QHSSP Supply Chain Management Integration Strategy - Project Plan


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QHSSP Supply Chain Management Integration Strategy - Project Plan

  1. 1. Supply Chain Management Integration Strategy Project Plan Project Plan Supply Chain Management Integration Strategy 12 April 2007 v0.4 “PRINTED COPIES ARE UNCONTROLLED”
  2. 2. Supply Chain Management Integration Strategy Project Plan A DOCUMENT CONTROL Version Date Prepared by Comments v0.1 12 February 2007 Peter Rushbrook First Draft v0.2 28 February 2007 Peter Rushbrook Second Draft v0.3 9 March 2007 Peter Rushbrook Third Draft v0.4 12 April 2007 Peter Rushbrook Forth Draft *Drafts should use format vX.1 (eg. start at v0.1). Final versions should use format vX.0 (eg. v1.0). H:Publishing070913proj_plan_v4.doc Page 2 of 14 “PRINTED COPIES ARE UNCONTROLLED”
  3. 3. Supply Chain Management Integration Strategy Project Plan B APPROVALS Approvals confirm the signatories’ belief that the following plan is an accurate, complete and reliable indication of the time, effort and resources required to deliver the project scope, with appropriate monitoring and control. B.1 Project Sponsor In signing, the Project Sponsor confirms support of the project and a willingness and authority to enable the project to deliver the expected outcomes, benefits and deliverables within the stated time and costs set out in this plan. Signature: Business Area: QHSSP Name: Paul Monaghan Date: Position: ED QHSSP Contact No: 3006 5186 B.2 Project Manager In signing, the Project Manager confirms that the plan is achievable and will be followed, and accepts accountability for delivering the expected outcomes and deliverables within the stated time, cost and other constraints. Signature: Business Area: QHSSP Name: Peter Rushbrook Date: Position: Manager SCMIS Contact No: 3352 8216 H:Publishing070913proj_plan_v4.doc Page 3 of 14 “PRINTED COPIES ARE UNCONTROLLED”
  4. 4. Supply Chain Management Integration Strategy Project Plan 1. INTRODUCTION 1.1 Background Queensland Health currently maintains several disparate and fragmented supply chains which independently purchase, warehouse and distribute products that are essentially all directed to supporting core healthcare services. The creation of a single homogenous supply chain would achieve significant benefits in terms of product aggregation, transportation economies and realignment of procurement activities as well as removing layers of duplication and large transactional workloads for both Queensland Health and its suppliers. The Supply Chain Management Integration Strategy (SCMIS) is about improving supply support to Queensland Health. External consultants assisted with the completion of the strategy in 2004. The recommendations align with Shared Services’ objectives; including, consolidation of specialisations, standardisation of business processes and consistency in services delivered. This strategy moves towards the adoption of a single supply chain network across Queensland Health for a pre-determined range of consumable products that are pivotal to state-wide healthcare services. To achieve this objective, the physical distribution function is to be performed by three strategically sited Distribution Centres; located in SE Queensland, Townsville and Cairns. These Distribution Centres will significantly reduce or eliminate the need to maintain around 40 intermediary inventory sites across the state. To support these Distribution Centres, a new model of service delivery will be developed for the procurement, contracts and invoice verification functions. In developing a Supply Chain strategy, it is not possible to isolate physical distribution from other logistics functions. These activities are affected by the same issues that drive fragmentation in the physical areas. Improved freight management is also a key driver of the strategy. Analysis, as part of the review, showed that QH is incurring high costs for freight; for example, the equivalent of 36 semi-trailers of freight comes up from Sydney/Melbourne each week. Currently, this freight moves via "express freight" rather than cheaper "line haul" networks. SCMIS will change the focus from "hidden" freight costs in item prices to one which utilises well developed and more cost effective inbound freight options. 1.2 Project Definition This project seeks to design, develop and implement a model of service delivery that supports a lean, high performance supply chain that achieves “best practice” standards. 1.3 Objective The key objectives of the Supply Chain Management Integration Strategy Project are: 1. To develop a model of service delivery for an integrated supply chain within Queensland Health, incorporating the following functions: a. Physical Distribution (warehousing and distribution) b. Procurement (purchasing and inventory management) c. Contracts Management d. Invoice verification H:Publishing070913proj_plan_v4.doc Page 4 of 14 “PRINTED COPIES ARE UNCONTROLLED”
