Health Q Consulting (Health Q) was appointed by the Adelaide Primary Health Network (Adelaide PHN) to undertake an in depth and comprehensive needs assessment to support the identification of need, priorities, and options to improve access to primary health care for people who are experiencing or at risk of homelessness.

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Health Q collected and analysed data to understand primary health care access, demand and utilisation for people experiencing homelessness. In addition, consultations were completed with 63 participants across a range of stakeholders.

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Health Q Consulting facilitated a full-day program logic workshop with stakeholders from the Aged Care Quality and Safety Commission to map program objectives and activities that aligned with strategic focus of removing the inappropriate use of restrictive practices in residential aged care facilities program.

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The process helped identify and target specific program improvements and provided a visual model to tell the story of how the program would work and support an integrated approach to planning, implementation, and evaluation.

Health Q Consulting was appointed to lead the development of a proxy (surrogate) measure of CALHN’s activity-based costs to allow for more timely performance reporting. The proxy measure was delivered monthly and within the timeframe of the current monthly reporting of financial and activity data. 

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Work consisted of defining scope and objectives of the surrogate; identification of key data inputs, stakeholders, risks, barriers and mitigation strategies; developing a data specification; undertaking complex cost modelling and analysis in a short timeframe by designing and piloting Nationally Efficient Price surrogate measures.

Health Q Consulting was appointed by the Royal Flying Doctor Service (Central Operations) to complete a “needs analysis” to understand the needs and perspectives of remote communities in far north east South Australia. 

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Health Q Consulting visited the communities of Yunta and Innamincka to complete community consultations. In additional an online survey has available to stations and more remote communities.  Telephone and video consultations were completed with relevant LHNs and adjacent health services to develop a complete understanding of health service availability and access.

Health Q Consulting was appointed in January 2023 by the Aged Care Quality and Safety Commission (ACQSC) to design a program logic for the Infection Prevention and Control (IPC) program, to describe how the program will operate by identifying the program activities and linking these with program outputs and impacts.

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To support the development of the program logic, Health Q Consulting facilitated the IPC Program Logic Workshop with key stakeholders from both the ACQSC and Department of Health and Aged Care. The workshop was held in Sydney with a mix of staff attending in person and online (22 in total).

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Health Q Consulting was appointed by the Eyre and Far North Local Health Network (responsible for planning and delivery of hospital and health services) to complete a consultancy regarding opportunities to redeploy 10 remote telehealth equipment devices, known as mobile clinicians’ kits or doctors’ kits.

Objectives of the consultancy included understanding the capabilities of the kits and redeployment opportunities, and undertaking stakeholder consultation with a number of groups, including Aboriginal Community-Controlled Health Organisations (ACCHOs). This resulted with a range of options for EFNLHN to consider and an implementation pathway.

Health Q Consulting was engaged by Country & Outback Health (supporting mental health and wellbeing of regional communities) to undertake a market and gap analysis and develop a visual roadmap to guide development and implementation of NDIS service improvements.

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This included collection and review of existing organisational data and documents and conducting individual and group consultation including facilitation of two workshops with staff. Population based analysis of supply and demand were key component, as well and financial modelling.

Health Q Consulting was engaged by Helping Hand (providing services to older South Australians, including residential care) to support the team to meet their strategic objectives, streamline processes and systems, and maintain financial sustainability.

Health Q facilitated a series of workshops to deliver key deliverables including: a process map outlining current internal, back-end processes associated with a residential care admission, a customer experience journey map based on customer, employee and next of kin insights, review of expected ROI and opportunity prioritisation, and a proposal outlining short, medium, and long-term strategies.

Health Q Consulting (Health Q) was appointed by the Rural Support Service (RSS) from SA Health to scope the viability of a clinical education and training model.

The clinical education and training model will strengthen allied and scientific health clinical placement opportunities and support development of the rural workforce training pipeline in South Australia. This project focussed on student placement supports, supervisor placement supports, and placement coordination and connection.

Health Q Consulting was engaged by Helping Hand to provide project management support to establish, monitor, report, govern and complete four aged care reform packages within specified project timeframes.

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This work assisted Helping Hand to successfully transition to a new funding model and achieve the desired star rating for all sites, as well as establish solid foundations to support continued compliance success.

Health Q Consulting (Health Q) was appointed by Central Adelaide Local Health Network (CALHN) Chief Data and Analytics Officer to develop a Stakeholder Engagement Strategy.

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The Business Intelligence and Performance Reporting Unit has a range of internal and external ‘customers’ and managing stakeholders and their relative data needs and priorities is a key challenge. Health Q Consulting sought feedback from a number of BIPR customers and developed a Stakeholder Engagement Strategy and action plan for implementation.

Action for People with Disability Inc (ACTION) appointed Health Q Consulting to assist in the-tender preparation, tender development and submission to the New South Wales state government under the new Disability Advocacy Futures Program (DAFP). This work involved facilitating the development of a strategic partnership (including governance arrangements), documenting the advocacy model and writing of the tender submission.

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On the 13 December 2021, the NSW Government announced that ACTION was successful it is bid to provide individual advocacy in Northern Sydney and Central Coast NSW.

Darren was engaged (as a subcontractor) to develop a governance model and framework for the reactivation and ongoing management of the Repat Health Precinct. The Precinct is the first of its kind in South Australia, where several public, private and non-government organisations come together to provide a continuum of clinical services.

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The project involved consultation, negotiation and leadership to develop a collaborative and partnership model for the governance of the health precinct that recognised the interests of SA Health, CALHN, NALHN, and SALHN.

The Australia MedicAlert Foundation appointed Health Q Consulting to define, develop and assist with the implementation of a new suite of KPI's that meet the Board's need for improved data and analytics with respect to MedicAlert's strategic and operational performance.

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The project developed a new reporting dashboard, informed by strategy mapping, that embedded the principles of the balanced-scorecard and behaviours of strategy-focused organisations. A key output was a protype dashboard that was handed over to the organisation (with appropriate training) for formal implementation.

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.

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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.

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”.

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

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.

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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.

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.

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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.

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

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.

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.

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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.

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.

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

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.

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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.

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.

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.

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.

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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.

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.

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.  

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.

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.  

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.

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.