System wide transformation | Public health district, NSW

Context
AHSG has partnered with Southern NSW Local Health District since 2021 across an 11 hospital, 3,000 staff system. The engagement combines organisation wide leadership and culture transformation with strategic, operational, financial, executive and major infrastructure advisory.

Selected outcomes

• Employee survey participation increased from 25% to 75%.
• Ethics and Values improved 23 points and Grievance Handling 34 points.
• The District moved from the bottom of the State to the midpoint of NSW LHDs for engagement.
• Patient experience remained above the NSW State target, with access performance in the top group across NSW.
• More than 340 leaders have participated in structured leadership development pathways.

Rapid organisational turnaround | Public health district, NSW

Context
AHSG partnered with Western NSW LHD across a geographically dispersed system covering 250,000 square kilometres, more than 6,000 staff, 63 community health centres and 38 inpatient facilities. The work combined strategic and operational advisory with organisation wide culture and performance improvement.

Selected outcomes

• Moved from the NSW Ministry’s highest performance watch category to zero watch within 18 months.
• Dubbo Health Service improved ED performance by 15%.
• Complaints reduced 38% and falls reduced 32%.
• Financial performance recorded a 99% turnaround.
• The District received major NSW Health quality and innovation awards.

Culture, leadership and performance transformation | Public health system, Tasmania

Context
Following the separation of Tasmania’s North and North West regions, AHSG commenced the Excellence Together partnership with Hospitals North in 2022. The work addressed leadership capability, governance, culture, accountability and organisational performance during a period of significant system change.

Selected outcomes

• CARE values developed with Hospitals North were subsequently adopted across the Tasmanian Health Service.
• Behaviours were co-developed with more than 600 staff.
• ACHS Accreditation achieved at Launceston General Hospital and Primary Health, with surveyors specifically recognising Excellence Together.
• Staff speaking up for patient safety improved from 80% to 84%.
• Sustainability capability has been transferred to internal teams.

Building culture, confidence and accountability | Public health system, Tasmania

Context
AHSG commenced the Our People Our Place Our Purpose partnership following a formal cultural baseline in which every dimension was below international benchmarks and confidence that change would succeed was only 21.57/100.

Selected outcomes

• CARE values and behaviours co-developed with more than 800 staff.
• Consumer experience improved 10% across the service.
• Staff reporting that their manager is trustworthy increased from 62% to 71%.
• Staff speaking up to authority increased from 61% to 67%.
• Quality and safety measures improved to peer group level.
• Sustainability planning and internal capability transfer completed.

Leadership led transformation and sustained performance | Community health, Victoria

Context
AHSG has supported DPV Health, Victoria’s largest community health provider, through a sustained leadership and organisational performance partnership during significant organisational growth and the COVID response.

Selected outcomes

• Employee turnover reduced to 3.8% against an industry average of 8.2%.
• Employee engagement reached 92% positive.
• Client experience reached 88%, with an NPS of 67.
• Revenue increased 66% over four years.
• Organisational equity increased 42%.
• Allied health clients increased 18%.

Leadership, culture and workforce engagement | Regional public health, Victoria

Context
AHSG has partnered with South West Healthcare since 2023, combining Evidence Based Leadership with leadership development and workforce engagement initiatives focused on capability, culture, communication, accountability and collaboration.

Selected outcomes

• Highest People Matter Survey participation achieved to date at 60.5%.
• Engagement reached 75% against a 66% comparator.
• Manager leadership reached 85% against 77%.
• Collaboration reached 95% against 90%.
• Wellbeing reached 67% against 56%.
• Intention to stay reached 95%.

Patient and staff experience improvement across 20 hospitals | NSW

Context
Following a competitive tender, Studer Group Australasia delivered the Improving the Patient and Staff Experience Program across 20 metropolitan, regional and rural hospitals. The program built on an earlier four Emergency Department pilot and represented a major Australian deployment of Evidence Based Leadership.

Selected outcomes

• 72% of managers reported increased staff satisfaction.
• Statistically significant improvements were recorded in teamwork, clinical communication, efficiency and engagement.
• Eight of ten Phase 1 hospitals demonstrated measurable improvement in overall patient experience.
• 19,432 patient experience responses informed the independent evaluation.
• Outcomes were independently evaluated by Ernst & Young and UTS.

Organisation wide change and leadership development | Private health, NSW

Context
AHSG delivered a 16 month organisation wide change management and leadership development program spanning leadership assessment, employee engagement, strategic and management advice, business development, financial analysis, clinical review and medical practitioner engagement.

Selected outcomes

• Significant improvement in financial performance.
• Improved medical practitioner relationships.
• A more growth oriented business established.
• Leadership development implemented across organisational levels.
• Board and National Office engagement incorporated into the improvement program.

