Generating Value in Public Health for Queensland - AssetFuture (2023)

Executive Summary

Ageing infrastructure, complex operating environments and shifting demographics, combined with constrained funding, all represent Asset Management and planning challenges for health administrators. Optimising assets by minimising downtime increases performance and mitigates risk for healthcare workers and patients alike.

Making better use of assets by improving the strategic focus of asset management planning across state agencies was identified in the State Infrastructure Plan (SIP), which outlined that the state ‘will improve the use of Queensland’s public assets by rolling out Strategic Asset Management Plans’ (SAMPs). The Queensland Government’s Agency Planning Requirements provides agencies with these are mandatory strategic and operational planning requirements, and from 1 July 2020 agencies will be required to report on SAMPs.

To get better insight and develop more effective SAMPs, many organisations are turning to Asset Intelligence. Combining data and technology to generate a clear view of assets, Asset Intelligence enables evidence-based decision-making to balance cost, risk and performance to determine the prioritisation of investment.

In this paper we’ll look at the specific challenges and opportunities for QLD Health Facilities, and see how Asset Intelligence can help address them.

Summary of Requirements & AssetFuture Capability

Asset Management Policy RequirementAssetFuture Capability
Asset Management and Maintenance Standard:Annual creation of a Strategic Asset Management Plan and an Asset Management and Maintenance Plan each year.AssetFuture’s Asset Intelligence outputs are used for AMPs and SAMPs by its customers. Asset Register is a core part of the integrity of the platform. We use comprehensive hierarchy and best practice adhering to ISO55001 Standards.
Maintenance and Management Framework (MMF):Underpinning all activity, is a whole-of-life costing approach, cost, risk and performance are measured and reported. Using accurate and frequent condition ratings, criticality and risk measurements, allocation of maintenance budgets can be made.Using scenario-planning, and based on your maintenance strategy, you can measure and report on cost, risk and performance, including Facilities Condition Index for part or all of your portfolio. Minimise unplanned maintenance through preventative maintenance scheduling. Generate cost projections for your maintenance strategy 5 or 10+ years into the future. Live asset condition degradation models enable frequent condition ratings. Proprietary methodology for risk profiling for a given funding level: ACCRI – Asset Condition, Criticality and Risk Index
Backlog Maintenance Management Standard: Identification, management and risk analysis of backlog for fit-for-purpose and risk mitigation. Use of CMMS for works maintenance.Our unique approach derives a true reflection of your backlog as it considers your organisational drivers, current and desired asset conditions levels, utilisation and asset criticality. Data Integration into CMMS systems.
Policy Compliance & Disclosures:The implementation of procedures to manage asset information, and that asset management maturity is progressingAssetFuture’s reporting functionality supports procedures to manage asset information, and comply with all audit requirements. Asset Information and Intelligence supports organisations on the journey to ISO55000. Data integrity can be maintained through mobile applications for self-management of defects, issues or capital works.

Nationally, health infrastructure still faces lags in providing fit-for purpose facilities for modern health care. Ageing hospital assets, competing priorities for expenditure and a focus on service delivery over asset maintenance have contributed to the substantial backlogs.

Across all infrastructure sectors, there has historically been an underspend on preventative maintenance. A lack of data and inadequate reporting have contributed to a maintenance funding backlog.

The Queensland Audit Office estimated the state’s maintenance backlog in 2017-18 at $600 million, an increase of $276 million since 2012 despite the delivery of a remediation program over that period.

Addressing these challenges, the Department of Health’s Strategic Plans 2019 - 2023 has a clear vision of healthier Queenslanders, and to deliver quality services that are safe and responsive. The State Infrastructure Plan (SIP) supports these plans, and aims to make better use of public assets through a strategic focus and policy.

The SIP recognised that the biggest challenges and opportunities for QLD Health include:

  • Changing demographics, an ageing population, smaller households and increasing levels of obesity, chronic disease and mental health issues

  • Responding to changing needs and community expectations with an ageing asset portfolio

  • Constrained fiscal environments and competition for funds

  • Technological innovation to improve and transform healthcare

  • Deliver an adaptive infrastructure that flexibly responds to changing service needs.

Asset Management is defined as the “lifecycle management of physical assets to achieve stated outputs of the enterprise”. In this context, it is the combination of management, financial, engineering, risk, and asset information applied to physical assets. The objective is to provide short, medium and long-term considerations for the asset throughout its operating life, so that the required level of service is given and in the most cost-effective manner.