  5. 5. Supply Chain Management Integration Strategy Project Plan 2. To plan, design and establish three Distribution Centres; in SE Queensland, Townsville and Cairns. 3. To undertake an inbound and outbound freight analysis and develop and implement a model for freight consolidation and associated transport arrangements. 4. To plan and coordinate a staged transition of services to the new model of service delivery while maintaining established service levels. 5. To investigate, trial and, where appropriate, implement information technology to support the new model of service delivery (eg barcoding, imprest management and warehouse management systems). 6. To enhance opportunities for a rewarding career for staff supporting the supply function. 1.4 Project Scope The scope of the project is defined by functions associated with the physical distribution (warehousing and distribution), procurement (purchasing and inventory management), contracts management(1) and invoice verification for the following product groups: • In Scope. • Clinical Consumables • Domestic Supplies • Stationery • Printing • Uniforms • Pathology Supplies (2) • Pharmaceutical Supplies (3) • Dental Supplies (3) • Services • Catering Supplies • Engineering Supplies (Infrastructure and Biomedical) • ICT (purchased by QHSSP and Districts) • Furniture & Equipment • Out of Scope • ICT (purchased by ID) Notes: 1. Contracts management activities, which are performed by HSPL, are excluded from the scope of this project. 2. The scope of involvement of Pathology Services in the project is to be clarified, particularly as it may relate to the provision of high cost perishables. 3. Opportunities to either collocate or integrate pharmaceutical and dental supplies into the model of service delivery are to be explored. 4. Products groups include consideration of both stock and non-stock products. 2. PROJECT PLAN H:Publishing070913proj_plan_v4.doc Page 5 of 14 “PRINTED COPIES ARE UNCONTROLLED”
  6. 6. Supply Chain Management Integration Strategy Project Plan 2.1 Constraints Constraints to the Project include: • Transport infrastructure – the freight distribution network will be required to be developed in an environment which sees health care facilities geographically dispersed and long lines of communication. • Hospital Infrastructure – imprest storage capacity is limited within many health care facilities. • SAP Environment – there is a requirement to look to SAP, in the first instance, to provide information technology systems and WMS solutions. • Finance Business Solution – the implementation timetable for the implementation of the FBS will impact timetables and resource availability. 2.2 Assumptions The following assumptions are noted: • A direction for Central Pharmacy and Pathology’s physical distribution needs and their impact on the current project will be agreed by April 2007. • Functionality provided by the Finance Business Solution will support the proposed business model. • Funding will be allocated to the Project Team that appropriately matches the requirements of the Project Plan and its timeframes. • Pandemic supplies storage requirements are to be included in warehouse capacity planning. • Neither woG nor QH shared services realignment agendas will constrain QHSSP Supply initiatives. 2.3 Broad Strategy The table below outlines the deliverables to be produced by the project. Each of these deliverables will be linked to a milestone in the Detailed Project Schedule. 2007/2008 WBS Deliverable Mar Jun Sep Dec Mar Jun Sep Dec Element 07 07 07 07 08 08 08 08 Project Develop project management ▲ Management framework Communication and consultation ▲ strategies implemented Coordination and integration of 2010 sub-projects PIR completed 2010 Undertake Costing of existing services ▲ baseline data complete analysis H:Publishing070913proj_plan_v4.doc Page 6 of 14 “PRINTED COPIES ARE UNCONTROLLED”
