It is recommended that:
• DHS should develop and define models of care beyond high level statements at the service planning and business case stages for any future major hospital investments. This will help to make sure that investment decision-making processes are better informed by the service delivery strategy expected to be adopted. (Recommendation 4.1)
• DHS develop a comprehensive understanding of its service demand forecasting model-which is a statewide and not hospital specific forecasting tool. This will help DHS to better understand the model's limitations and impacts when forecasting demand for future service delivery. (Recommendation 4.2)
• DHS expedite the development of a strategic 'network response' framework for the future development of paediatric health services in Victoria. (Recommendation 4.3)
• RCH consider the implications of a strategic 'network response' framework for the future development of paediatric health services in Victoria when finalising its current service plan review. (Recommendation 4.4)
• DTF amend its guidance to require that agencies implementing Partnerships Victoria projects:
• conduct and document quality assurance reviews of PSC estimates and related financial models-irrespective of whether they are internally or externally prepared-to reduce risks of error or inaccuracy, and to ensure that the state has sufficient understanding of these highly complex financial models
• maintain adequate documented evidence to support all costings and PSC calculations contained in a business case. (Recommendation 4.5)
• DHS and RCH should promptly execute a memorandum of understanding setting out their respective responsibilities in relation to the project. (Recommendation 6.1)
• DHS should complete and endorse the RCH contract administration manual and address observed gaps and weaknesses in project management documentation as a priority. (Recommendation 6.2)