A101 Stakeholders and Organisation Structure v1.1 · This document describes the Stakeholders and Roles as well as the Organisation ... radio communication ... A101 Stakeholders and

Document: A101 Stakeholders and Organisation Structure v1.1 Date: 28th January 2010 Version: 1.1 Status: Final METRO EMS Confidential Page 1 of 13 A101 A102

A101 Stakeholders

A102 Organisation Structure

Provincial Government of the Western Cape (PGWC) Medical Emergency Transport and Rescue Organisation (METRO) Emergency Medical Services (EMS)

METRO EMS Confidential


Document History

Revision History

Revision Number

Revision Date

Summary of Changes Changes marked

1.1 2010-01-28

Final version No

Approvals

This document requires following approvals. Name Title Dr. Cleeve Robertson Director – Emergency Medical Services

Distribution

This is the intended distribution list for this document: Name Title Dr. Krish Vallabhjee Chief Director EMS - Provincial Government of the Western Cape

(Sponsor) Dr. Cleeve Robertson Director – Emergency Medical Services Dr Shaheem de Vries Deputy Director - Emergency Medical Services Johan Schoombee Project Manager – Emergency Medical Services Dr Paul von Zeuner Information Management - Provincial Government of the Western CapeSteve Hurwitz Centre of e-Innovation - Provincial Government of the Western Cape Dr Alan MacMahon Deputy Director - HealthNET A printed copy and soft copy on CD media will be handed to Dr Shaheem de Vries for further distribution within EMS and PGWC.


Contents 1. Introduction........................................................................................................................... 4

1.1 Identification...................................................................................................................... 4 1.2 Document Context ............................................................................................................. 4 1.3 Document Description....................................................................................................... 4 1.4 Purpose .............................................................................................................................. 5 1.5 References.......................................................................................................................... 5

2. Stakeholders .......................................................................................................................... 6 3. Organisation Structure .......................................................................................................... 9


1. Introduction This chapter identifies the document and the business to which it relates, describes the contents of the document, and states its purpose.

1.1 Identification

This document describes the Stakeholders and Roles as well as the Organisation Structure to support the Emergency Medical Services (EMS) core operational processes. This has been done as part of the this Project which is a Requirements Specification Phase for Provincial Government of the Western Cape (PGWC) METRO EMS in preparation for a Tender for Services.

1.2 Document Context

Stakeholders and Roles (A101)

Organisational Structure (A102)

Information Requirements (B301)

Business Architecture

“To Be” Processes (A104)

Application Architecture Information Architecture

Solution Architecture Overview (B401)

Technical Architecture

Application Features (B201)

Non-Functional Requirements (B202)

Requirements Specification

1.3 Document Description

The Stakeholders list identifies influencers and participants in the EMS operational process [1]. It also identifies influencers, services providers and consumers of information as per the solution requirements


specification detailed in the features [2], non-functional requirements [3], information requirements [4] and the solution architecture overview [5]. The organisation structure describes how EMS is organised and how it fits into the up line structure of the Provincial Government of the Western Cape. The Stakeholders were determined firstly by reviewing existing documentation. Thereafter it was added to during the workshops to determine the “To-Be” process and whilst determining the solution requirements specification. The organisation structure was created from existing organisation charts and documentation. In addition it was discussed with some of the members of the EMS workshop team.

1.4 Purpose

Firstly the purpose was NOT to do a full Stakeholder Analysis and / or Stakeholder engagement planning. Neither was it intended to be an Organisation Change or Change Readiness exercise. The purpose was to document what is so that during the elicitation and documentation of the processes and solution requirements specification the team would have a clear understanding of who the influencers are and what the organisation structure is so that if necessary additional stakeholders could be suggested and contacted for input. This was particularly useful when determining the solution architecture [5]. This document can be used as reference for the solutioning and input into the implementation of the future EMS operations solution.

1.5 References

This document is based on and refers to the following documents: [1] A104 To Be Process v1.1 [2] B201 Features v1.1 [3] B202 Non Functional Requirements v1.1 [4] B401 Solution Architecture Overview v1.1 [5] B301 Information Requirements v1.1


2. Stakeholders There are different types of Stakeholders / Stakeholder Groups. The table here below has been split into: “The Extended Business Organisation” which are stakeholders that have either direct participation in

or direct influence over the EMS service offering and operation; “Service Providers” which are those stakeholders that provide the building blocks that enable the EMS

solution to function and support the EMS service offering and operation. These two types have been further sub categorised into stakeholder groups. There is a brief description as to the stakeholders influence on the current and future EMS operations.

