Performance dashboard

Development of the performance dashboard for the Board

2020

Central Adelaide Local Health Network

CALHN brings together five hospitals: and a range of specialised community and clinical health services, with turnover of $2.7 billion per annum.  Working alongside the data and analytics team, Darren led a project to develop a new KPI dashboard for the CALHN Board.

The dashboard was developed using balanced-scorecard and strategy-focused principles. It included 26 indicators on quality, risk, culture, and clinical and financial performance and allowed for analysis against budget, trend and the SA Health performance framework.

Business case

Business case development, Veteran Wellbeing Centre

2020

RSL Victoria

RSL Victoria led the development and establishment of a Veteran Wellbeing Centre (VWC) in Wodonga, Victoria. A strategy, service model and business plan were developed to secure Commonwealth funding through the Department of Veterans Affairs  “Veteran Wellbeing Centre Program Grant”.

Darren, as an Associate to the project, conducted key stakeholder consultations, developed the financial model and contributed to the business case and submission documentation.

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Development of a SDA and housing strategy

2020

Not-for-profit disability provider

Darren supported as existing SIL and SDA provider to complete an analysis of available data and market trends and developments to explore opportunities to strengthen its position in both the SIL and SDA markets.

The project included the analysis of local supply and demand for SDA homes, as well as the review of existing relationships and contracts with current housing providers to the SIL services provided by the organisation. The strategy presented to the Board developed a five-year plan, inclusive of KPIs and targets to support the organisation to meet its strategic goals.

Online Cooking Class

NDIS SIL strategy, registration and implementation support

2020

For-profit disability provider

Health Q Consulting was appointed to support an existing disability provider to develop a strategy to include SIL (registration group 115) to its suite of services.  The project involved an initial consideration of risks, opportunities and the development of a project plan and strategy to commence SIL services.

Darren supported both the planning and implementation, supporting: the appointment of NDIS auditors, the review and development of policies and procedures, workforce planning and the development of strategies to promote the new service.

This project is still continuing. SIL services are expected to commence in 2021.

Food Packing

Pre-acquisition financial due diligence

2019

Health Consulting Organisation

Darren was engaged to complete market analysis and financial modelling to assess the risks, benefits and financial viability of a potential acquisition of competitor organisation in the Australian health and human services market.

 

The analysis included assessing the size and relative market shared of the domestic consulting market, and estimating the impact of recent political and regulatory changes.

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Development of the National Alcohol Strategy 2019-28

2016

Commonwealth Department of Health

The National Drug Strategy (NDS) is aimed at building safe and healthy communities by minimising alcohol, tobacco and other drug-related health, social and economic harms among individuals, families and communities. The National Alcohol Strategy operates as a sub-strategy of the NDS.

The objective of this Project was to develop a Draft NAS to provide a coordinated and comprehensive approach within Australia to reduce the demand, supply and harms associated with the harmful use of alcohol.

Volunteers

Review of the Carer and Volunteer Support Program

2016

Department of Veterans' Affairs

The purpose of this Review was to assess the extent to which the Carer and Volunteer Support Program was positioned to provide appropriate social health support to the veteran and ex-service community into the future, through the delivery of a range of social health activities. Findings were made with respect to program design and governance, service delivery and demand, as well as opportunities for improvement in workforce development, partnerships, and outcomes reporting. A selection of service options to provide appropriate social health support to the veteran and ex-service community into the future was also developed.

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Strategic services review and demand modelling

2016

Novita Children’s Services

This review generated a deeper understanding of demand over the medium to long term for its services in metropolitan Adelaide and South Australian regional areas for current and future clients up to the age of 24 years of age. It also provided strategic advice on how the data and analysis could be integrated and applied to inform future policy decision making and the conduct of future initiatives that will assist Novita to develop sustainable strategic pathways to achieve optimal business and operational outcomes

Hospital Corridor

Exploring value-based purchasing in private hospital contracting

2015

Department of Veterans’ Affairs

The research project sought to explore the use of and opportunities for VBP models in DVA’s contracted private hospitals. Informed by detailed analysis of pay for performance activity data around activity, outcomes and payments related to all contracted private hospitals.

Findings were presented on how a VBP model best could promote quality improvement efforts in the Australian private hospital sector to benefit DVA and wider populations, as well as how a VBP model and its policies could be successfully and practically implemented to ensure that goals are achieved.

Woman Donating Blood

Review of Australian Red Cross Blood Service Capital Funding

2015

National Blood Authority

This Review was commissioned to determine whether the National Blood Authority’ existing capital funding management model was the best option to optimise return to government while supporting the growth requirements of the Australian Red Cross (Blood Service).  Specifically, the existing process for calculating, paying and allocating capital funding each financial year was assessed and options for future funding proposed, as well as options to improve the methodology for calculation of future capital funding based on capital requirements of the Blood Service, including the risks and benefits of each option were presented.