Alignment of use and condition of key assets to clinical needs is imperative, and an integrated approach to tracking and analysis of maintenance expenditure will be critical to ensure value for money across government.

The Queensland Government’s SIP consists of Strategy (updated every 5 years) and Program (updated annually). For healthcare infrastructure in 2019-2020, general funding was reported as $686M, a reduction from the previous years’ spend of $790M.

Making better use of assets by improving the strategic focus of asset management planning across state agencies was identified in the SIP, which outlined that the state ‘will improve the use of Queensland’s public assets by rolling out Strategic Asset Management Plans’ (SAMPs). The Queensland Government’s Agency Planning Requirements provides agencies with these are mandatory strategic and operational planning requirements, and from 1 July 2020 agencies will be required to report on SAMPs.

The SAMP framework and content incorporates many elements of the whole-of-government Total Asset Management Plans (TAMPs), and is guided by the Strategic Asset Management Planning Framework Guide developed by Aurecon and the Asset Institute (April 2018) and the ISO 55000 Asset Management System (AMS).

For Queensland Health, there are standards such as the Asset Management and Maintenance Standard, and the Backlog Maintenance Management Standard that are underpinned by the Maintenance Management Framework (MMF). There are requirements that Hospitals and Health Services need to comply with the adequate maintenance of assets, as specified by the Asset Management and Maintenance Standard, and that of the MMF.

Your requirements for QLD Government’s Asset Management Policy

Some of the key requirements of Hospitals and Health Services include:

  1. The development of an appropriate asset register that contains accurate and comprehensive information on the planned and current asset portfolio

  2. The development of Strategic Asset Management Plans and Asset Management Plans comprehensively documenting all lifecycle activities required to support services and the financial implication of these activities

  3. The implementation of procedures to manage asset information so it is comprehensive, accurate, up-to-date, and relevant to the effective management of the assets

  4. Recording accurate and up-to-date maintenance backlog information for all assets

  5. Monitor and review all maintenance performance, including Facilities Condition Index (FCI)

Building your Capabilities for the Future

Creating SAMPs for your facility may seem like a daunting prospect. There are high degrees of complexity and accountability - especially as we are managing expensive assets, with multiple layers of additional infrastructure to support medical specific procedures and practices.

There are trade-offs between cost, budget and outcomes that are inherently more complex than traditional commercial buildings and asset portfolios. There are major considerations for risk mitigation and management.

Generating Value in Public Health for Queensland - AssetFuture (2)

AssetFuture is a cloud-based Asset Intelligence tool that provides a highly data-driven means of forecasting operating and capital funding required to maintain health facilities and equipment to a predetermined condition and risk level.

Asset Intelligence is the merging of data and technology to give you a clear line-of-sight for the life cycle of your assets, balancing condition and risk in an environment where funding is constrained. This is especially important to health care providers struggling for sufficient funding to suit their needs and minimise the cost of maintaining facilities. This enables the ability for each organisation to continue to provide adequate services to the community.

Using powerful predictive modelling, Asset Intelligence provides you with insight to forecast cost and manage risks accurately, model scenarios and enable evidence-based decision making through lifecycle.

Asset Intelligence drives your facility’s asset strategy that is aligned with business drivers, ensuring a complete line-of-sight from executive management through to operational delivery. This information feeds directly into your AMP and your SAMP.

Generating Value in Public Health for Queensland - AssetFuture (3)

Asset Intelligence drives your facility’s asset strategy that is aligned with business drivers, ensuring a complete line-of-sight from executive management through to operational delivery. This information feeds directly into your AMP and your SAMP.

At the core of the AssetFuture Platform is a comprehensive Asset Register containing:

  • A unique identifier for each asset in the portfolio

  • A location identifier within the asset hierarchy as well as a geographical reference

  • The current condition of each asset

  • The criticality of each asset to achievement of the organisation’s objectives

  • Levels of service required for each asset based on its criticality

  • Activities required to maintain the asset over its lifecycle including to the determined level of service

  • The future financial, risk and condition implication of each of these activities.

Generating Value in Public Health for Queensland - AssetFuture (4)

Asset Management Plan

The AssetFuture Platform is used as a primary input source to the Asset Management Plan required by Government asset management frameworks. These Asset Management Plans optimise asset related outcomes based on stakeholder expectations and a given funding level by prioritising investment where it is most needed. This maximises patient outcomes as well as satisfaction levels with services provided.

