Through our work with a Victorian Health service, we’ve seen these challenges firsthand. The learnings from this collaboration shaped a forecasting framework that is not only transparent and auditable but also provides CFOs with earlier sightlines into funding risk than traditional methods allow.
If your Power BI estate feels like a share-house fridge—everyone “borrows”, no one labels, and something questionable is growing at the back—you’re not alone.
Poor-quality HoNOS data is more than an annoying admin task; it dilutes clinical insight, wastes staff time and puts both funding and accreditation at risk. The upside? Every percentage-point lift in data quality returns dividends right across the health service.
Mental health care is rarely a straight line. From the client’s perspective, it often spans many months, sometimes years, across different services and care settings. For clinicians and case managers, maintaining continuity of care across this timeline, and being able to quickly and visually understand a client’s history at a glance can be incredibly challenging.
If you’re stepping into the world of Data Governance — or looking to strengthen your current approach — it can sometimes feel overwhelming. Where do you start? Which roles matter most? What artefacts do you actually need to manage and protect your data?
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Unlike traditional episode-based models where the care setting dictates structure, Phases of Care are driven by clinical assessments and care goals—not by whether someone is in a hospital bed, a residential facility, or engaged with a community team. That distinction introduces a layer of complexity that requires careful, contextual interpretation.
I know “data governance” sounds like a compliance buzzword, but in reality, it’s what gives your data meaning and credibility. It’s the difference between a report you trust and a report you question. It’s how you move from drowning in spreadsheets to actually making sense of what’s going on in your hospital.
Starting a data governance journey isn't about immediately diving into new technologies or hoping some software will instantly fix everything. Instead, I've learned it's far more effective to first put together a clear strategy and a structured framework. Let me share with you how I've tackled this important journey.
Over my years working closely with senior managers and executives across various healthcare sectors, including primary care, community health, mental health, hospitals, aged care, disability services, and health insurance, I've observed firsthand how deeply inefficiencies can affect operations, consuming valuable time and resources that could be better utilised.
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