Skip to main content

Author: danpoole

Mark Donato

Mark Donato, a visionary with extensive experience in pioneering primary healthcare solutions, spearheads our innovative approaches to general practice sustainability and growth.

Mark Donato is a seasoned executive with over three decades of experience in healthcare, membership organizations, and sports. He is widely respected for his proficiency in strategy, change management, innovation, and marketing.

Mark’s career history includes General Manager Victoria Better Medical, Head of Partnerships at Precedence Health Care, Director of Membership & Marketing at the Royal Australian & New Zealand College of Obstetricians & Gynaecologists, Director Medical Business Network, General Manager Membership & Marketing at the Royal Australian College of General Practitioners, CEO RACGP OXYGEN and CEO & Founder of Corporate Fitness.

Courtney Martin

Courtney is a property industry researcher with 15 years’ experience in acquisitions, analysing and reporting on various markets within Australia. She has used her skills in the healthcare, commercial, retail, child care, industrial, residential communities, hotels and leisure property sectors.

She has worked with leading companies including Stockland and LandMark White. To ensure clients make well informed decisions about their investment, Courtney provides property market information down to a local level. She holds Bachelor of Property Economics degree at University of Technology Sydney.

Altaf Shaikh

Altaf is a skilled architect with advanced degrees in Finance and Project Management. With over 22 years of experience, he has effectively managed and executed projects across the Middle-East, South-East Asia, and Australia. These projects span a wide range of sectors including retail, residential, mixed use, master-planning, retirement, and health.

Most of Altaf’s projects have been undertaken for long-term asset owners who are also the operators. This necessitates a distinct approach to design and implementation, considering that the long-term operation and maintenance costs significantly impact the financial viability of the companies involved. A successful project, in Altaf’s view, is one where end users are satisfied and continue to utilise the property, generating continuous income for the operator with minimal disruptions or high operational expenses. He has had the privilege of working on projects that incorporated cutting-edge technologies like offsite manufacturing of complete buildings and on-site assembly. These advancements have contributed to improved living conditions for occupants, reduced construction timeframes, and lower construction costs.

Additionally, Altaf has been actively engaged in property portfolio analysis to optimise their value, either through redevelopment for similar or different purposes, or through divestment. Some of these endeavours have required adept stakeholder management to achieve mutually beneficial outcomes. Notably, Altaf’s strong rapport with local consultant teams has played a pivotal role in the successful delivery of his projects.

Vincent Borg

Vincent Borg is the Senior Advisor for Health Project Services Hospital Division and has been a senior Executive in the private hospital industry for in excess of two decades.

He has a unique wealth of experience in a range of services as evidenced by senior roles in:

  • The “For profit” and “Not for Profit” sectors;
  • International operations;
  • Overseen operations in acute, mental health and rehabilitation services; and
  • Managed both greenfield and well-established major sites.

The aforementioned breadth of experience has enabled Vincent to develop a capability in a multitude of scenarios. Vincent is therefore able to develop strategic pathways given market conditions, the phase of the business cycle in which your service is placed and/or identification of rectification strategies.

Vincent has a proven capability in business development and top line growth and employment of strategies to achieve these business imperatives. He is also well-versed in implementing systems of work that enhance cost control. Vincent also has a strong track record with regards to organisational health, including Health and Safety and a positive cultural environment.

Key achievements through the course of his career include:

  • Significant turnaround in qualitative and quantitative performance at Epworth Eastern;
  • The successful establishment of two new mental health services, i.e. Victoria Clinic and Epworth Clinic;
  • Took the Epworth Rehabilitation Division from a culture of Blame to Success in consecutive employee engagement services;
  • Grew EBITDA at Knox Private Hospital by $7 million in year 1;
  • Improved LTIFR at Knox from in excess of 22 to <10 in two years

Martin Leonard

Martin is a chartered accountant and holds Institute of Chartered Accountants membership in England, Wales and Australia.

He has had various financial Management and control roles in service businesses in the UK and Hong Kong.

Since moving to Australia in 2005, he has held several senior roles in the health day hospitals sector including Finance and Administration Manager for the Queensland Eye Hospital and Executive Manager of Chermside Day Hospital. During his time at Chermside Day Hospital, he managed the turnaround of the hospital from loss making to profitable and managed the subsequent sale of the business to Cura Day Hospital group.

Martin managed the property trust that owned the Chermside Day Hospital property during his term with the hospital and for the four years post sale of the Hospital until the sale of the property.

Martin was a director and the treasurer of Day Hospitals Australia, the peak body for day hospitals in Australia from November 2012 until September 2019. More recently, Martin has been providing financial consulting services to a number of health-related entities ranging from advising on operational upgrade and staffing, financial forecasting and cash flow Management.

Martin is committed to providing honest, practical and pragmatic assistance to Health Project Services clients and providing financial and accounting support to the business as it expands and diversifies


  • Member Institute of Chartered Accountants in England and Wales
  • ember Institute of Chartered Accountants Australia and New Zealand

Dean Crozier

Dean Crozier is Managing Director of Health Project Services (HPS) and HPS Capital Partners (HSPCP) an investment and advisory group of companies focusing on offering business and operational management support for the day, short stay and private hospital and general practice operators. Our unique expertise is in helping our clients maximise the efficiencies and performance of their front-line operations.

Our core knowledge is advising on and driving related business and real estate investment strategies.

With over a decade of experience in the hospital and primary health sectors, Dean has advised on government and public sector projects and large and small private ventures. Before focusing on the health sector, Dean was a successful property developer and builder spanning two decades, delivering projects for prominent Australian entities, including Westpac, St. George, and Bendigo Bank, as well as companies such as Stockland, AMP, and Westfield.