Financial turnaround, executive advisory and culture | Regional public health, Victoria

Context
AHSG undertook three distinct engagements with Northeast Health Wangaratta over an extended period, combining executive onboarding and mentoring, financial turnaround, organisational structure advice and Evidence Based Leadership.

Selected outcomes

• Financial turnaround strategy developed and implemented.
• New Chief Executive supported through executive onboarding and mentoring.
• Organisational structure and potential service mergers reviewed.
• The Chief Executive reported significant improvement across all KPIs following implementation of the Studer program.

Operational transformation and executive support | Public/private health, ACT

Context
AHSG supported the Chief Executive to lead organisational change across the hospital and related health services, integrating operational improvement with leadership development and management of complex government relationships.

Selected outcomes

• Process and performance management systems reviewed and strengthened.
• Customer satisfaction strategies developed.
• Leadership and management capability strengthened.
• Government and contractual relationships supported.
• Organisational objectives progressed at both site and national levels.

Organisation design and operational planning | Public health, NSW

Context
AHSG supported one of Australia’s major specialist paediatric networks with strategic and organisational work spanning structure, operational planning and clinical support services.

Selected outcomes

• Organisational restructure undertaken.
• Network Operational Plan developed.
• Pharmacy services reviewed.
• Work supported alignment between organisational structure, planning and service delivery.

Board, CEO and organisational performance advisory | Public health, NSW

Context
AHSG has undertaken separate advisory engagements with Central Coast LHD addressing financial performance, organisational structure, executive governance and service performance.

Selected outcomes

• Financial and organisational structure review completed.
• CEO, Board and executive advisory provided.
• Outpatient services reviewed.
• Financial and work hours performance examined with structural advice provided.

Strategy, community engagement and Board alignment | Rural health, Victoria

Context
AHSG worked with Kerang District Health to develop its new Strategic Plan through structured Board, executive, stakeholder and community engagement.

Selected outcomes

• New organisational Strategic Plan developed.
• Community perspectives incorporated into strategy development.
• Board engagement used to establish strategic direction and priorities.
• A clear framework established to guide future organisational planning and execution.

Strategy, culture and financial improvement | Rural health, Victoria

Context
AHSG’s work with Beaufort and Skipton Health Service has included strategic planning and organisation wide performance improvement within a small rural health service environment.

Selected outcomes

• Financial surplus improved by 164%.
• Employee engagement improved by 29%.
• Strategic Plan 2023–2028 developed with executive and Board involvement.
• Demonstrated the application of integrated leadership and performance improvement in a smaller rural service.

Governance and operational turnaround | Rural health, Victoria

Context
AHSG supported Corryong Health through a broad organisational turnaround addressing governance and operational performance across multiple dimensions of the service.

Selected outcomes

• Governance and operational turnaround undertaken.
• Clinical performance addressed.
• Accreditation readiness and performance supported.
• Financial performance and communications included within the improvement program.

Financial and operational turnaround | Public health

Context
AHSG supported a large regional healthcare network with more than 7,500 staff and over 35 service locations facing persistent financial deficits, access pressures, workforce challenges and quality and safety performance below benchmark.

Selected outcomes

• Operating deficit reduced by more than $40 million within two years.
• Surgery cancellations reduced 61% and mental health ED length of stay 83%.
• Average length of stay reduced by 0.5 days, releasing 12,000 bed days annually.
• Overtime reduced 18%.
• Bloodstream infections reduced 45%.
• Complaints reduced 31%, while compliments increased tenfold.

Financial sustainability and organisational performance | Rural health, Victoria

Context
AHSG supported Gippsland Southern Health Service through an integrated performance improvement program encompassing financial sustainability, leadership, engagement and organisational quality.

Selected outcomes

• A $1.35 million deficit moved to breakeven within 2.5 years.
• Employee engagement improved by 9 points.
• Accreditation achieved.
• Demonstrated sustained improvement across financial and organisational performance.

Financial and organisational improvement | Regional health and aged care, Victoria

Context
AHSG supported Macedon Ranges Health through an organisation wide improvement program spanning leadership, performance and organisational sustainability.

Selected outcomes

• Financial surplus improved by 450% within 2.5 years.
• Accreditation achieved.
• Organisational performance recognised through LASA awards.
• Demonstrated measurable financial improvement alongside broader organisational development.

Successful major hospital PPP bid | Perth, WA

Context
AHSG was part of the successful bid team for the privatisation of Swan District Hospital and its relocation and redevelopment under a public private partnership model.

Selected outcomes

• Successful PPP bid secured.
• Development established the new Midland Health Campus.
• AHSG contributed strategic and operational expertise to the creation, design, construction and operating model for the new hospital.
• Engagement demonstrated major hospital development capability grounded in direct PPP operating experience.

