Executive Director Program Delivery eHealth NSW · integrated health system delivering...

CANDIDATE INFORMATION PACK

Executive Director Program Delivery

eHealth NSW

CANDIDATE INFORMATION PACK Executive Director Program Delivery, eHealth

HardyGroup | IN CONFIDENCE 2

TABLE OF CONTENTS

Executive Summary 3

eHealth NSW 4


7

Employment Terms & Conditions

11

How to Apply

12


3

EXECUTIVE SUMMARY

• Accomplished Digital & ICT Leader

• Systems Thinker & Translator

• Exceptional Influencer

eHealth NSW drives the delivery of digital solutions for clinical care and business services, supported

by smart infrastructure, providing a digitally enabled and integrated health system that delivers

quality, patient- centered health experiences to the people of NSW.

The eHealth strategy, 2016–2026, establishes the direction for eHealth investment so that

NSW Health organisation’s can harness innovations and solutions in clinical care, patient

engagement, business services and smart infrastructure to meet future demands.

The ten-year journey is divided into three mutually overlapping horizons, each building on

the achievements of the previous one:

• Horizon One – Consistent Foundations

• Horizon Two - Integration

• Horizon Three - Personalisation

Critical to the success of eHealth is an accomplished digital/ICT leader who can confidently bring the

strategy further to life by rolling out a series of well-designed and robustly governed programs and

projects, embedding them to a sustainable ‘business as usual’ status, to the satisfaction of a wide

range of key stakeholders.

A recent executive summary progress report across five focus areas – core clinical systems,

infrastructure security and intelligence, workforce and business management systems, data

and analytics, innovation – illustrates an organisation building considerable momentum and it

will be incumbent on the newly appointed Executive Director Program Delivery to keep the

organisation solidly on that trajectory.

Interested in exploring this exceptional State-wide opportunity?

Contact the HardyGroups’ Chief Executive Paul Ingle on +61 402 796 125.

HardyGroup | IN CONFIDENCE



eHealth NSW

“A digitally enabled and integrated health system delivering patient‑centred health

experiences and quality health outcomes”

eHealth NSW has been established as a distinct organisation within NSW Health to provide state-wide

leadership on the shape, delivery and management of ICT-enabled healthcare.

In partnership with Local Health Districts (LHDs) and Specialty Health Networks (SHNs), eHealth NSW has a

number of state-wide responsibilities, including overseeing ICT governance forums, shaping broad planning

and investment strategies, setting technical, clinical and corporate application standards, supporting the roll

out of change programs, ensuring accountability and performance, and maintaining NSW Health ICT

infrastructure and services.



NSW Health has adopted a federated governance approach to ensure that the effective and timely

introduction of eHealth solutions are done in partnership with LHDs/SHNs and clinicians. This approach

balances centralisation – with its focus on standardised core systems and applications and localisation –

with a need to locally innovate and adapt in response to the needs of our clinicians and patients.

Under this governance arrangement, eHealth NSW is responsible for setting eHealth strategy, policy and

standards. LHDs/SHNs are responsible for supporting the implementation of state-wide core systems and

ensuring compliance with state-wide standards, as well as for implementing and supporting local functions

and systems.

Eleven principles underpin all eHealth programs and initiatives:

• Patient-Centred Approach

• Clinical Engagement

• Robust Governance & Investment Management

• Strategic Commissioning & Procurement

• Delivery Through Partnerships

• Usable & Safe Systems

• Standards Based Environment

• Safeguarding Security & Privacy`

• Effective Change Management

• Fostering Innovation & Research

• Flexibility & Openness to Change



eHealth Strategy The eHealth Strategy for NSW Health 2016–2026 establishes the direction for eHealth investment so that

NSW Health organisations can harness innovations and solutions in clinical care, patient

engagement, business services and smart infrastructure to meet future demands.

The Strategy sets out a ten-year journey for the development of a comprehensive digital health

landscape in NSW. The journey is divided into three mutually overlapping horizons, each building on

the achievements of the previous one.

Three Horizons of the eHealth Strategy

1

“Patients have consistent interactions

with healthcare systems that address their

health and wellbeing.”

Horizon 1

Years 1– 3

Consistent Foundations "Patients benefit from

strong partnerships that provide

coordinated and integrated health

services.”

Horizon 2

Years 1– 7

Integration“"Patients experience customised healthcare

and education available when and where

needed.”