Asset Information Management

AssetFuture also works with organisations to maximise the benefits associated with using the platform. This can include carrying out an Asset Information Management Maturity Assessment in order to identify process improvements to the way asset information is managed across the business. AssetFuture can then work with the organisation to develop an Asset Information Strategy which is essentially a road map of prioritised activities to carry out improvements identified during the assessment.

Monash Health

One of Monash Health’s primary assets is Moorabbin Hospital, Home of the Monash Cancer Centre. With a mature approach to data, and an up-to-date Asset Register, Moorabbin needed to ascertain any gaps in the data to ensure information was accurate, timely and relevant.


Data collection and validation completed incredibly fast and Monash Health has the right data to establish condition and associated costs for the future, giving a holistic view of the whole site. Additionally, AssetFuture’s visualisation tools has meant the team can communicate the value of Asset Intelligence to their wider teams easily.

Generating Value in Public Health for Queensland - AssetFuture (5)

Read the full case study

NSW Department of Education

AssetFuture helped deploy best practice technologies to undertake Life Cycle Costing (LCC) assessments, define current and future maintenance liability, and review functional fit-for-purpose. The result were used to identify budget requirements as well as prioritise investment.


The Department of Education has improved its ability to project current and future funding needs to prioritise investment decisions.

Using AssetFuture, a backlog of $449M was identified which increased the Treasury investment to nearly $1.3B.

In addition, the Department of Education and AssetFuture were finalists in the 2019 Prime Minister’s Award.

Generating Value in Public Health for Queensland - AssetFuture (6)

Read the Full Case Study


Department of State Development, Manufacturing, Infrastructure and Planning, Strategy for Social Infrastructure, 2019

Department of State Development, Manufacturing, Infrastructure and Planning, Strategic Asset Management Plan Framework, 2020

Infrastructure Australia, Australian Infrastructure Audit 2019, Social Infrastructure, Chapter 6.

Infrastructure Australia, Australian Infrastructure Audit 2019, An Assessment of Australia’s Future Infrastructure Needs

Infrastructure New South Wales, Building Momentum State Infrastructure Strategy 2018-2038

Queensland Government Department of State Development, Tourism and Innovation

Queensland Department of Health Standard, Asset Management and Maintenance, Corporate Services, Deputy Director-General, 2019

Queensland Department of Health, Strategic Plan 2019-2023, 2019

Queensland Department of Health, My health, Queensland’s future: Advancing health 2026, 2016

Queensland Department of Housing and Public Works, Strategic Asset Management Framework, 2017


What are the values of Queensland Health? ›

We have a culture of mutual respect, fair dealing, ethical behaviour and transparency while being accountable for our performance.

What is HHS in Qld health? ›

Public health services in Queensland are provided through 16 Hospital and Health Services (HHS) . These are statutory bodies, each governed by a Hospital and Health Board. Some public health services are also provided by private providers.

Does Queensland have good healthcare? ›

On many key measures, Queensland's health system ranks among the best in the world. However, like healthcare systems everywhere, it is facing significant challenges. Our population is ageing. A growing number of Queenslanders live with chronic disease.

What are the 3 core values of public health? ›

The core functions of Public Health include Assessment, Policy Development, and Assurance.

What are the 7 health care values? ›

These are the guiding principles that help to put the interests of the individual receiving care or support at the centre of everything we do. Examples include: individuality, independence, privacy, partnership, choice, dignity, respect and rights.

Who runs Qld health? ›

Queensland Health
Health system overview
Employees97,207 (2020–21)
Annual budgetA$22.24 billion (2021–22)
Minister responsibleYvette D'Ath, Minister for Health and Ambulance Services
Health system executivesJohn Wakefield, Director-General Dr John Gerrard, Chief Health Officer
7 more rows

What is a HSR Qld? ›

Health and safety representatives (HSRs) are a valuable link between employers and workers to improve work health and safety (WHS). WHS laws give HSRs functions, rights and powers to ensure that informed consultation is an integral part of WHS risk management.

Is QAS part of Qld health? ›

The QAS operates as a statewide service within Queensland Health, and is accountable for the delivery of pre-hospital ambulance response services, emergency and non-emergency pre-hospital patient care and transport services, inter-facility ambulance transport, casualty room services, and planning and coordination of ...

Which state in Australia has the best health care? ›

Sydney, NSW

They also place the highest priority on their wellness compared to the rest of Australia, with 70% of Sydneysiders stated that wellness is a high priority for them.

