03. Career Highlights - 1
I have frequently added value to my client’s and employer’s operations:
Winnipeg and London
I was asked to evaluate the productivity of Winnipeg’s metropolitan public hospital facilities. I proposed and was engaged to lead a team to develop a computer operated database tool which would enable the Health Services Commission to monitor and report on this issue on an ongoing basis. Based on this work Britain’s Health Department,engaged me to develop similar tools for Asset Strategic Planning for Britain’s Regional Health Authorities.
Mental Health and Aged Care Infrastructure Plans, Perth, Western Australia.
I was offered the role of project director for the development of a new psychiatric hospital to replace Swanbourne Hospital (principally a psychogeriatric hospital), Perth.
I proposed and was engaged as Project Director to prepare a state wide mental health service-infrastructure plan for the aged and companion strategies for adults, adolescents and children. The replacement of Swanbourne Hospital formed Stage 1 of the Plan.
The resultant strategy for a distributed infrastructure, integrated with the general health services was highly successful and significantly more cost effective than the existing systems in both capital and recurrent terms. Quality of care outcomes were very high. This work was used as a model for the Willesmere redployment in Melbourne...
Redevelopment costs were offset by the sale of high value properties vacated by the established institutions. Thus the cost of replacing Swanbourne and Sunset Hospitals was estimated at $23 million, the unencumbered market value of the Properties they occupied was estimated at $22 million.
Following this assignment, I was engaged to prepare service infrastructure plans for the aged, the metropolitan public hospital sector and BedPlan, a model for hospital service planning
Sydney
Competing against established consulting firms I assembled multi-professional teams and won tenders for the strategic planning of several major tertiary referral hospitals: St Vincents,; Prince Henry - Prince of Wales and Prince of Wales Children’s; Liverpool Hospital, Lidcombe-Bankstown Hospital Infrastructure Plan; Royal Prince Alfred Development Strategy and New Emergency Center; and several other projects.
I was also engaged for major projects by the Health Departments of Victoria and Queensland and invited to tender for projects in Adelaide
Lidcombe - Bankstown Hospital Infrastructure Strategy
Following the completion of the development plan for Liverpool Hospital, I was engaged to prepare a development strategy for Lidcombe Hospital in Sydney’s Middle West..
After comprehensive analysis of demand, supply, performance and the cost effectiveness of service delivery options it was clear that redeployment of the Hospitals services to other service providers would yield large benefits. The cost of redeployment was offset by selling the vacated land yielding some $32m. The benefits to the people of the region were very significant. This strategy released about $27 million annual recurrent expenditure for redeployment. The net redevelopment cost was approximately $36 million.
Royal Prince Alfred Hospital Development Strategy & Emergency Center and Heritage Forecourt
Following the successful development of Concord Hospitals Emergency Centre, I was engaged to upgrade Royal Prince Alfred Hospital’s Emergency Department within a budget of $1.5 million. This facility was wholly dysfunctional providing such a low quality of environment that I committed my energy to having the project upgraded. I generated and evaluated nine development options. This led the generation of a Hospital Development Strategy which guided development of the complex over twenty years. Strong quality, safety and cost-effectiveness analysis enabled NSW Health to increase the redevelopment budget for the relocation the Emergency Center to $8 million, and to invest in the redevelopment of the hospital’s forecourt which had not been upgraded in more than 100 years.