Horizon 3

Years 1– 10

Personalisation




POSITION PURPOSE The Executive Director Program Delivery is responsible for leading and managing the delivery of digital / ICT

programs and projects across the NSW Health system through the application of best-practice program

governance, change management, reporting, assurance and benefits realisation. The various ICT initiatives

across the NSW Health system falls into three portfolios: Clinical, Corporate and Infrastructure which together

will contribute to an integrated eHealth landscape in NSW.



KEY DUTIES AND RESPONSIBILITIES

The Executive Director Program Delivery primarily oversees the Infrastructure and Clinical Portfolios of

eHealth Directorates.

The Executive Director Program Delivery works in the Public Health System Support Division and is responsible

for

• Leading, planning and managing the successful delivery of the eHealth NSW digital / ICT programs and

projects for the NSW Health system, including clinical, integrated care, infrastructure and, in a longer

term, corporate ICT programs

• Providing robust and effective management of all ICT programs and projects, so that each is

appropriately governed and aligned with the program business case, eHealth Strategy and the eHealth

NSW project management approach.

• Managing and maintaining central repository of program and project information and standard

project management methodologies for eHealth NSW, as well as regular program / project assurance,

through a professionally managed Program and Change Management Office (PCMO).

• Ensuring effective problem solving, risk management and issues remediation is in place for all

programs and projects, with performance turnaround plans being in place and effectively executed

when required.

• Building and maintaining effective, and influential, working relationships across the NSW health

system and associated organisations, as well as ICT industry partners relevant to eHealth NSW to

facilitate information flow and the achievement of objectives.



• Ensuring timely closure of programs and projects, including completion of Post Implementation

Reviews to extract appropriate learnings and feed them into eHealth’s & NSW Health’s continuous

improvement cycle.

• Effectively managing operational issues to ensure compliance with relevant policies, procedures,

legislation and regulations, particularly in the areas of finance, governance, program management,

quality assurance, information security, procurement, vendor management, risk management, safety,

and employee and contractor management.

• Providing leadership and direction to the team to ensure continuous effective service delivery, a

constructive workplace culture, a safe workplace, and a competitive performance based, innovative,

responsive and accountable customer-focused service.

View the required skills, experience and knowledge in the Position Description.

SELECTION CRITERIA

To be successful in the role, the candidate has to demonstrate evidence of

• Representing the organisation in critical negotiations, including those that are cross-jurisdictional,

achieving effective solutions in challenging relationships, ambiguous and conflicting positions

• Ensuring effective governance systems are in place to guarantee quality analysis, research and reform.

• Obtaining the commitment of key stakeholders to major project strategies, including cross-

organisational initiatives, and ensure ongoing communication

• Driving a continuous improvement agenda, define high level objectives and translate these into

practical implementation strategies

• Leading the definition of a portfolio of programmes, projects, and/or on-going service provision and

engaging and influencing senior managers to ensure the portfolio will deliver the agreed business

objectives

ESSENTIAL REQUIREMENTS The incumbent must possess:

• Relevant tertiary qualifications or equivalent experience

• Extensive executive management experience and a record of achievement in leading digital / ICT

programs development and delivery in a large and complex service environment

• Thorough understanding of ICT processes and frameworks, including current trends and issues in the

planning, development and implementation of digital / ICT solutions



CHALLENGESThe focus is always on improving patient outcomes through the delivery of safe, effective, efficient and

connected health care, and through ICT support of new models of care and improvements in the quality and

safety of care. Major challenges currently associated with the role include:

• Managing the complexity of delivering large scale change programs across the NSW health system;

addressing, in a timely and customer centric manner, new challenges and issues, that are often

without precedent; critical to which will be ensuring successful leadership and management of

programs and projects through effective selection, engagement, supervision and ongoing coaching

and development of Program Directors, Program and Project Managers and other key personnel

• Working within an environment where technologies are subject to rapid evolution and change and

delivery of programs is dependent on scalability and interoperability of solutions, as well as capacity

and capability of vendors, health entities and eHealth

• Creating, leading, and maintaining a constructive workplace culture

REPORTING & KEY RELATIONSHIPS

The Executive Director Program Delivery is a member of the eHealth NSW Executive, reporting to the Chief

Executive/CIO eHealth NSW.

The successful candidate will work closely with fellow executives, especially the Director of Investment,

Strategy and Architecture and the Chief Clinical Information Officer, to ensure strategic directions are set

and achieved and operational performance goals are met.

Reporting into the Executive Director Program Delivery are six to eight Portfolio and Program Directors along

with an Office Manager and Director of PCMO. The Directorate however has around 350 full time employees

who would be indirectly reporting to the Executive Director Program Delivery.