  7. 7. Supply Chain Management Integration Strategy Project Plan 2007/2008 WBS Deliverable Mar Jun Sep Dec Mar Jun Sep Dec Element 07 07 07 07 08 08 08 08 Establish the Townsville DC established ▲ Distribution Cairns DC established ▲ Centres SE Qld DC established ▲ Implement the Inbound freight model ▲ Freight Model implemented Outbound freight Model ▲ implemented Develop the Product group models of service ▲ models of delivery developed. service delivery Contracts management model of service developed ▲ Invoice verification model of service delivery developed ▲ Implement WMS implemented ▲ systems and Implement an Account procedures. Management Information System ▲ Alignment of SCMIS Objectives ▲ to FBS 2009 Quality Management System implemented Transition the Transition Plan developed ▲ services Transition of services complete 2010 2.4 Detailed Schedule Detailed Project Schedules are to be developed and maintained in Excel format. 3. RESOURCE MANAGEMENT 3.1 Resource Plan The table below contains a list of the human resources required by the project. It details when and how these resources will be brought onto and taken off the project. Employee/ Name(s) Role No: From To Consultant (if known) Project Manager 1 Employee Peter Rushbrook October 06 August 09 Senior Project 3 Employee Ray Williams January 07 August 09 Manager Janelle Diamond December 06 August 09 December 06 August 09 H:Publishing070913proj_plan_v4.doc Page 7 of 14 “PRINTED COPIES ARE UNCONTROLLED”
  8. 8. Supply Chain Management Integration Strategy Project Plan Employee/ Name(s) Role No: From To Consultant (if known) Dan Maguire Senior Project 1 Employee Stephen Sanderson January 07 August 09 Officer Freight Review 1 Consultant TBA April 07 September 07 3.2 Reporting Relationships The Manager, SCMIS will report to the Executive Director QHSSP, on a day to day basis, and to the Senior Director HSPL and Steering Committee at a frequency to be determined. The SCMIS Steering Committee is responsible, through the Chairperson, to the Corporate Purchaser. 3.3 Project Office Costs The project office costs are as follows: 2008/09 Line Item 2006/07 2007/08 2008/09 (50%) Labour Costs Project Team (1 x DSO2, 3 x A08, 1 x A05) $335,804 $540,430 $561534 $291,741 Labour Costs $335,804 $540,430 $561,534 $291,741 Non-Labour Costs ICT (Purchase and levy charges) $20,756 $10,140 $10,140 $5070 Travel $25,000 $50,000 $50,000 $25,000 Consultancy Fee (Freight) $60,000 $80,000 Office Fit-out $7,740 Office Furniture $3,650 Training $2,500 $5,000 $5,000 $2,500 Office Administration Costs $2,500 $5,000 $5,000 $2,500 Total Non-Labour Costs $122,146 $145,145 $70,140 $35,070 Total Costs $457,950 $685,575 $631,674 $326,811 3.4 Supply Chain Integration Cost Supply Chain Management Integration Strategy recurrent costs and benefits estimates are attached at Appendix 1. 4. COMMUNICATION MANAGEMENT 4.1 Key Stakeholders Refer to General Communications & Consultation Plan H:Publishing070913proj_plan_v4.doc Page 8 of 14 “PRINTED COPIES ARE UNCONTROLLED”
  9. 9. Supply Chain Management Integration Strategy Project Plan 4.2 Consultation Plan Refer to the General Communications and Consultation Plan 4.3 Related Projects Related projects include: Project Impact Implementation of the Finance Likely impact the project in terms of resource availability, Business Solution timetable and functionality to support deliverables. Clinical & Statewide Services Will impact the scope and direction of the Project. review of supply chain needs. Whole of Government May change the scope or direction of the Project. warehousing project Queensland Health Cataloguing The comprehensiveness of and adherence to Project cataloguing disciplines will impact the quality of data. AIBB May impact the roles, tasks and levels of Administrative Officers within Supply. Pandemic supplies planning May impact warehousing capacity considerations. NEHTA Supply Chain Reform E-procurement, National Product Catalogue and Projects Business Intelligence will impact the business framework. Development of Clinical Will support standardisation of products and shared Networks outcomes. woG Purchasing and Logistics Likely to provide support to QHs current direction within Review Purchasing and Logistics. 5. RISK MANAGEMENT 5.1 Overall Assessment of Project Risk Significant key risks to the Project are listed at Appendix 2. 5.2 Risk Register A Risk Register will be maintained. The Risk Register will be used to track the identified risks, their severity, and manage their treatment. 5.3 Issue Management Issues arising from risks or lack of progress against the plan will be recorded in an Issues Register, and be actively monitored and corrective actions made. The Issues Register will be reviewed at each Team Meeting. Significant Issues will be reported to the Project Sponsor in the Project Status reports. H:Publishing070913proj_plan_v4.doc Page 9 of 14 “PRINTED COPIES ARE UNCONTROLLED”
