A financial analysis of additional and earlier allied health input, across seven days, in orthogeriatric, stroke and rehabilitation services.

Amy Ross1, Catherine Turnbull2, Gill Norrington3, Karen Grimmer4, Asterie Twizeyemariya4

1Office for Professional Leadership, Allied and Scientific Health Office, Department for Health and Ageing, South Australia, Level 5, Citi Centre Building, 11 Hindmarsh Square, Adelaide  SA, 5000. amy.ross2@sa.gov.au

2Office for Professional Leadership, Allied and Scientific Health Office, Department for Health and Ageing, South Australia, Level 5, Citi Centre Building, 11 Hindmarsh Square, Adelaide  SA 5000. catherine.turnbull2@sa.gov.au

3 People and Culture, Department for Health and Ageing, South Australia, Level 7, Citi Centre Building, 11 Hindmarsh Square, Adelaide  SA  5000. gill.norrington@sa.gov.au

4International Centre for Allied Health Evidence, P4-18C, UniSA City East Campus, North Terrace, Adelaide SA 5000. Phone: (08) 8302 2769 / 0417 841 184.


SA Health is undergoing transformation, with new evidence-based models of care being developed to ensure consistent, quality care is provided in the future. Based on evidence on the benefit of allied health service provision across seven days in the acute and sub-acute setting, allied health resource requirements and the cost benefit ratio to deliver new models of care are being considered.


The project aimed to undertake a financial analysis on the cost and benefit of additional and earlier allied health input across seven days, in the acute setting, for allied health professions of dietetics and nutrition, occupational therapy, physiotherapy, podiatry, psychology, social work and speech pathology, for orthogeriatric, stroke and rehabilitation (general inpatient) services.


An algorithm was developed to determine the potential length of stay (LOS) day savings associated with additional allied health input across seven days to deliver the new models of care. This was based on a systematic review (37 articles) undertaken by the International Centre for Allied Health Evidence to identify the outcomes of early and/or intensive allied health care therapy/rehabilitation on length of acute and sub-acute hospital stay, and patient function. A benefit cost ratio was calculated based on the additional cost requirements and resultant estimated LOS day savings achieved.


The financial analysis estimated that through additional and earlier allied health input across seven days to support patient recovery, prevent patient deterioration and facilitate earlier discharge, a combined benefit cost ratio of 2.52 may be achieved.


Continued patient recovery and prevention of any deterioration will ensure timely or earlier discharge. Allied health can contribute significantly to this goal, if correctly resourced allied health services are available to the right patients at the right time. The additional benefit is the financial contribution allied health can make though effective and efficient service delivery resulting in $2.52 savings for every $1 invested into allied health


Full reference list available on request.



NDIS – In rural and remote areas

Anne Skordis

General Manager, Scheme Transition, for the National Disability Insurance Agency (NDIA)

Outlining how the NDIS will meet the needs of people with disability in rural and remote areas, particularly how the NDIS will overcome the barriers and challenges identified in rural and remote trial sites.

Role of allied health in the changing primary health care landscape

Natasha’s address will focus on the role of allied health in primary care reform in Australia. This will include an update on work undertaken to date and current priorities for Primary Health Networks (PHNs), early work on the development of Health Care Homes and how the allied health sector can best position itself to participate in these new operating arrangements.  Natasha will also include personal insights from her recent visits to PHNs in rural and remote areas across Australia.

Are you REALLY marketing your business?

Daniela Hongell

Marketing, PR, Strategy – Hongell&me

Many businesses fall into the trap of thinking that is they’re advertising, have a Facebook page and a website, then they are actively marketing their business.  Successful businesses recognise that marketing is so much more.  They understand that marketing plays a key role delivering satisfaction to customers through strategy, planning and communication.  Gain a grasp of the basics of marketing with Daniela Hongell, a specialist marketing practitioner who has worked in the field for over 20 years, and now operates her own boutique consultancy, hongell&me.



Daniela launched hongell&me in 2012 and has never looked back.

A specialist marketing practitioner for over 20 years in the Barossa Valley and interstate, Daniela offers bright business ideas to SMEs and organisations looking to establish or grow through powerful marketing and communications strategies.