KEY DATA

Staffing

Annual Budget

Service Location

Useful Links

350 FTE

Operational Budget ~ AUD 10m; Capital Budget ~ AUD 150m

Chatswood Sydney

Role Description

eHealth NSW

Organisation Chart

Update plan

http://www.ehealth.nsw.gov.au/



EMPLOYMENT TERMS & CONDITIONS

REMUNERATION To be discussed with the search consultant

CLASSIFICATION HSSE Band 2

PRE-EMPLOYMENT PROBITY CHECKS

Information on a person’s suitability for appointment is obtained for all appointments. Potential appointees

will be asked whether there are any reasons why they should not be appointed such as: Information on a

person’s criminal history and other associated probity checks will be sought from those candidates whose

application has progressed to shortlisting for interview.

Applicants unsure about the definition of disclosable criminal convictions or status of any criminal conviction

may wish to seek legal advice in responding to the probity check questions. (A ‘disclosable’ conviction is one

that is recorded by the court and has not been rehabilitated or spent under the Criminal Law (Rehabilitation

of Offenders) Act 1986 and, in the case of Commonwealth convictions, the Crimes Act 1914 (Commonwealth),

and does not breach the confidentiality provisions of the Youth Justice Act 1992.)



HOW TO APPLY

The closing date for applications is Friday 22nd June 2018

The reference number to include in your application is H18_2792

For a confidential discussion, please contact, Paul Ingle:

M: +61 (0)402 796 125

E: [email protected]

Please submit application documentation to Search Coordinator, Kaavya Karunanithi:

T: +61 (0)2 9900 0108

E: [email protected]

Your application must include:

1. Completed HGI Application Form

2. Cover letter addressed to the search consultant;

3. A written response addressing the key selection criteria and essential requirements, found on page 9;

and

4. An up to date copy of your Curriculum Vitae

https://hardygroupintl.com/resources/search-candidate-form.pdf



REFEREES

You will need to provide details of three (3) professional referees. To do so, complete the relevant fields in

the Candidate Profile. You should carefully consider who you select to approach to provide reference advice.

Your current manager must be included. It is customary for referee reports to be requested after interview

and if you are the preferred candidate, your permission will be requested prior to contacting your referees.

PERSONAL INFORMATION

HGI complies with the Privacy Act 1988 (Cth), all applications are treated by HGI in strict confidence, however

in submitting an application you are extending permission to share your application with the Selection Panel.

Personal Information will be used to assess your suitability for appointment to this position. As part of the

selection process, personal information will be dealt with in accordance with HGI’s Privacy Policy and the

Information Privacy Act 2009.

Role Description Executive Director Program Delivery

1

Cluster NSW Health

Agency eHealth NSW

Division/Branch/Unit Public Health System Support Division

Location Chatswood

Classification/Grade/Band HSSE Band 2

Senior Executive Work Level Standards Work Contribution Stream: Professional/Technical/Specialist

Role Number 651755

ANZSCO Code TBA

PCAT Code TBA

Date of Approval May 2018

Agency Website www.health.nsw.gov.au and www.ehealth.nsw.gov.au

Agency overview

eHealth NSW is responsible for the delivery of digital solutions for clinical care and business services,

supported by smart infrastructure, providing a digitally enabled and integrated health system that delivers

quality, patient-centred health experiences to the people of NSW.

The Agency plans, invests in, implements and supports digital systems across NSW Health in partnership with

Local Health Districts, Specialty Health Networks, Statewide Services, Pillars and the Ministry of Health. The

focus areas for building an eHealth landscape in NSW are clinical systems, integrated care solutions,

workforce and business management systems, data and analytics, ICT infrastructure and information security.

The Agency also develops and maintains ICT policies, standards and architectures for the NSW public health

system, acting as the Health Cluster lead for ICT and digital, with oversight from the Secretary of NSW Health

and the eHealth Executive Council.