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Development of the National Drug Strategy 2017-2026

2015

Department of Health & Ageing

The existing National Drug Strategy was due for revision and the Department for Health and Ageing on behalf of the National Intergovernmental Committee on Drugs (IGCD) commissioned the Project to conduct a comprehensive process of stakeholder engagement to inform the development of and obtain demonstrated support for the National Drug Strategy 2016-2021; develop an evidence based Draft National Drug Strategy 2016-2021, designed to maximise health and social outcomes, ready to present for endorsement to Ministers and to ensure integration and coordination of strategies in the Draft National Drug Strategy 2016-2021, between health and enforcement agencies and across Australian jurisdictions.

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Development of the STI Workforce Development Strategy

2015

SHINE SA

A Sexually Transmissible Infection (STI) Workforce Development Strategy (WDS) targeting GPs, Nurses and Aboriginal Health Workers (AHWs) was developed as a response to Strategy 3.3 and Action 3.3.1 of the SA STI Action Plan 2012-2015 to ensure that GPs, nurses and AHWs have access to ongoing training to assist them to deliver quality STI services to the priority populations.

The WDS was informed by a suite of stakeholder surveys and consultations and also included an analysis of training providers and potential funding sources, to expand the training opportunities available to health workers with an aim to embed culturally appropriate routine STI prevention, screening, treatment, and contact tracing services for target populations.

Retirement Protection

Stocktake of Commonwealth funded aged care workforce activities

2015

Department of Social Services

The objective of this project was to conduct a stocktake of all Commonwealth-funded aged care workforce activities in the preceding three years to ensure that these activities and initiatives were delivering a cohesive approach to meet the needs of the aged care workforce. It was undertaken in the context of an increasing demand for a skilled aged care workforce in light of a rapidly growing aged population, and linkages to the disability workforce, as development of the National Disability Workforce Strategy and implementation of the National Disability Insurance Scheme continued.

Hospital Employees

Stocktake and research on the Australian Private Hospital System

2014

Department of Health and Ageing

This research focused on providing detailed descriptive and analytical information relating to private hospitals, private day procedure centres and major owners (corporate entities) of private hospitals in Australia. It commenced with a stocktake of all private hospitals and private day procedure centres across Australia by corporate entity and jurisdiction and was followed by a case study analysis of up four private hospital organisations informed by a desktop analysis of the available data. A dataset was delivered as well as findings  presented on the variation in the relative efficiency of the public and private hospital sectors.  

Colleagues Going Over Plans

Business Model and Start-up Plan for Health Industry SA

2014

Department of Health SA

The Plan was developed guide the establishment of HealthinSA as the key strategic initiative in the development of health industries in South Australia as well as to set up a framework for achieving growth in the SA economy through health industries. A comprehensive two-year Start-up Business Plan comprising ten strategies was developed informed by extensive stakeholder consultation, workshops and a literature review.

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Provision of governance, & support to the Red Lily Health Board

2012

Department of Health and Ageing

This project was governed by an ongoing partnership between the Australian Government (Department of Health and Ageing), Northern Territory Government (Department of Health), and the Aboriginal community controlled sector through Red Lily Health Board. Support was provided to develop the key components of the Final Regionalisation Proposal for the West Arnhem Health Service Delivery Area including governance, business and transition plans. A Health Services Reform Plan was also developed to support the Red Lily Health Board as a community controlled provider of primary health care services in the West Arnhem HSDA.  

Test Tubes

Review of the HIV/HCV Workforce Development Model in SA

2012

SA Health

This Review was commissioned to identify key priorities for workforce development (WFD) and develop a best practice WFD model to meet the current and future needs of the HIV and viral hepatitis workforce in South Australia. Informed by extensive stakeholder consultation, the current status of WFD in the sector, key gaps, the strategic priorities and potential approaches to addressing those priority areas were outlined. Specifically, key priority action areas were detailed with respect to essential knowledge, skills and training; attraction and recruitment, engagement and retention; and, governance/partnerships.

Caring

Program logic and Strategic Investment Framework

2012

Children and Families NT

The Department committed to the development of a Strategic Investment Framework for child and family services, after it was formed with a mandate to protect and promote the wellbeing of children and their families, following the Northern Territory Government’s acceptance of the recommendations of the Growing them Strong Together Report by the Board of Inquiry into Child Protection in the NT. The framework was to focus on investment by way of funding service models across prevention, early intervention, and tertiary services, and secondly, on investment in relationships by working in partnerships with the Australian Government and non-government sector over a long term period.