Starting her career as an advertising copywriter for radio and TV, Daniela progressed into the wine industry as a graduate management trainee, and then managed the brand communications for Australia’s largest selling wine exported to the UK.  Moving to the Barossa Valley with her winemaker husband in 1998 and in between having three children, Daniela worked as a senior wine marketing consultant, a lecturer in strategic marketing and management, and a business development manager.

Helping businesses with a positive and practical approach to marketing, Daniela is a lateral thinker and a creative problem solver.  She enjoys building relationships with her clients and taking a personal approach to their business solutions.

Participating in the Barossa Future Leaders Program, Barossa B2B Program and Transforming Business Conference, Daniela contributes back to her community.

When she’s not driving her children across the Barossa for their school, sports and music activities, Daniela can be found tucked into the corner of the couch, enjoying her iPad, favourite Netflix series, design magazine and freshly made G&T; each at the same time.

Daniela is a graduate of the University of Canberra with a BA in Communications.

Partnering with consumers – how do you know it’s working?

Debra Kay PSM

Health services should maximise health and economic outcomes. Research says health professionals should partner with consumers to do this; policy and regulation say we must; and practitioners would say that’s what they do every day. This presentation will provide a snapshot of evidence-informed partnering with consumers in health service planning and in everyday practice. It will give some practical ideas for partnering with consumers to find out how what we are doing is working for them.

That IKEA talk. A model for radical innovation in health service design

Bronwyn Venning

Country Health SA, PO Box 270 Angaston, SA 5353, bronwyn.venning@health.sa.gov.au

What could possibly be learned about health service provision from an iconic global furniture business?

With IKEA’s vision “To create a better everyday life for the many people” this sentence could comfortably sit on the wall of any health service.

When it comes to embracing change and innovation to enable cost efficiency and leading edge renewal; perhaps IKEA’s core values and approach to design can inform health economic arguments and prepare allied health services for the world of pricing policies, and consumer directed care.

Features such as customer empowerment, goal-oriented service provision and attention to literacy needs are classic of the IKEA approach which provides enablers to enhance the service user experience. Do our organisations enable or are our systems built with barriers?

An investment in human resources is at the heart of the IKEA business model. Investing in our allied health workforce is essential to future comprehensive and affordable health services for our communities. How can IKEA inform our way forward?

With consumer partnerships emerging as an essential part of building safe and high quality future health care, IKEA are the masters of “social listening”, placing value on ethnological research and telling the story of the solution back to the consumer in a tangible, accessible and aspirational way.

This presentation looks at a model for radical efficiency in health care and the possibility to change our workplace climates from the pressures of ‘more for less’ to ‘different, better and lower cost’.  We will focus on the elements of IKEA’s business model that could be worth emulating in a sector in need of some radical innovation and fresh lösningar (solutions). Allen keys optional.


Bron Venning graduated from Podiatry at UniSA in 1997 and is currently the CEO of her own life; a role for which she feels horribly underqualified.

After about 14 years of Podiatry in Country Health SA Local Health Network, a series of happy accidents saw her move into community development and then community engagement – fields that she is most passionate about. She maintains that the best and most important things she has learned have not been in a formal learning institution.

In her workplace, Bron is renowned for thinking in different ways, saying “yes” to almost everything and drinking way too much coffee.  She believes in people, she believes in creativity and she believes in leaving the world better than she found it.

Her views are best described by two great men:
Walt Disney with “you can dream, create, design and build the most wonderful place in the world but it takes people to make the dream a reality” and Martin Luther King Jr with “Human salvation lies in the hands of the creatively maladjusted”

Bishops Address: Relevance Resilience Resolve

Rob Curry and Robyn Adams

Drawing on reflections of long standing SARRAH members we will present perspectives on the raison d’ệtre of SARRAH, the achievements and the challenges since its formation in 1995. Our past and present leaders have articulated their reasons for first joining SARRAH. Collectively their views provide a useful touchstone for considering ongoing relevance to issues and challenges in 2016 and beyond. As a self-described grass roots organisation, member perspectives and activity are fundamental. We will draw upon conversations on resilience to provide a context for active engagement and developing creative responses to current and emerging opportunities. Often considered an intractable problem, improving health and access to health services in rural and remote areas takes resolve.
Are we up to it?

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