For more information go to www.ehealth.nsw.gov.au

Primary purpose of the role

The Executive Director Program Delivery is responsible for leading and managing the delivery of digital / ICT

programs and projects across the NSW Health system through the application of best-practice program

governance, change management, reporting, assurance and benefits realisation.

http://www.health.nsw.gov.au/

http://www.ehealth.nsw.gov.au/

RD – Executive Director Program Delivery, eHealth NSW

2

Key accountabilities

• Lead, plan and manage the successful delivery of the eHealth NSW digital / ICT programs and projects for

the NSW Health system, including clinical, integrated care, infrastructure and, in a longer term, corporate

ICT programs

• Provide robust and effective management of all ICT programs and projects, so that each is appropriately

governed and aligned with the program business case, eHealth Strategy and the eHealth NSW project

management approach. This will include program governance, planning, deployment, change management,

assurance, engagement & communications, reporting and benefits realisation, as well as the monitoring

and evaluation of program performance in meeting objectives and schedules, and financial and operational

performance goals

• Manage and maintain central repository of program and project information and standard project

management methodologies for eHealth NSW, as well as regular program / project assurance, through a

professionally managed Program and Change Management Office (PCMO).

• Ensure effective problem solving, risk management and issues remediation is in place for all programs and

projects, with performance turnaround plans being in place and effectively executed when required,

including any performance escalations and dispute resolutions with vendors should such situations arise.

• Build and maintain effective, and influential, working relationships across the NSW health system and

associated organisations, as well as ICT industry partners relevant to eHealth NSW to facilitate information

flow and the achievement of objectives. Within eHealth NSW effective working partnerships need to be

established with:

o the Investment Strategy and Architecture, and Clinical Engagement and Patient Safety

directorates to ensure extensive and appropriate involvement of clinicians and other key

stakeholders in the planning, design and delivery of solutions, as well as the alignment of the

solutions with eHealth’s Enterprise Architecture; and

o the Service Delivery directorate to ensure smooth, safe handover of solutions from

implementation phase to ‘business as usual’ phase in each program’s lifecycle

• Ensure timely closure of programs and projects, including completion of Post Implementation Reviews to

extract appropriate learnings and feed them into eHealth’s & NSW Health’s continuous improvement cycle

• Effectively manage operational issues to ensure compliance with relevant policies, procedures, legislation

and regulations, particularly in the areas of finance, governance, program management, quality assurance,

information security, procurement, vendor management, risk management, safety, and employee and

contractor management

• Provide leadership and direction to the team to ensure continuous effective service delivery, a constructive

workplace culture, a safe workplace, and a competitive performance based, innovative, responsive and

accountable customer-focused service

Key challenges

• Managing the complexity of delivering large scale change programs across the NSW health system;

addressing, in a timely and customer centric manner, new challenges and issues, that are often without

precedent; critical to which will be ensuring successful leadership and management of programs and

projects through effective selection, engagement, supervision and ongoing coaching and development of

Program Directors, Program and Project Managers and other key personnel

• Working within an environment where technologies are subject to rapid evolution and change and delivery

of programs is dependent on scalability and interoperability of solutions, as well as capacity and capability

of vendors, health entities and eHealth

• Creating, leading, and maintaining a constructive workplace culture


3

Key relationships

Who Why

Internal

Senior Executives • As a member of eHealth’s Executive leadership team, contribute to corporate

decision making, working closely with the Chief Executive and fellow

Directors to ensure strategic directions are set and achieved and operational

performance goals are met, proactively contributing knowledge and expertise

Direct reports • Maintain a close collaborative relationship to provide leadership, direction and

guidance in the delivery of programs, with particular focus on Program

Directors, Program and Project Managers

External

Senior executives, health

managers, CIOs and Directors of

ICT

• Discuss, clarify and seek information; collaborate in the development of local

implementation strategies and management of operational issues

Health Infrastructure • Collaborate in relation to new hospital building projects and major

refurbishments

Industry • Keep abreast of changes in adjacent market segments and in technologies

likely to impact upon our operations and future

Contractors, consultants &

suppliers/vendors

• Manage the provision of advice, products and services; manage

relationships, monitor performance and escalate issues to achieve timely

resolution and performance turnaround when required

Role dimensions

Decision making

The Executive Director is a member of the eHealth NSW executive leadership team and acts with autonomy

within the overall decision making and accountability limits for the Program Delivery directorate.

The role has accountability for decisions relating to the provision of services to achieve agreed program

objectives and service performance; the engagement and management of staff, consultants, contractors and

vendors; budget management and expenditure of funds; recognising that all decisions must always be made in

accordance with NSW Health and eHealth NSW policies, guidelines and Delegations Manual.

Reporting line

Chief Executive, eHealth NSW

Direct reports

6 – 8 Portfolio and Program Directors, 1 Director of PCMO, 1 Office Manager (Directorate FTE = approximately

350)

Budget/Expenditure

Operational: approximately $10 million per annum. Capital: approximately $150 million per annum.


