Workforce Strategy and Planning

Specialising in Health Service Management, Leadership and Clinical and Corporate Governance

Scott is currently a Senior Health Specialist at Telstra Health responsible for supporting the international ambitions of this new business unit and the promotion of health products and services outside of Telstra’s home market of Australia. In this role, Scott supports Telstra’s overall strategy of driving new growth, excellence in customer experience and providing world class technology offerings. Drawing on over fifteen years industry experience in the United Kingdom, Australian… Show more Scott is currently a Senior Health Specialist at Telstra Health responsible for supporting the international ambitions of this new business unit and the promotion of health products and services outside of Telstra’s home market of Australia. In this role, Scott supports Telstra’s overall strategy of driving new growth, excellence in customer experience and providing world class technology offerings. Drawing on over fifteen years industry experience in the United Kingdom, Australian and HK, Scott brings a clinical and operational management lens to the development and evaluation of opportunities, product development and partnerships. The role of Senior Health Specialist defines the strategy and execution plans across Telstra aspiring geographies. This includes identifying and developing key partnerships; geographical choice and approach to market entry; driving the growth of our existing international businesses; and expanding the geographic presence of our other assets in Australia. Show less

A highly diverse strategic and operational role encompassing leading the strategic development, in partnership with the Victorian Department of Health, of the corporate and service-line service plans within the broader context of system positioning. Supporting executive and operational leaders as an internal consultancy.Objectives include: strategic planning for services across all campuses; implementing improvement methodologies within corporate strategic planning; leading designated… Show more A highly diverse strategic and operational role encompassing leading the strategic development, in partnership with the Victorian Department of Health, of the corporate and service-line service plans within the broader context of system positioning. Supporting executive and operational leaders as an internal consultancy.Objectives include: strategic planning for services across all campuses; implementing improvement methodologies within corporate strategic planning; leading designated phases of the design and development for major capital projects including commissioning a new 128 bed facility, a new ICU and feasibility for next phase development. Show less

Working as a Div 1 Nurse across varied clinical areas at Alfred Health as part of transitioning from the UK to Australia.

The role had two distinct divisions, a corporate component covering organisation wide operations, the second provided strategic, operational and business management to the Medical and Emergency department directorates encompassing all medical, nursing and administrative staff with an operating budget exceeding £50MN. Working directly with chiefs of social care, directors and CEO's across the health and social care economy, to achieve key performance indicators. Influence and leadership were… Show more The role had two distinct divisions, a corporate component covering organisation wide operations, the second provided strategic, operational and business management to the Medical and Emergency department directorates encompassing all medical, nursing and administrative staff with an operating budget exceeding £50MN. Working directly with chiefs of social care, directors and CEO's across the health and social care economy, to achieve key performance indicators. Influence and leadership were large parts of the role, as the success required not only the cooperation and engagement of disparate departments but of multiple organisations beyond 'managerial control'. Key Objectives include: exceeded access targets in emergency and planned care, including delivering the lowest delayed transfer of care levels in London (NEAT and NEST equivalent); a partnership approach across the health and social care economy; developed the business and clinical case to redesign acute patient flows to improve the clinical outcomes, patient experience and organisational wide efficiency; strategic partnerships with private and third sector parties; and strong relationships with regional government and health authorities. Show less

Working with the Director of Business Improvement, this role managed the cost reduction and clinical efficacy/ effectiveness programs. As the organisation was in ' special measures' twice weekly briefing of the executive and more regular meetings with the chief nurse and chief operating officer were needed. A key and enduring achievement in this role was the creation of an acuity and dependency tool to map nursing hours used against those needed to perforce manage nursing units. This… Show more Working with the Director of Business Improvement, this role managed the cost reduction and clinical efficacy/ effectiveness programs. As the organisation was in ' special measures' twice weekly briefing of the executive and more regular meetings with the chief nurse and chief operating officer were needed. A key and enduring achievement in this role was the creation of an acuity and dependency tool to map nursing hours used against those needed to perforce manage nursing units. This role also contract managed teams of external consultants and representing the organisation outwardly with the executive. Show less

Fixed term secondment