Health Service Executive Chief Technology Office

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Health Service Executive

Chief Technology Office

Infrastructure Technology Strategy

2018 - 2020

Author(s): Chief Technology Office

Date: 18th January, 2019

Status: Approved – V3.0

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1 TABLE OF CONTENTS

2 Version History ..................................................................................................................................... 3

3 Executive Summary .............................................................................................................................. 4

4 Context ................................................................................................................................................. 5

4.1 eHealth Strategy ........................................................................................................................... 5

4.2 Sláintecare .................................................................................................................................... 6

4.3 Office of the CIO Strategic Imperatives ........................................................................................ 7

5 HSE Technology Strategy ...................................................................................................................... 9

5.1 Strategic Themes .......................................................................................................................... 9

5.1.1 5 Key Strategic Themes ........................................................................................................ 9

5.2 Infrastructure Technology Strategy Scope ................................................................................. 10

5.3 Next Generation Strategy Development .................................................................................... 10

6 Our People .......................................................................................................................................... 11

6.1 Capacity ...................................................................................................................................... 11

6.2 Capability .................................................................................................................................... 11

6.3 Engagement ................................................................................................................................ 11

6.4 Strategic Action Plan - People .................................................................................................... 12

7 Stabilisation ........................................................................................................................................ 12

7.1 End User Interfaces .................................................................................................................... 13

7.2 Infrastructure - Server ................................................................................................................ 13

7.3 Storage Services ......................................................................................................................... 14

7.4 Networks, Internet Infrastructure & Data Centre ...................................................................... 14

7.5 Telephony – Fixed and Mobile ................................................................................................... 14

7.6 Emergency Services .................................................................................................................... 15

7.7 Strategic Action Plan - Stabilisation ............................................................................................ 15

8 Modernisation .................................................................................................................................... 16

8.1 End User Interfaces including Identity ....................................................................................... 16

8.2 Servers & Storage ....................................................................................................................... 17

8.3 Networks, Internet Infrastructure, Data Centre ........................................................................ 18

8.4 Telephony (Mobile &Fixed) ........................................................................................................ 18

8.5 Strategic Action Plan - modernisation ........................................................................................ 19

9 Governance ........................................................................................................................................ 20

10 Innovation ...................................................................................................................................... 20

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2 VERSION HISTORY

Version Changes Author Reviewer

Draft V0.2 Initial Draft Helen Coughlan None

Draft v0.3 -0.4 CTO Mgmt. Input Pat Thornton

Tadgh Buckley

James Carroll

Internal

Draft V1.0 CTO Finalised

Actions agreed

CTO Team CTO Team

Draft V 2.1 Minor aesthetic changes

Sláintecare Actions added

Circulated for DHGG Review/Feedback

Helen Coughlan DHGG

Draft V2.2 Admin changes

Sláintecare Alignment added

Submitted to SMT

Helen Coughlan IT SMT

Final V3.0 Published Version - Approved at SMT Helen Coughlan IT SMT

Distribution for Approval Approval Authority Name Version Date Approval Date

Project Sponsor Helen Coughlan V1.0 17/12/2018

National Director Fran Thompson V2.2 18/01/2019

IT SMT IT SMT V3.0 18/01/2019

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3 EXECUTIVE SUMMARY

The purpose of this document is to outline the HSE Technology Strategy, required to

enable both the eHealth Strategy and the success of Sláintecare.

Our Vision

“Patient Centric HealthCare you can believe in, delivered through Resilient, Secure and

Agile Technology at the heart of our customer health lives.”

Our Commitment

Every technology decision will be patient centric with a view to enhancing their journey through the Irish Healthcare system.

We will Deliver

Modern, Agile, Stable Technology platforms enabling the delivery of a Consistent & Connected Patient/Staff Experience

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4 CONTEXT

4.1 EHEALTH STRATEGY In January 2015 the eHealth Strategy was formed with the objective to deliver high quality

care for the entire population through the use of modern technology-enabled solutions

with a vision to ‘Bring improved population wellbeing, health service efficiencies and

economic opportunity through the use of technology-enabled solutions’.

It is clear that technology will be integral to support the ‘hub and spoke’ delivery approach

required to share patient information securely and seamlessly across the sites, thereby

ensuring efficiency, patient safety and personalised care throughout the care delivery

model.

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4.2 SLÁINTECARE The Sláintecare Implementation Strategy is the Government’s plan for delivering a

sustainable and equitable health and social care service over the next ten years. It is the

roadmap for building a world-class health service for the Irish people.

