Commercial and operational review of an aeromedical retrieval service for an Australian health service – which delivered recommendations to improve the service’s contractual and operational structure. This project was delivered following consultation with almost 100 stakeholders, in conjunction with a detailed review of the service contract, financial statements, activity data and comparative research against similar models operating elsewhere across Australia.
Review of pathology sustainability for a regional health service – which provided recommendations and an action plan to achieve a sustainable future service model following broad stakeholder consultation and detailed financial analysis and modelling.
Review of a primary care service operated by a small rural health service – which sought to address the service’s deteriorating financial performance through broad stakeholder consultation, analysis of financial and activity data and a review of key contractual arrangements. The review provided prioritised action plans to (i) retain and improve the performance of the service and (ii) divest ownership of the service for the consideration of the health service executive and board.
We work with our clients to think through issues in a logical way, to develop options and recommendations that are practical, evidence-based and supported by clear plans of action.
We understand that commercial and operational performance may be influenced by a wide variety of factors, which interact in different ways across different environments.
We work with our clients to understand their operating environment, governance arrangements and drivers of performance through research, data analysis and stakeholder consultation.
Identifying cost drivers associated with clinical teaching, training and research activities delivered by public hospitals across Australia through stepwise regression analysis of cost versus teaching and training activity.
Workforce benchmarking analysis– which provided a succinct comparison of workforce (FTE) profiles for both clinical professions and 37 corporate / support functions across four large metropolitan health services. The analysis developed a methodology to compare each service on a consistent basis .that considered differences in their size and operating characteristics
Reviewing the costs and funding methodology for a state-wide clinical service that considered whether patients accessing the service were consistent with the intended model of care, and whether the current funding approach is appropriate, given the costs to deliver care to various different patient cohorts.
We have extensive experience analysing many types of data to improve financial performance, identify population health trends, diagnose issues in commercial performance, forecast cash flows and develop models that will answer all kinds of questions.
I enjoy the opportunity to use statistics to find relationships in data that my clients might not have previously considered, or to add a new level of analytical rigour that will provide a clear case for one option over another.
Importantly, we won’t just dump a mass of tables into your report. I’ll find a way to make the data engaging, so it can realise its true value.
Designing a state-wide pilot program and delivery methodology for a new way of measuring (and potentially funding) patient outcomes – which assessed the viability of several options to realise a successful pilot and provided a clear, succinct implementation plan for the pilot program.
Development of strategic service plans for mental health and alcohol and drug services in a metropolitan area – which combined extensive data analysis and consultation with health service consumers, clinicians and administrators to recommend how services should be configured and resourced over a ten year period.
Identifying population health needs and mapping availability of ‘after-hours’ primary care services in a metropolitan area – which gathered extensive secondary data on health status and availability of primary care services to identify and map priorities for investment.
We work with clients to understand ‘where they have come from’ while maintaining a forward-looking view that seeks to gauge when (and how) plans need to evolve to address future challenges or seize opportunities.
My approach to planning considers a clients’ appetite for risk and penchant for innovation so that recommendations are appropriate to their circumstances and accepted by key decision-makers.
I ensure that strategies, implementation activities and delivery responsibilities are clear and can be communicated easily, while ensuring they are backed by a clear evidence base.