Dean’s extensive experience has been well-informed in navigating the challenges of economic cycles and significant international events such as the Global Financial Crisis and COVID-19. His learnings have profoundly influenced the framework underpinning how HSPCP and HPS deliver high-quality and profitable business and development projects for their clients and investors, within structures that also focus on protecting the investment and operational risks of those choosing to back them.

HSPCP and HPS boast a wealth of experience in assembling exceptional teams tailored to each business and project they undertake. Their collective capabilities are evident in their proven track record of successfully executing a range of complex projects.

Key Changes to Australia’s Medicare Reforms

Significant changes have recently been announced to Medicare, aiming to improve healthcare access and sustainability across Australia. These reforms encompass increased subsidies, rebates to expand telehealth services and funding initiatives. This article will explore the key changes and their potential impact on practitioners, patients, and the overall health system.

  1. Enhanced Medicare Subsidies: Under the new reforms, children and concession card holders in metropolitan areas bulk billed by a GP will receive a Medicare subsidy of $60.40, compared to the current standard rebate of  $39.75. In regional areas, this subsidy will increase to $71.15, and in the most remote areas, it will extend to $79.40. This change ensures that vulnerable populations have improved access to affordable healthcare services.
  2. Increased Medicare Rebates: To provide fair compensation for medical services, Medicare rebates will be increased twice in 2023. By the end of the year, the current level B MBS item will be raised from $39.75 to $41.40. This adjustment acknowledges the value of healthcare services and supports practitioners in delivering quality care.
  3. New MBS Items and Incentives: A new MBS item, Level E, will be introduced, offering a rebate of $183.66 for 60-minute consultations. This rebate will further increase to $205 when incentives for children and pensioners are added. These measures aim to address the complex healthcare needs of patients and encourage comprehensive care practices.
  4. Workforce Incentive Program (WIP) Boost: The Workforce Incentive Program (WIP) will receive an increase to $130,000, aiming to attract and retain healthcare professionals in regional and rural areas. This funding boost ensures that patients in underserviced regions have access to quality healthcare services.
  5. Extended Telehealth Consultations: The new MyMedicare system, will allow patients to register with their doctor, not only supporting continuity of care but also unlocking extra benefits such as longer telehealth sessions. In an effort to adapt to the growing demand for telehealth services, the reforms include longer GP telehealth consultations. This change provides patients with convenient access to healthcare professionals, especially in cases where in-person visits are challenging.
  6. Funding Packages for General Practices: To address the needs of patients who frequently utilise hospital services, new funding packages will be provided to general practices. These packages enable practices to offer comprehensive care, reducing the burden on hospitals and improving patient outcomes.
  7. Focus on Wound Care: Eligible Patients (over the age of 65 and the age of 50 years for first nations individuals) with diabetes and chronic wounds will benefit from dedicated attention to wound care. The reforms will allocate $47.8 million to the Chronic Wound Consumables Scheme, which offers subsidised wound care materials to eligible individuals. The scheme will reduce complications and hospital admissions associated with chronic wounds, through funding education and training. My Health Record will become more integrated within this scheme to support data sharing and resulting in better coordination of care, reducing the duplication of services and saving costs.
  8. Strengthening the Rural Workforce:  The reform will boost the current workforce shortage in regional and rural regions through scholarships and funding initiatives to attract and retain practitioners to lessen disparities in healthcare access.
  9. Expanded Role of Nurse Practitioners: The reform identifies nurse practitioners provide valuable contribution to the healthcare system and requires continued support. The reforms will provide a rebate for more nurse practitioner services to ensure patients can receive comprehensive care.
  10. Increasing the Number of Nurses in Primary Care: Funding will support an additional 6,000 clinical placements over four years, aiming to increase the number of nurses in primary care. Additionally, 500 nurses will be supported in returning to the workforce. These measures contribute to a stronger healthcare workforce and improved patient care.
  11. After hours Care: The implementation of after-hours programs by Primary Health Networks is a significant step towards enhancing healthcare accessibility. Patients will be able to access quality primary care services at any hour, ensuring that healthcare is available when it is needed the most.
  12. Focusing on multidisciplinary teams: The reforms include increased funding for multidisciplinary teams, with a substantial budget of $500 million. This funding enables general practitioners to recruit a diverse team of healthcare professionals, including physiotherapists and nursing staff. The majority of this funding will be directed towards increasing the highest incentive payment that clinics can claim, raising it to $130,000 annually. This investment not only supports the recruitment of a skilled and well-rounded healthcare team but also promotes collaborative and comprehensive care for patients, leading to improved health outcomes.

The recent Medicare reforms bring positive changes to healthcare access and sustainability in Australia for practitioners and patients. With increased subsidies, rebates, and funding initiatives, vulnerable populations and underserviced regions will benefit from improved access to healthcare services and health care service providers will receive further support to ensure quality care is delivered to the community.

HPS Outlook July 2022

The North Coast Regional Plan (NCRP) 2036 will oversee the growth of the North Coast region for two decades and will cater to liveability, employment, housing and environment. The Plan will cover the Far North Coast and Mid North Coast. Part 3 will focus on the local government areas of the Mid North Coast.

HPS Outlook June 2022

The North Coast Regional Plan (NCRP) 2036 will oversee the growth of the North Coast region for two decades and will cater to liveability, employment, housing and environment. The Plan will cover the Far North Coast and Mid North Coast. Part 2 will focus on the local government areas of the Far North Coast.