  10. 10. Supply Chain Management Integration Strategy Project Plan 5.4 Scope Change Process When a significant variation to the Project Plan is identified for actioning, documentation supporting the change rationale and costing will be escalated by the Project Manager to the Project Sponsor and Steering Committee for signoff. If the Steering Committee authorises the deviation, the Project Manager re-plans and documents the change in work needed to meet the new situation. H:Publishing070913proj_plan_v4.doc Page 10 of 14 “PRINTED COPIES ARE UNCONTROLLED”
  11. 11. Supply Chain Management Integration Strategy Project Plan Appendix 1 – Supply Chain Integration Cost Bris LSC 7,150 Sqm ; Tvlle LSC 3,150 INCLUDES PHARMACY (AND DENTAL) Sqm Description 2006/07 2007/08 2008/09 2009/10 20010/11 20011/12 TOTAL NOTES Brisbane Townsville Brisbane Townsville Brisbane Townsville Brisbane Townsville Brisbane Townsville Brisbane Townsville Capital Expenses $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 ICT - Infrastructure 48.00 34.00 82.00 Pharmacy included ICT - Desktop/Printers/PABX 117.48 182.40 299.88 Pharmacy included Storage & Handling Equipment 1,670.00 720.00 2,390.00 Pharmacy included Stores Delivery trolleys 35.00 25.00 60.00 Pharmacy included Warehouse Conversion - 300.00 1,090.00 1,390.00 Pharmacy included Project Management incl ICT 208.20 127.61 335.07 205.36 348.15 213.38 361.76 221.72 2,021.25 Generic Transport & W'house Consultancy 37.20 22.80 49.60 30.40 - - 140.00 Generic Project Contingency 5.5% 13.50 8.27 69.81 42.79 114.46 70.15 19.90 12.19 351.07 Generic 258.90 324.16 2,675.88 1,023.55 1,552.61 283.53 381.66 233.92 6,734.20 QTC Interest 5.78% 14.96 18.74 169.63 77.90 259.37 94.29 281.43 107.81 222.73 85.32 1,332.18 Recurrent Expenses Logistics Support Centre Lease 91.63 471.67 366.52 943.35 366.52 943.35 366.52 943.35 366.52 4,859.45 Existing Leases 536.00 192.00 536.00 144.00 89.33 - - 1,497.33 Facility costs (utilities, cleaning) 23.75 231.00 95.00 231.00 95.00 231.00 95.00 231.00 95.00 1,327.75 Warehouse operational 37.50 250.00 150.00 250.00 150.00 250.00 150.00 250.00 150.00 1,637.50 ICT (PABX maint, PC levies, etc) 34.84 78.36 48.03 78.36 48.03 78.36 48.03 78.36 48.03 540.38 Inbound Freight 85.21 435.22 681.69 870.44 1,278.17 1,305.66 2,130.28 1,305.66 8,092.33 Pharmacy included Outbound Freight 54.56 278.67 436.48 557.33 818.40 836.00 1,364.00 836.00 5,181.44 Pharmacy included 536.00 192.00 536.00 331.72 1,260.14 1,373.44 2,620.88 2,087.32 3,599.28 2,801.21 4,996.99 2,801.21 23,136.18 Percent LSC implemented 0.04% 33% 32% 67% 60% 100% 100% 100% Savings (Known) Newmarket Lease 491.33 536.00 536.00 536.00 - 2,099.33 Pharmacy included Townsville Lease (Ryobi House) 144.00 192.00 192.00 192.00 - 192.00 912.00 Pharmacy excluded Newmarket Utilities & Op costs 89.48 107.38 107.38 107.38 - 411.62 Pharmacy included Townsville Utilities & Op costs 49.36 65.81 65.81 65.81 - 65.81 312.61 Pharmacy excluded Page 11 of 15 “PRINTED COPIES ARE UNCONTROLLED”
  12. 12. Supply Chain Management Integration Strategy Project Plan Description 2006/07 2007/08 2008/09 2009/10 20010/11 20011/12 TOTAL NOTES Brisbane Townsville Brisbane Townsville Brisbane Townsville Brisbane Townsville Brisbane Townsville Brisbane Townsville $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 $ ,000 Savings (Projected) - - - Prime Vendor Contract 618.33 742.00 742.00 742.00 - 2,844.33 Pharmacy excluded Freight Management Initiative - 213.03 3,264.14 1,704.23 3,264.14 5,325.71 3,264.14 5,325.71 3,264.14 25,625.24 Pharmacy included Reduced Product Pricing 117.64 23.03 235.27 184.25 352.91 345.48 352.91 575.79 352.91 2,540.18 Pharmacy excluded Net Labour Saving - 38.22 - 305.76 - 573.29 - 955.49 - 1,872.76 Pharmacy excluded - - - 311.00 1,473.43 3,757.23 3,579.62 3,874.86 7,629.86 3,874.86 8,242.37 3,874.86 36,618.08 - NET RESULT PER YR & TOTAL -794.90 -516.16 -3,211.88 -1,044.28 1,339.32 2,100.26 577.08 1,553.62 4,030.58 1,073.65 3,245.38 1,073.65 6,747.70 NET B/EVEN RESULT INCL QTC -794.90 -516.16 -3,226.85 -1,063.02 - 2,022.36 317.71 1,459.34 3,749.15 965.85 3,022.65 988.33 5,415.52 INTEREST 1,508.95 CUMULATIVE PROJECT CBA -5,567.21 -4,806.27 -2,675.57 2,428.66 6,747.70 CUMULATIVE PROJECT CBA INCL QTC -5,848.44 -5,441.16 -3,699.69 1,404.54 5,500.84 INTEREST LOAN BALANCE 583.05 4,282.49 6,118.63 6,734.20 5,329.66 0.00 LOAN REPAYMENT 5,329.66 H:Publishing070913proj_plan_v4.doc Page 12 of 14 “PRINTED COPIES ARE UNCONTROLLED”