4

Essential requirements

• Relevant tertiary qualifications or equivalent experience

• Extensive executive management experience and a record of achievement in leading digital / ICT programs

development and delivery in a large and complex service environment

• Thorough understanding of ICT processes and frameworks, including current trends and issues in the

planning, development and implementation of digital / ICT solutions

Capabilities for the role

The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability

Framework is available at www.psc.nsw.gov.au/capabilityframework

This role also utilises an occupation specific capability set which contains information from the Skills

Framework for the Information Age (SFIA). The capability set is available at

www.psc.nsw.gov.au/capabilityframework/ICT

Capability summary

The full list of capabilities and the level required for this role are set out below. The focus capabilities appear in

bold. Refer to the next section for further information about the focus capabilities.

http://www.psc.nsw.gov.au/capabilityframework


5

NSW Public Sector Capability Framework

Capability Group Capability Name Level

Display Resilience and Courage Advanced

Act with Integrity Advanced

Manage Self Highly Advanced

Value Diversity Advanced

Communicate Effectively Advanced

Commit to Customer Service Advanced

Work Collaboratively Advanced

Influence and Negotiate Highly Advanced

Deliver Results Highly Advanced

Plan and Prioritise Advanced

Think and Solve Problems Highly Advanced

Demonstrate Accountability Advanced

Finance Advanced

Technology Adept

Procurement and Contract Management Advanced

Project Management Highly Advanced

Manage and Develop People Advanced

Inspire Direction and Purpose Advanced

Optimise Business Outcomes Adept

Manage Reform and Change Highly Advanced

Occupation / profession specific capabilities

Capability Set Category, Sub-category and Skill Level and Code

Change and transformation - Business change implementation -

Programme management

Level 6 - PGMG

Change and transformation - Business change implementation - Project

management

Level 6 - PRMG

Change and transformation - Business change management -

Change implementation planning and management

Level 6 - CIPM

Relationships and engagement - Stakeholder management - Relationship

management

Level 6 - RLMT


6

Focus capabilities

The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate

competence. The behavioural indicators provide examples of the types of behaviours that would be expected

at that level and should be reviewed in conjunction with the role’s key accountabilities.


Group and Capability Level Behavioural Indicators

Personal Attributes

Manage Self

Highly Advanced • Promote and model the value of self-improvement and be proactive

in seeking opportunities for growth

• Actively seek, reflect and integrate feedback to enhance own

performance, showing a strong capacity and willingness to modify

own behaviours

• Manage challenging, ambiguous and complex issues calmly and

logically

• Model initiative and decisiveness

Relationships

Work Collaboratively

Advanced • Build a culture of respect and understanding across the

organisation

• Recognise outcomes which resulted from effective collaboration

between teams

• Build co-operation and overcome barriers to information sharing,

communication and collaboration across the organisation and cross-

government

• Facilitate opportunities to engage and collaborate with external

stakeholders to develop joint solutions

Relationships

Influence and Negotiate

Highly Advanced • Engage in a range of approaches to generate solutions, seeking

expert inputs and advice to inform negotiating strategy

• Use sound arguments, strong evidence, and expert opinion to

influence outcomes

• Determine and communicate the organisation’s position and

bargaining strategy

• Represent the organisation in critical negotiations, including those

that are cross-jurisdictional, achieving effective solutions in

challenging relationships, ambiguous and conflicting positions

• Pre-empt and avoid conflict across organisations and with senior

internal and external stakeholders

• Identify contentious issues, direct discussion and debate, and steer

parties towards an effective resolution

Results

Deliver Results

Highly Advanced • Create a culture of achievement, fostering on-time and on-budget

quality outcomes in the organisation

• Identify, recognise and celebrate success

• Establish systems to ensure all staff are able to identify direct

connection between their effort and organisational outcomes

• Identify and remove potential barriers or hurdles to ongoing and

long term achievement of outcomes

• Initiate and communicate high level priorities for the organisation to

achieve government outcomes

• Use own professional knowledge and expertise of others to drive

organisational and government objectives forward


7


Group and Capability Level Behavioural Indicators

Results

Think and Solve

Problems

Highly Advanced • Establish and promote a culture which encourages initiative and