What state is number 1 in healthcare? ›

Hawaii is the top state for health care in the U.S. It has the best health outcomes in the country, with low preventable death (47 per 100,000 people), diabetes mortality and obesity rates.

Where is the safest place to live in Queensland? ›

Safest suburbs in Brisbane
  • 4170 Morningside, Cannon Hill, Norman Park and Seven Hills.
  • 4106 Rocklea.
  • 4111 Nathan.
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3 Oct 2022

What are some public health values? ›

In this topic we are looking at some of the values that underpin public health practice such as: equity, social justice, participation, efficiency, effectiveness, acceptability, affordability and accessibility.

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The public health approach involves defining and measuring the problem, determining the cause or risk factors for the problem, determining how to prevent or ameliorate the problem, and implementing effective strategies on a larger scale and evaluating the impact.

What are the 4 domains of public health? ›

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What are the 5 A's of healthcare? ›

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The economy is primarily built upon mining, agriculture, tourism and financial services. Queensland's main exports are coal, metals, meat and sugar.

Why is it called Ryans rule? ›

Ryan's Rule has been developed in response to the tragic death of Ryan Saunders, who died in 2007 from an undiagnosed Streptococcal infection, which led to Toxic Shock Syndrome.

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Powers and functions of a HSR

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Is HSR training mandatory in Qld? ›

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Attendance Variation and Allowance Claim (AVAC)

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What is the cleanest city in Australia? ›

Real-time Australia Cleanest city ranking
#cityUS AQI
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6 more rows
3 days ago

What state ranks lowest in healthcare? ›

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Which country has the best healthcare system 2022? ›

The Top 10 Healthcare Systems in the World 2022
  • South Korea. South Korea tops the list of best healthcare systems in the world. ...
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  • Denmark. ...
  • Austria. ...
  • Japan. ...
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What is the fastest growing town in Queensland? ›

With affordable housing and a family-friendly lifestyle, Ipswich is now Queensland's fastest growing city. Find out why the population is on the rise.

Where has the highest crime rate in Qld? ›

Queensland crime statistics by division
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Our values

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What are the 5 care values in health and social? ›

The Standards are built upon five principles; dignity and respect, compassion, be included, responsive care and support and wellbeing.

What are the values of health care? ›

The values
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What are some health values? ›

What Values Do I Live By? Health: By putting a value on your own health, whether that be physical, mental, or emotional, you are taking a step to putting yourself first. This means eating right, sleeping enough, exercising, and stay true to your own needs. It also means that you're making yourself a priority.

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The Four Values Framework: Fairness, Respect, Care and Honesty.

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An ideal high-value health care system features six key components: a clear, shared vision with the patient at the center; leadership and professionalism of health care workers; a robust IT infrastructure; broad access to care; and payment models that reward quality improvement over volume.

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The 6 c's of health and social care are a set of common values that should underpin the delivery of high-quality care and create consistency across the sector.
The 6C's categorised by the NHS are:
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The 6Cs of nursing are a mix of qualities that all nurses live by when working with service users – Care, Compassion, Competence, Communication, Courage, and Commitment.

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The 6Cs – care, compassion, courage, communication, commitment and competence – are the central set of values of the Compassion in Practice strategy, which was drawn up by NHS England Chief Nursing Officer Jane Cummings and launched in December 2012.

What are the five core values? ›

Five Core Values
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  • RESPONSIBILITY. Embrace opportunities to contribute. Learn more.
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  • SERVANT LEADERSHIP. Serve the common good. Learn more.

What are the 6 care values in health and social? ›

What are the 6 Cs in Health and Social Care?
  • Care.
  • Compassion.
  • Competence.
  • Communication.
  • Courage.
  • Commitment.

What are the 12 core values? ›

  • Citizenship: Contributing service and showing responsibility to local, state, and national communities.
  • Compassion: Being kind and considerate, and showing concern for the well-being of others.
  • Cooperation: ...
  • Courage: ...
  • Faith: ...
  • Health and Fitness: ...
  • Honesty: ...
  • Perseverance:

What are the 9 core values? ›

The First Tee emphasizes Nine Core Values: honesty, integrity, sportsmanship, respect, confidence, responsibility, perseverance, courtesy and judgment.

Why is health value important? ›

Health is important to live life to the fullest. When a person leads a healthy lifestyle, the body remains healthy and the mind is active and fresh. Living a healthy life would extend longevity and also regenerate the body and mind. Having good health is of core importance to human happiness.

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