  13. 13. Supply Chain Management Integration Strategy Project Plan Appendix 2 – Risk Management The following table provides an overview of the project risks rated as high with a major impact and a probability rating of possible. Details also include the risk consequence, management strategy and risk owner. No: Risks Consequence Management strategy 1. Leadership and support • Anticipated Project benefits • Periodically review the Project governance for the Project is not are not realised arrangements to ensure appropriateness of sustained across membership and improve the effectiveness • Focus in terms of scope, Queensland Health of governing committees strategy and direction is not Stakeholder: maintained • Monitor and analyse progress to enable the early identification and treatment of Corporate Purchaser • Limits opportunity to improve emerging issues and risks service delivery ED QHSSP • Promote the benefits and achievements of Snr Director HSPL the Project across Queensland Health DCS • Promote effective leadership of the Project through targeted communication strategies for senior executives • Demonstrate the benefits of the Project through better service provision. 2. Impact of the • Availability of resources to • Maintain close liaison and integration implementation of the develop and implement the between the FBS and SCMIS project Finance Business two solutions teams Solution • Significant change impact • Assess impacts of changes on staff and on customers and staff customers Stakeholder: • Develop comprehensive change Senior Project Manager management strategies Functional Managers Supply Managers 3. The service model rollout • Proposed solutions do not • Clearly define lines of accountability does not achieve the meet requirements/ • Promote the benefits of the improved agreed cost, timeframes expectations of customers model of service delivery and scope and staff • Undertake consultation across • Failure to meet Project Queensland Health during the Stakeholder: implementation timelines development and implementation of the ED QHSSP new model • Acceptance and achievement Snr Director HSPL of efficiencies associated • Ensure communication for the with the service model is implementation rollout contains targeted Project Manager communication to stakeholders to ensure hindered DCS the program is understood • Undertake a comprehensive review and monitor planning, budget and scope 4. The model of service • Limited customer confidence • Closely monitor resourcing levels and delivery developed does in services delivery infrastructure requirements of service not meet the service providers demanded. • Districts will try to meet their needs through retaining • Maintain an appropriate governance and/or re-establishing framework which emphasises the Stakeholder: services accountability of the Project Manager and Functional Managers to deliver on ED QHSSP • Standardisation and implementation elements and encourages a Snr Director HSPL consolidation of services is standardised approach limited Project Manager • Increase stakeholder knowledge of the Functional Managers • Services are neither reliable roles and responsibilities of key groups in nor responsive to customer DCS the Project and the implementation H:Publishing070913proj_plan_v4.doc Page 13 of 15 “PRINTED COPIES ARE UNCONTROLLED”
  14. 14. Supply Chain Management Integration Strategy Project Plan No: Risks Consequence Management strategy needs progress and outcomes • Review and monitor service levels • Focus on implementing business improvement initiatives to enhance Supply service delivery capability • Ensure effective communication of service delivery expectations through customer feedback mechanisms • Develop Supply and customer relationship strategies 5. Staff and customer and • Loss of effectiveness due to • Increase focus on service delivery expectations are not contradictory or confusing • Utilise the service agreement to agree the effectively managed messages service delivery arrangements between • Communication strategies provider and customer Stakeholder: are poorly planned and/or • Undertake annual customer satisfaction ED QHSSP uncoordinated surveys and act on issues raised Snr Director HSPL • Limits opportunity to improve • Develop strategies to improve service Project Manager service delivery delivery DCS • Services cannot be • Improve performance management through demonstrated to be