emphasises the value of continuous improvement

• Engage in high-level critical analysis of a wide range of complex

information and formulate effective responses to critical policy

issues

• Identify and evaluate organisation-wide implications when

considering proposed solutions to issues

• Apply lateral thinking and develop innovative solutions that have

long standing, organisation-wide impact

• Ensure effective governance systems are in place to guarantee

quality analysis, research and reform

Business Enablers

Project Management

Highly Advanced • Implement effective governance processes for acceptance of

projects based on sound business cases

• Use historical, political and broader context to inform project

directions and mitigate risk

• Obtain the commitment of key stakeholders to major project

strategies, including cross-organisational initiatives, and ensure

ongoing communication

• Ensure that project risks are managed effectively and appropriate

strategies are in place to respond to variance

• Implement systems for monitoring and evaluating effective

management, expenditure of project budgets and resources, to

achieve organisational goals

People Management

Manage and Develop

People

Advanced • Refine roles and responsibilities over time to achieve better

business outcomes

• Recognise talent, develop team capability and undertake

succession planning

• Coach and mentor staff and encourage professional development

and continuous learning

• Provide timely, constructive and objective feedback to staff

• Address and resolve team and individual performance issues,

including serious unsatisfactory performance, in a timely and

effective way

• Implement performance development frameworks to align

workforce capability with the organisation’s current and future

priorities and objectives

People Management

Manage Reform and

Change

Highly Advanced • Drive a continuous improvement agenda, define high level

objectives and translate these into practical implementation

strategies

• Build staff support and commitment to announced change, and

plan and prepare for long-term organisational change, with a focus

on the wider political, social and environmental context

• Create an organisational culture that actively seeks opportunities to

improve

• Anticipate, plan for and address cultural barriers to change at the

organisational level


8

Occupation specific capability set (Skills Framework for the Information Age – SFIA)

Category and

Sub-Category

Level and Code Level Descriptions

Change and

transformation -

Business change

implementation -

Programme

management

The development and

application of a

systematic management

framework to define and

deliver a portfolio of

programmes, projects

and/or ongoing services,

in support of specific

business strategies and

objectives. Includes the

implementation of a

strategic investment

appraisal and decision

making process based

on a clear understanding

of cost, risk, inter-

dependencies, and

impact on existing

business activities,

enabling measurement

and objective evaluation

of potential changes and

the benefits to be

realised. The

prioritisation of resource

utilisation and changes to

be implemented. The

regular review of

portfolios. The

management of the

service pipeline

(proposed or in

development), service

catalogue (live or

available for deployment)

and retired services.

Level 6

PGMG

Leads the definition of a portfolio of programmes, projects, and/or on-

going service provision. Engages and influences senior managers to

ensure the portfolio will deliver the agreed business objectives. Plans,

schedules, monitors and reports on activities related to the portfolio to

ensure that each part of the portfolio contributes to the overall

achievement of the portfolio. Collects, summarises and reports on

portfolio KPIs often through the deployment of business management

processes and systems. Identifies issues with portfolio structure, cost,

risk, inter-dependencies, impact on current business activities and the

strategic benefits to be realised. Notifies projects/programmes/change

initiatives of issues and recommends and monitors corrective action.

Reports on portfolio status as appropriate.


9

Occupation specific capability set (Skills Framework for the Information Age – SFIA)

Category and

Sub-Category

Level and Code Level Descriptions

Change and

transformation -

Business change

implementation -

Change implementation

planning and

management

The definition and

management of the

process for deploying

and integrating new

digital capabilities into

the business in a way

that is sensitive to and

fully compatible with

business operations.

Level 6

CIPM

Ensures that there is a business perspective on how any new technical

capabilities will be integrated into the business, including planning

around key business cycles, selecting appropriate customers for

migration, etc. Initiates the business implementation plan, including all

the activities that the business needs to do to prepare for new technical

components and technologies. Ensures sites deliver site

implementation plans that align with the overall plan. Tracks and

reports against these activities to ensure progress. Defines and

manages the activities to ensure achievement of the projected

business benefits after delivery. Outlines key business engagement

messages that need to be communicated throughout the

programme/project.

HealthShare NSW and eHealth NSW combined organisation chart 2017

HealthShare NSW Board

Chief Executive, HealthShare NSW

Office of the Chief Executive

eHealth NSW Executive Council

Chief Executive/Chief Information Officer, eHealth NSW

InformationServices

Internal Audit

Secretary, NSW Health

SHARED SERVICES INTERFACE

Also services pillar agencies.