Stakeholder/Stakeholder Group Influence on the current and future EMS operations

The "Extended" Business Organisation EMS Organisation EMS Staff - Management Overall management of operation EMS Staff - Control centre (10177) Processes and solution, changes in working conditions EMS Staff - Operations Processes and solution, changes in working conditions Governance Department of Health Officials (DOH) Provincial Health strategy; efficiency and effectiveness

of operation; dashboards National Disaster Management Processes, solutions and dashboards Provincial Disaster Management Processes, solutions and dashboards Local authorities - Metro Touch points with EMS, information exchanges,

dashboards Local authorities - Districts Facilities, equipment, staffing, services, information,

dashboards Trade Unions Operational working conditions Emergency service agencies - call centres Dept of Communications National Call Centre (112)

Call taking and handling

Metro Emergency call centre (107) Call taking and handling SAPS - Call Centre (10111) Call taking and handling Emergency service agencies - response units

South African Police Services Better collaboration, radio communication between response units


Metro Traffic Department Better collaboration, video feeds, radio communication between response units

Metro Fire Department Better collaboration, information exchanges, radio communication between response units

Other Emergency Services - Public Better collaboration, information exchanges, radio communication between response units

Other Emergency Services - Private Better collaboration, information exchanges, radio communication between response units

Healthcare providers Hospitals Trauma Units - Public Changes to healthcare service delivery, processes,

solution, information exchanges, Hospitals for HealthNET - Public Changes to healthcare service delivery, processes,

solution, information exchanges, Hospitals Trauma Units - Private Processes, solution, information exchanges, Hospitals for HealthNET - Private Processes, solution, information exchanges, Other external influencers Trade Unions Operational working conditions National Department of Health National Health objectives and strategy

Service providers Infrastructure support Center of e-Innovation (C-el) Changes to the technical infrastructure SITA Solution procurement, security, changes to the WAN Existing application support Aurecon Requirements for solution Transportation Government Motor Transport Fleet management, On vehicle equipment Digicore Vehicle location tracking Communication Atio PABX Telephone management services Fixed Line Communication Service Providers Telephone communication and WAN infrastructure via

SITA Cellular Communication Service Providers Cell phone communication; SMS; MMS Umoyo Satellite Regional Centres Disaster communication support


City of Cape Town Radio communication Radio Communication Providers Radio communication


3. Organisation Structure The stakeholder group “EMS Organisation” is here further described in the form of organisation structure charts with a few significant points described.

Chart 1: EMS as part of PGWC and DOH

As per the above chart EMS is part of the Provincial Government of the Western Cape’s Department of Health. The two departments that influence them are Information Management for IT policy and reporting requirements; Finance for budgeting and procurement review and support. EMS Organisation Substructure The chart on the next page (Chart 2) illustrates how EMS is organised. Ambulance Operations: To provide the EMS resources necessary to respond to emergencies and

provide an emergency service throughout the Western Cape (see further explanation in this section). This department has key roles in the operational process [1] and uses the features [2] described.

Medical Support Services: To provide the facilities, infrastructure, personnel and equipment necessary to receive emergency calls, direct, command and control the EMS resources provided by Ambulance Operations as an emergency medical service. This department, particularly Information and Communication Technology Services, has key roles in the operational process [1] and uses the features [2] described.


Emergency Medicine: To provide training and education in emergency medicine to both the EMS personnel and trauma unit staff. This is done in partnership with university training programs (Cape Town and Stellenbosch) at trauma units of Cape Town public hospitals.

Finance: To provide financial management for EMS. Human Resource Management: To provide HR management for EMS.

Chart 2: EMS substructure and Ambulance Service Operational Divisions and Districts

EMS Ambulance Service Operational Divisions and Districts Throughout the Western Cape EMS have various operational centres. The management of these have been divided into two sections as per Chart 2 here above. Each Section Manager is responsible for two Cape Town Metropole divisions as well as a number of district operational centres. In the Districts these operational centres are often in the same location as the Medical Support Services control centres (see Chart 3) and the District Manager assumes management over these in support of the Section Managers.


EMS Medical Support Services Substructure The Medical Support Services department is further divided into managing the following functions: Aeromedical Services: To provide both emergency helicopter evacuation and fixed wing emergency

medical transportation. This is done in partnership with SA Red Cross Air Mercy Service. Facility Management: To provide management and maintenance of the facilities occupied by EMS. Information and Communication Technology Services: To provide all the management of the systems,

technology, personnel and equipment to enable the Control Centres to function (see further explanation in this section). This department has key roles in the operational process [1] and uses the features [2] described.

Special Events Services: To provide emergency medical services support for the planning of special events and liaising with event organisers and disaster management during the running of the event.

Fleet Management Services: To provide management of the vehicle fleet and its maintenance. As well as to investigate accidents where EMS vehicles were involved.


Chart 3: EMS Medical Support Services substructure and Control Centres


Information and Communication Technology Services Substructure This section of the EMS Medical Support Services provides the management of the systems, technology, personnel and equipment to enable the Control Centres to function. It is further managed as per the following substructure (see Chart 3): Information Management: To render information technology and management services including

information management reports and statistical support. Radio Technical Services: To render radio communication services including managing the

communication network and maintaining the radio network. Communication: To render communication services primarily through the control centres. This is a

core part of the operational process [1] the taking of calls, the dispatch of emergency vehicles and the management of incidents. This service is provided primarily from the Cape Town Control Centre at Tygerberg but also from each of the District Control Centres (as per Chart 3).

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A101 Stakeholders and Organisation Structure v1.1 · This document describes the Stakeholders and Roles as well as the Organisation ... radio communication ... A101 Stakeholders and