Technology in the HSE is critical to delivery of eHealth and Sláintecare in an era where

technology is no longer a supporter of the business but an integral part of it. If Ireland is

to deliver on Sláintecare the HSE will need to:

1. Have appropriate governance in place to ensure the secure, effective and

efficient management of our technology. (Goal 1).

2. Put in place the infrastructure to enable a connected, mobile workforce with

appropriate decision-making tools and information. (Goal 2 and Goal 4).

3. Manage ICT in the HSE as a business - ensuring public money spent in the

public interest, driving real value. (Goal 3).

4. Build a sustainable, resilient workforce supported and enabled to deliver on

technology strategy. (Goal 4).

5. HSE has primary responsibility in the delivery of Strategic Action 10 (Appendix A)

to enable the Healthcare System to deliver its goals.

Initial mapping of this Technology Strategy to Sláintecare has been carried out with high

level view in Appendix B.

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4.3 OFFICE OF THE CIO STRATEGIC IMPERATIVES The Office of the CIO has outlined 6 Strategic Imperatives, aligned with the ‘Shift Left,

Stay Left’ paradigm for Healthcare delivery. The technology strategy will use these

imperatives as the guide rails for technology design and delivery.

The OoCIO imperatives of Stability, Cyber Security and the One Programme

acknowledge and address the legacy of the past while imagining the future of Healthcare.

This will be achieved through Digital Innovation, unlocking the value of Information and

delivering Core Programmes such as eHR. Infrastructure Technology strategy will play

a critical role in the delivery of these imperatives.

The 6 strategic imperatives can be aligned across 5 pillars of actionable technology

strategy:

1. Our people. Having the right people in the right roles is a key factor in the

success of any organisation. It is critical we have:

a. The appropriate capacity and capability to deliver on our strategy.

b. An engaged workforce performing to the best of their ability delivering

service excellence.

2. Stabilisation. Imperative 1 specifically calls out the requirement to stabilise our

technology to deliver current services and form a platform for growth. Another

key imperative connected to stable infrastructure is the One Program, this will

implement a standardised identity, email and application platform, critical for the

delivery of Imperative 2 core programs.

3. Modernisation. This is aligned to Imperatives 2, 3, 4 and 5 where programmes

of work will be put in place to deliver a modern eHealth infrastructure to enable:

a. Mobility for our people – local and wider HSE.

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b. Connected experience for staff and patients.

c. Consistent experience for staff and patients.

d. Better collaboration.

e. Confidentiality, Integrity and Availability of Information.

4. Technology Governance. Ensuring technology is delivered in line with business

requirements and industry best practice will deliver value (Imperative 3,4) for the

organisation in a secure (Imperative 6) manner.

5. Digital Innovation for Value (including Information). Technology needs to

enable business innovation through technology innovation. (Imperative 3,4).

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5 HSE TECHNOLOGY STRATEGY

The HSE Technology strategy will enable consistent, connected experiences for staff and

patients across the health eco system. This will happen through the stabilisation of

current technologies and a programme of modernisation to implement new and upgrade

old.

Key success factors to deliver on this are an engaged workforce performing to the best

of their ability delivering service excellence and robust governance ensuring Technology

is delivered in line with business requirements and industry best practice.

5.1 STRATEGIC THEMES The technology strategy is centred on 5 Strategic Themes each critical to the delivery of

the Healthcare vision outlined by eHealth Ireland and Sláintecare and the CIO vision of

‘Shift Left, Stay Left’.

It is worth noting that the HSE is a complex organisation with legacy challenges and, for

the successful delivery of healthcare and technology services, this must be

acknowledged and considered as part of an overall strategy. It is important we recognise

we are not working with a greenfield site and we ensure that any legacy challenges do

not negatively impact the strategy but are an integral part of it with a clear resolution path.

5.1.1 5 Key Strategic Themes

1. Our People

2. Stabilisation

3. Modernisation

4. Technology

Governance

5. Digital

Innovation for

Value

Create an engaged workforce performing to

the best of their ability delivering service

excellence.

Ensure Technology is delivered in line with business requirements

and industry best practice

Enable business innovation through technology innovation.

Creating the modern technology platforms required to deliver the eHealth Strategy.

Enhancement of existing platforms to ensure stability

for current services and support future

growth.

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5.2 INFRASTRUCTURE TECHNOLOGY STRATEGY SCOPE

The Technology Strategy addresses stabilisation, modernisation and innovation across

the following Technology capabilities:

▪ End User Experience

▪ Network Services

▪ Storage Services

▪ Infrastructure Services

This will be underpinned by a robust strategy for the management of technology

including service, people and governance.