Major hospital PPP bid | Capital development

Context
AHSG acted as lead strategic and principal project advisor for a major public private partnership bid involving a proposed new 450 bed hospital valued at more than $450 million.

Selected outcomes

• Led strategic and principal project advisory for the bid.
• Supported Board level decision making and bid strategy.
• Advised on financing, funding, operations and staffing.
• Developed service modelling and delivery requirements for a major new hospital.

Hospital development from feasibility to operation | NSW

Context
AHSG provided Project Director leadership for the full development of a new private hospital through a $65 million capital project.

Selected outcomes

• Financial, market and operational feasibility completed.
• Funding, corporate and legal structures developed.
• Health planning and design supported.
• Medical practitioner and service provider negotiations undertaken.
• Project progressed through development, commissioning and operation.

Major public hospital development advisory | NSW

Context
As part of its broader Southern NSW LHD partnership, AHSG has provided advisory and project support for the development of the new $300 million Eurobodalla Regional Hospital.

Selected outcomes

• Functional Integrated Study and Business Case supported.
• Financial modelling undertaken.
• Design aspects and project development supported.
• Political strategy and NSW Ministry of Health funding processes advised.
• Major infrastructure work integrated with the broader District strategy and performance agenda.

PPP and redevelopment review | Metropolitan public health, NSW

Context
AHSG provided advisory support associated with a major metropolitan health service redevelopment and public private partnership arrangements.

Selected outcomes

• Existing PPP arrangements reviewed.
• Financial impact of redevelopment on hospital operations evaluated.
• Activity Based Funding implementation supported.
• Culture and accountability systems reviewed.
• Senior executives mentored through the change environment.

Senior leadership capability at scale | Public health, Victoria

Context
AHSG has worked with Western Health over multiple years to build senior leadership capability through Stepping Into Senior Leadership, aligned to Western Health’s broader workforce strategy and organisational priorities.

Selected outcomes

• Western Health Leadership Capability Framework co-designed.
• Multiple leadership cohorts delivered over four years and continuing.
• Seven month program combines leadership sessions with practical skills based learning.
• Leadership development linked directly to organisational priorities and workforce strategy.
• Additional data analytics capability developed through the Information to Impact Master Class series.

Building an internal senior leadership pipeline | Public health

Context
AHSG designed a nine month blended leadership program for a rapidly expanding public healthcare organisation with more than 12,000 employees, combining intensive learning, peer groups, coaching, psychometrics and action learning projects.

Selected outcomes

• More than 35% of participants promoted into senior leadership roles within two years.
• Reliance on external recruitment reduced.
• Action learning projects generated service improvements each year.
• Program embedded as an ongoing annual leadership pipeline.

Access, patient flow and operational improvement | Public hospital, NSW

Context
AHSG provided senior project leadership, working with Accenture, on a broad operational improvement engagement at St George Hospital.

Selected outcomes

• Access block and patient flow examined.
• Bed configuration reviewed.
• Surgical throughput and process improvement addressed.
• Nurse skill mix and resource management incorporated into the redesign.
• Work integrated clinical operations, workforce and capacity rather than treating them as separate issues.

Patient flow, service configuration and executive advisory | NSW

Context
AHSG has undertaken multiple assignments across Nepean Blue Mountains LHD addressing organisational configuration, patient flow, clinical services and executive leadership.

Selected outcomes

• Hospitals Network development supported.
• Clinical service streaming reviewed.
• Project Touchpoint addressed Emergency Department access and patient flow across the District.
• Executive mentoring provided as a separate advisory stream.

Operational improvement and executive leadership | Regional public health, NSW

Context
AHSG’s work across Murrumbidgee LHD has combined operational and financial advisory with senior executive leadership support.

Selected outcomes

• Budget development supported.
• Bed management and Emergency Department flow reviewed.
• Surgical contracting addressed.
• Leadership development undertaken.
• Locum General Manager leadership provided across Wagga Wagga and Griffith health services.

Six year performance partnership | Private hospital, Queensland

Context
AHSG and Studer Group partnered with Friendly Society Private Hospital over six years, supporting sustained organisational growth, leadership, culture, patient experience and performance.

Selected outcomes

• Patients treated increased 35%.
• Surgical procedures increased 64%.
• Revenue increased 52.5%.
• VMO satisfaction increased from 87% to 90.3%.
• Member experience reached 9.1/10.
• The hospital received multiple industry and Studer Group awards.

Living Values and sustained performance | Private hospital, Queensland

Context
Studer Group supported St Andrew’s War Memorial Hospital, a 240 bed, 14 theatre private hospital, through its Living Values program as part of a broader UnitingCare Health improvement agenda.

