Providing financial, commercial, and workforce advice for the QLD Satellite Hospital Program
Providing financial, commercial, and workforce advice for the QLD Satellite Hospital Program
Client: Queensland Health and the four SEQ HHS (Metro South HHS, Metro North HHS, West Moreton HHS, and Gold Coast HHS)
Project name: Satellite Hospital Program
Project description
The Queensland Government is now delivering seven satellite hospitals across South-East Queensland with the aim of taking pressure off emergency departments and to provide non-acute services closer to the patient’s home. These facilities are located across four of the SEQ Hospital and Health Services (HHS). Queensland Health led the preparation of a detailed business case, with input sought from each of the HHS.
BDO's role
BDO was engaged as the financial, commercial, and workforce adviser to the project. As part of the engagement, BDO:
- Working with the Queensland Health and HHSs to prepare activity projections for anticipated service delivery and casemix at each of the sites, across emergency care, inpatient, outpatient, and community services
- Developed activity linked workforce projections and operations cost projections, to quantify the future operations for each of the proposed facilities
- Conducted a workforce analysis to determine the future workforce in alignment with relevant models of care required for each facility
- Developed a risk-adjusted financial model to combine capital and operating project cash flows with capability to assess sensitivities and alternate scenarios, and probabilistic risk modelling
- Conducted affordability analysis to determine the initial and ongoing funding requirements, and the potential funding sources for the project overall as well as for each facility and HHS
- Delivered cost-benefit modelling and detailed economic analysis for the program.
Project outcomes
BDO acted on behalf of the Department of Health, and effectively engaged with a range of key stakeholders. This included various teams within the department (capital assets, health purchasing, service planning), the 4 HHS, and an array of technical advisers.
We effectively managed this process, ensuring that interfaces worked well and that all stakeholders were coordinated, kept appraised, and satisfied. For the 4 HHS, we were able to flexibly adapt our scope and approach to lighten their loads. This enabled them to focus their efforts on other projects, while knowing that BDO were progressing their satellite hospitals and advocating for their service needs.