reliable the implementation of robust monitoring and responsive to customer including planning, reporting, performance needs measurement and benchmarking • Ensure stakeholders are aware of the scope and benefits of the Project and clearly articulate progress for staff and customers 6. Scope reduction erodes • Additional implementation • Evaluate the implications of proposed possible project savings costs incurred changes to the scope and/or timeframes for the implementation for consideration and • Anticipated benefits are not Stakeholder: endorsement of the Steering Committee realised ED QHSSP • Closely monitor implementation progress and budgets to enable the early Snr Director HSPL identification and treatment of emerging Project Manager issues and risks DCS • Ensure stakeholders are aware of the scope of the Project and scope changes are clearly articulated 7. Lack of stakeholder • Customers will try to meet • Increase stakeholder awareness of the support for the Project their needs through retaining scope of the project and the responsibilities rationale and awareness and/or re-establishing of the key stakeholders and of the of benefits services efficiencies and improvements to service delivery provided by the Project • Standardisation and Stakeholder: consolidation of services is • Communicate to stakeholders successes of ED QHSSP limited the initiative and timeframes, process and milestones of the implementation process Snr Director HSPL • Delays in solutions implementation as • Promote the Project through harnessing Project Manager stakeholders lose energy and change advocates and greater use of DCS communication motivation for the overall Project implementation challenge H:Publishing070913proj_plan_v4.doc Page 14 of 15 “PRINTED COPIES ARE UNCONTROLLED”
  15. 15. Supply Chain Management Integration Strategy Project Plan No: Risks Consequence Management strategy 8. Non-collaboration by staff • Reduced quality of designed • Increase stakeholder awareness of the and customers in systems and business scope, benefits and rationale for the Project designing and processes and opportunities for involvement implementing new • Proposed solutions do not • Involve staff, unions and customers in the models of service meet requirements/ design and implementation of the new delivery expectations of customers models of service delivery Stakeholder: and staff. • Implement a standard suite of services, • Standardisation and systems and business processes Project Manager consolidation of services is Functional Managers limited Supply Managers • Projected benefits not fully Unions realised SSP staff DCS 9. Staff are not • Limited customer trust and • Implement change management processes appropriately skilled confidence in processes and for and promote the benefits of the and/or motivated service delivery improved model of service delivery Stakeholder: • Delivery of the project is • Strengthen training and development delayed programs to build capabilities and foster Project Manager leadership • Reduced staff satisfaction Functional Managers impacting productivity and • Undertake annual customer satisfaction DC Managers service levels surveys • Promote best practice examples of service delivery and acknowledge staff achievements 10. Staff perception and • Involve staff, unions and customers in the • High turnover of staff and low anxiety over long term morale. design and implementation of the systems employment security and policies to support the new service • Loss of skills base within delivery models QHSSP Stakeholder: • Prepare and circulate regular project • Service standard decline updates to all Supply staff Functional Managers Supply Managers • Identify change advocates to assist in communicating and promoting the project QHSSP Supply Staff benefits. 11. Supply service • Services cannot be proven to • Improve performance management through performance is not be reliable and responsive to the implementation of robust performance routinely measured customer needs measurement and benchmarking and/or not routinely • Maintain an appropriate governance compared • Limits opportunity to improve service delivery framework which emphasises the accountability of senior Supply Stakeholder: management to deliver on implementation ED QHSSP elements and encourages a whole-of- Health focus Snr Director HSPL • Establish ongoing performance review Project Manager meetings between Supply Services and Functional Managers DCS DCS H:Publishing070913proj_plan_v4.doc Page 15 of 15 “PRINTED COPIES ARE UNCONTROLLED”