Selected outcomes

• UnitingCare Health became the first Australian healthcare group to achieve full ISO9001 certification in under 12 months.
• Staff turnover reduced from 13.63% to 7.29% annualised.
• Falls reduced by more than 35% through hourly rounding and the improvement was sustained over 12 months.
• Accountability disciplines were embedded across management.

National strategy and performance advisory | Private health, Australia

Context
AHSG has undertaken national advisory work with St John of God Health Care across organisational performance, strategy, supply chain, productivity and Aboriginal health.

Selected outcomes

• Business improvement and benchmarking undertaken nationally.
• Productivity Target Review completed across Group hospitals.
• Supply Chain and Logistics reviewed.
• National Aboriginal Health Strategy developed.
• Work extended from individual hospital engagements to national organisational priorities.

Evidence Based Leadership and clinical performance | Private health, Victoria

Context
Studer Group supported Epworth HealthCare with implementation of Evidence Based Leadership, with internal leadership capability developed to sustain the work.

Selected outcomes

• Evidence Based Leadership disciplines implemented.
• Internal program leadership established.
• Sustained improvements recorded in falls.
• Medication errors improved.
• Patient experience improved.

Leadership, engagement and client experience | Community health, Victoria

Context
AHSG partnered with West Gippsland Allied and Community Health through the LEAD Leaders program, applying leadership and organisational performance disciplines within a community health environment.

Selected outcomes

• Overall client experience reached 97%.
• 37 of 45 experience measures were above the Victorian State average.
• Employee engagement increased from 72% to 80%.
• Employee satisfaction increased from 76% to 89%.
• Accountability increased from 87% to 95%.
• Australian Organisational Excellence Award received in 2020.

Growth, leadership and organisational performance | Disability services, Victoria

Context
AHSG has supported Windarring, an NDIS provider across Macedon Ranges, Mount Alexander and Greater Bendigo, through leadership development alongside strategic, business development and operational advisory.

Selected outcomes

• Revenue grew from $5.2 million to a projected $9.8 million, an 87% increase.
• Client numbers increased approximately 35%.
• Employee engagement reached 85%.
• Leadership development progressed to a second cohort.
• Studer Group Organisational Excellence Award received in 2023.

Aged care reform and capability building | Aged care

Context
AHSG supported Uniting NSW/ACT to prepare its services and workforce for major national aged care reforms and associated changes to models of care.

Selected outcomes

• Comprehensive learning and education program developed.
• Capability building aligned with the 2025 national aged care reforms.
• Model of care changes supported across services.
• Vibrant Living Program learning and education resources developed.

Statewide workforce and rostering reform | Tasmania

Context
AHSG has worked at system level with the Tasmanian Department of Health on workforce, rostering and models of care reform across regional health services.

Selected outcomes

• Statewide rostering practices reviewed.
• Reform implementation supported across Regional CEOs and services.
• Models of care incorporated into implementation activity.
• Work connected system policy and reform objectives with practical regional implementation.

National health consulting and advisory | Australian Government

Context
AHSG has provided national consulting and advisory services to the Australian Department of Defence Joint Health Support Agency, extending the firm’s experience beyond conventional hospital and health service environments.

Selected outcomes

• National level health advisory services provided.
• Work demonstrated application of healthcare strategy and advisory capability within a complex Commonwealth environment.
• Engagement forms part of AHSG’s broader government and system level portfolio.

National Aboriginal Health Strategy | Australia

Context
AHSG supported St John of God Health Care in developing a National Aboriginal Health Strategy, requiring engagement beyond conventional organisational planning and into national policy, community and stakeholder considerations.

Selected outcomes

• National Aboriginal Health Strategy developed.
• Engagement included negotiations with Aboriginal Elders.
• Strategy formed part of broader national advisory work with the Group.
• Demonstrated AHSG’s capacity to work across organisational, community and policy interfaces.

Supply chain and high cost resource review | Government health, ACT

Context
AHSG undertook a system level review for ACT Health focused on supply chain performance and management of high volume and high cost healthcare resources.

Selected outcomes

• Supply chain arrangements reviewed.
• High volume and high cost items examined.
• Prosthetic management specifically assessed.
• Work provided an evidence base for improving resource and supply chain management.

Shared services across five regional health services | Victoria

Context
AHSG worked across five health services in Victoria’s Hume Region to examine opportunities for shared service development across independent regional and rural organisations.

Selected outcomes

• Five separate health services brought into a common regional review.
• Shared service opportunities developed across organisational boundaries.
• Work addressed efficiency and service sustainability at a regional rather than individual organisation level.
• Demonstrated AHSG’s experience working collaboratively across multiple rural health services.