Emergency Management

Food & Patient Support Services

LinenServices

Clinical Support Services

Patient Support Services

PatientTransportService

EnableNSW

Employee & Financial

Shared Services

FinancialShared

Services

Payroll &Employee

TransactionalServices

WestmeadService Centre

Customer Experience

Customer Experience

Customer Service

Management

Contact Centres

Business Performance

Strategy &Commissioning

ContinuousImprovement& Innovation

Program & Change

Management Office

BusinessAnalytics

& Reporting

eRecruit Operations

Finance, Commercial & Corporate

Services

Accommodation & Fleet

Management

Budgeting & Financial Reporting

Costing & Pricing

Financial Management

SMRS

Corporate Affairs

Corporate Governance

& Risk

HealthShare Corporate

Procurement

Catalogue Services

Corporate & ICT Portfolio

Medical Portfolio

Procurement Strategy

Supply Chain Operations

Workforce

Communications

Human Resources

Organisational Development

Work Health & Safety

(includingClinical

Governance & Quality

Assurance)

Workforce Operations

Workforce Planning

Workplace Relations

Chief Clinical

Information Office

Investment,Strategy &

ArchitectureCorporate IT Program

Delivery

CustomerEngagement

& ServiceTransitions


HealthShare NSW organisation chart 2017

Emergency Management

Food & Patient Support Services

LinenServices


Clinical Support Services

Patient Support Services

Employee & Financial Shared

Services

Customer Experience

Business Performance

Finance, Commercial &

Corporate ServicesProcurement Workforce

FinancialShared Services

Payroll &Employee

TransactionalServices

WestmeadService Centre

PatientTransportService

EnableNSW

Strategy &Commissioning

ContinuousImprovement& Innovation

Program & Change Management Office

BusinessAnalytics

& Reporting

Chief Executive, HealthShare NSW

Customer Experience

Customer Service Management

Contact Centres

Accommodation & Fleet Management


Costing & Pricing


SMRS

Corporate Affairs

Corporate Governance & Risk


eRecruit Operations

Catalogue Services


Medical Portfolio



Communications

Human Resources


Work Health & Safety (including

Clinical Governance & Quality Assurance)


Workforce Planning

Workplace Relations


Internal Audit


eHealth NSW combined organisation chart 2017

Finance, Commercial &

Corporate ServicesProcurement Workforce

Accommodation & Fleet Management


Costing & Pricing


SMRS

Corporate Affairs

Corporate Governance

& Risk


Catalogue Services


Medical Portfolio



Communications

Human Resources


Work Health & Safety (including

Clinical Governance & Quality Assurance)


Workforce Planning

Workplace Relations


Internal Audit

HealthShare NSW

Chief Executive/Chief Information Officer, eHealth NSW


InformationServices

Chief ClinicalInformation

Office

Investment,Strategy &

ArchitectureCorporate IT Program

Delivery

CustomerEngagement

& ServiceTransitions


11

eHealth NSW Update

March 2018

22

Focus Area Current Initiatives Current Progress NSW Health Coverage Basis

Electronic Medical Record

Intensive Care Systems

Pathology Lab Results

HealtheNet

Health Wide Area Network

State-wide Infrastructure Services(Identity & Access Management)

Wireless

Finance Systems*

Asset & Facilities Management*

Rostering

Reporting

Standard Innovation Approach

87%of facilities

17%of ICU beds

55% of pathology laboratories

100%of facilities

76%of facilities

99%of staff

60% of facilities

100%of organisations*

100%of organisations*

75%of staff

40% of data & reports standardised

Level 2 of 5Level 2 of 5

* The technical system is fully deployed for use by all LHDs. Further work required to implement the system consistently across the state required for usability and adoption uptake.

83%

11%

55%

100%

50%

99%

34%

100%

100%

50%

25%

Innovation maturity

eHealth Strategy Progress – February 2018%

%

Progress by February 2018

Progress by EOFY 2016-17

Electronic Medication Management Systems (eMeds)

17%of facilities

8%

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Clinical Portfolio - ProgramsEMM (eMeds):

This program is implementing an electronic Medication Module (eMeds) within the electronic Medical Record (eMR) to

support the improved quality, safety and effectiveness of medications management within NSW hospitals (28 hospitals

were within scope of the original eMM business case).

eRIC (electronic Record for Intensive Care):

eRIC is an integrated clinical information system for intensive care units (ICUs) that provides a single point of collated

patient data, receiving direct input from bedside devices and other hospital systems. The system will provide sophisticated

decision support for clinicians as well as patient level, management level and state level reporting.

