivery area and each support area is necessary.

Example of Functional Relationship Priorities

Activity	Primary Functions
	CR	TR	WA	Off	AR	Rp	PC	Rc
Consulting Rooms	–	H	H	L	L	M	M	M
Treatment Rooms	H	–	L	L	L	M	H	L
Waiting Area	H	L	–	L	M	M	H	L
Offices	L	L	L	–	L	L	L	M
Activity Rooms	L	L	M	L	–	M	H	L
Reception	H	M	M	L	M	–	L	H
Public Convenience	M	H	H	L	H	L	–	L
Records	M	L	L	M	L	H	L	–

• Proposed Budget:

A recurring budget must be calculated for the selected service model. The budget should be based on existing services, proposed new service profiles/mixes, and the differential between existing and proposed new services. The proposed budget should be properly divided into operational / staffing, maintenance, and consumables.

• Performance Indicators:

The services strategy should include clear, measurable performance metrics. These indicators should clearly identify any limits and/or resources needed to deliver the agreed-upon service mix. The Department of Health should approve the performance indicators.

• Consultation:

A draught report documenting the service plan is necessary. The throughput rate and facilities provided at similar centres will need to be compared. The relevant agency managers must review and sign off on the service plan.

• Preparation of the Report:

A draught service plan should be developed and used as a starting point for debate, with a clear explanation for the suggested solutions indicated in the draught report.

Service Planning Checklist:

One example of a service planning checklist is shown below.

To finish this checklist, check the boxes in the authorised column related to your completed task. After that, sign the authorization box and email it to the Project Manager or someone else who can approve it.

 

The Services Plan Report: 

Approval of Service Plan

• Final Report – A final draft of the services plan should be submitted to the agency managers to review and approve before it is approved by the DHS
• Approval of the Service Plan – The service plan should be signed off by the agency, regional manager and Program Area before the final endorsement and proceeding with the business

The Service Plan – Pro Forma

The service redevelopment plan report could include the following: An executive summary indicating:

• Service name
• Objective
• Target group/clients
• Implementation strategy
• Performance indicators
• Time frame for

 

• The documentation of the preferred service model should include the following:
  • The broad policy background to service redevelopment and reorientation
  • Identification of assessed need
  • Current organisation – description
  • The preferred service model
  • Proposed services and activity levels for the range of services to be provided by the organisation within a defined time frame
  • Links with another service This section should outline the relevant and appropriate links that are critical to an improved quality of care for clients and a coordinated approach to the local reorientation of services
  • Relationship Diagram
  • Proposed staffing and management This should include areas for continuing education and staff retraining to enhance reorientation to identified needs
  • Proposed budget profile
  • An analysis of current and future income and costs, which must be accurate and comprehensive and take into account service demand adjustments
  • Brief descriptions of the other service models will need to be given together with an outline of the consultation process and rationale as to why the preferred service model was chosen
• Review of existing Agency services in terms of the following:
  • Mission Statement
  • Objectives
  • Key outcomes (over the last three to five years) current service/programs and recurrent funding levels
  • Key alliances and agency relationships in the catchment
  • Current management and staffing structure

Features of the local community include cultural traditions, community values and attitudes, dominant employment patterns, and housing.