HealtheNet:

A statewide clinical portal which is implemented across all Local Health Districts, to enable summary clinicial information to

be shared across NSW Health facilities and with the Commonwealth’s My Health Record. The current phase of the

program includes pathology results, radiology results and medication dispense records.

Integrated Care:

This program collaborates with Local Health Districts, Specialty Health Networks, NSW Health Pillars and Primary Health

Networks to develop state-wide technology enablers to support care across boundaries, such as eReferrals and shared

care planning solutions.

Optimising the eMR:

This program aims to create a consistent eMR foundation across NSW and to enhance the capabilities of the eMR. This

includes implementing core clinical documentation across all in-scope hospitals, significantly expanding and accelerating

electronic medications management and assessing, developing and delivering new functionality.

REGIS (Research Ethics & Governance Information System):

A joint initiative between eHealth NSW and the Office of Health and Medical Research (OHMR), REGIS supports the

ethics and governance management of human research projects within all NSW Public Health Organisations (PHOs).

REGIS replaces AU-RED and online forms across all NSW and ACT PHOs, to manage both research ethics and site

assessment applications for single and multi-sites.

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Corporate Portfolio - ProgramsHCM & eRecruitment:

This program extends workforce systems capability across NSW Health through the implementation of an eRecruitment

and onboarding solution. This will provide an improved user experience, provide up to date recruitment tools and deliver

efficiencies in on-boarding and reporting. The program is introducing a statewide performance and development

management system to assist managers and employees manage their development and contribution.

IMS:

IMS will replace the current NSW incident management tool and provide better ability to effectively record, track, manage

and report on clinical, WHS and corporate incidents, including actions taken to address the issue and mitigate existing

risks. The new solution is intended to make it easier for staff to notify incidents, near misses and system risks, through

implementation of a user-friendly platform, which interfaces with other relevant NSW Health systems. The program is

currently paused while functional requirements are re-baselined.

Rostering:

The Rostering Program will deliver a state-wide rostering solution to all LHDs, health agencies and Specialty Health

Networks in NSW. The solution will enable improved rostering practices which in turn will provide patient, staff and

organisational benefits. HealthRoster has been rolled out in 16 out of 19 health entities and is currently used to roster

77% (108,144) of the total 139,762 targeted personnel.

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Infrastructure Portfolio - ProgramsDCR (Data Centre Reform):

This program will migrate all applications and associated infrastructure from eHealth NSW’s data centres in Liverpool,

Cumberland and Newcastle to the whole of Government Data Centre (GovDC) in Silverwater and Unanderra.

Clinical Applications & Reliability Program (CARI):

CARI increases the reliability and availability of essential clinical functionality for eHealth-hosted Cerner Electronic

Medical Records (eMR) domains by hosting them in the NSW Government Data Centres. CARI is implementing

Disaster Recovery as a Service (DRaaS) to eHealth-hosted Cerner eMR domains, which will reduce the impact of

unscheduled outages and disasters and reduce the time to return both essential clinical functionality and normal

operation after unscheduled outages and disasters.

C&C (Conference, Collaboration & Wireless):

This program provides state-wide conferencing, collaboration & wireless (CCW) solutions that support clinical and

corporate IT services across NSW Health. Projects include patient and guest wi-fi and skype for business conferencing.

HWAN (Health Wide Area Network):

The Health Wide Area Network (HWAN) provides a common connectivity platform across NSW. HWAN offers increased

network capacity to provide consistent high quality performance for clinical and corporate applications, as well as

increased resilience together with reduced overall cost of service.

SWIS (State Wide Infrastructure Services):

This program standardises identity and access to core services including email, file, print and desktop across NSW

Health, enabling a consistent and intuitive user experience.

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Service Transitions• The Service Transitions function within eHealth NSW was established in mid-2016 to

provide both strategic and operational advice and a repeatable service transition and

transformation delivery model.

• The function enables NSW Health Entities to access a broader and deeper range of ICT

managed services from eHealth NSW and to take advantage of the benefits of scale,

investment and increasing process maturity within eHealth to deliver better quality, lower

cost, ICT services.

• Approaching service transitions and transformations within the framework of a change

project / program ensures that the impact on people, process and technology are fully

considered.

– A service transition is a transfer of responsibility for the delivery of ICT services from one entity to another which

changes the delivery model for ICT services.

– A service transformation is a material change in those services (people, process or technology) to achieve business

benefits.

• eHealth NSW is currently undertaking transition activities with the following organisations:

NSW Ambulance, Cancer Institute, NSW Pathology, HealthShare NSW & Justice Health.

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