A high level view of HSE Technology is given in Appendix C.

5.3 NEXT GENERATION STRATEGY DEVELOPMENT

Technology Strategy is a dynamic entity and, therefore this document is a ‘living’

artefact which needs to be updated and reviewed regularly to ensure it continues to

enable the business strategy as defined by eHealth and Sláintecare. The next iteration

of this document will build on the development of our identity strategy and the

technology enablement of the HSE data and information strategy.

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6 OUR PEOPLE

The right people in the right role, with high levels of engagement will determine the

success of any strategy. The strategy for the staff in OoCIO is to ensure there is adequate

capacity and capability to enable them to deliver service excellence in a professional

manner. OoCIO will provide growth and development opportunities for the staff from a

personal and technical perspective, seeking to increase levels of engagement and job

satisfaction.

6.1 CAPACITY The following levers will be used to create capacity:

1. Fulfilment of the 2019-2020 resource plan.

2. Explore opportunities to further leverage and enhance our partner network.

3. Exploit technology for self-service and automation.

6.2 CAPABILITY The HSE will increase the capability in a number of key areas to deliver on the Digital

Strategy. This will be achieved through

1. Internal training and skills pathways.

2. External recruitment for key skills.

3. Short term access to external expertise.

4. Partnerships with external specialists.

Staff Upskilling:

▪ Cyber Security

▪ Cloud Computing (including O365, CRM)

▪ Technology Architecture

▪ Technical Project Management

6.3 ENGAGEMENT We need to engage our staff to ensure the right person is in the right role and there is a

supported development pathway for each individual. Staff engagement is more

challenging in a dispersed organisation such as the HSE and as such needs additional

focus. We will do the following:

1. Create development pathways for our staff.

2. Focus on getting specialist training for specific skills gaps.

3. Enable One to One meetings with our staff.

4. Schedule All Staff days at least annually.

5. Create cross functional teams to lead out on strategic initiatives.

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6. Set up a communications team to lead out on our communications strategy.

7. Create a collaboration culture through the use of technology and joint initiatives.

6.4 STRATEGIC ACTION PLAN - PEOPLE

ID Programme Strategic Theme Date

P-1 Fulfil 2018 Resource Plan People Q4-2018

P-2 Fulfil 2019-2020 Resource Plan People

P-3 Temporary uplift to teams People Q4-2018

P-4 Investigate partner

opportunities

People Q3 -2019

P-5 OoCIO Workforce Planning People Q1 -2019

P-6 Cloud Operating Model People Q4 -2018

P-7 Specialist Development

Pathways for staff

People 2019

P-8 Specialist Training for Staff People 2019

P-9 Innovation fund for automation People Q2 -2019

P-10 All Staff Day People December

P-11 Communications Strategy People Q1-2019

P-12 Self Service Initiatives People Q2-2019

7 STABILISATION

The HSE is making good progress in terms of paying down the legacy debt built up over

the previous number of years due to under-investment, with a number of critical

infrastructure programmes of work underway. This type of activity will remain, albeit at a

lower level and will form a key element of our strategy. This element will concentrate on

three elements:

1. Addressing particular technology pain points across:

a. Timeliness of technology upgrades

b. Performance

c. Capacity

d. Risk

2. One Programme to create a stable identity, email and application platform.

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3. Creating plan for the prevention of future legacy, including asset management.

Specific areas of our technology need a refresh as they are having negative impacts on

the performance and security profile of business services and also have implications for

the delivery of the eHealth Strategy.

7.1 END USER INTERFACES End user interfaces provide staff and clinicians their route to technology and the first

touch point with the OoCIO. Much of the device real estate is overdue modernisation

and frameworks haven’t matched requirements. User experience, workflow and

productivity can be impacted by delivering the most appropriate end user interface for

the persona. Delivering a comprehensive, integrated digital workspace will help all staff

transform how they work:

1. Modernise the device real estate while implementing a rolling upgrade

programme

2. Where applicable upgrade desktops to Windows 10

3. Implement a next generation desktop through virtual desktop infrastructure (VDI)

4. Implementation of next generation access management striking the necessary

balance between security, clinical workflow and identity management

5. Introduce a technology-agnostic approach to integrate, manage, and secure

every new device and service

7.2 INFRASTRUCTURE - SERVER The server environment today is dispersed, decentralised and in some environments

unmanaged. The commitment to Microsoft as the core server technology stack that

supports enterprise-level management, data storage, applications, and communications

is a pillar of the technology strategy.

1. Virtualise first, physical is the exception.

2. Implement the new VCentre architecture providing optimum balance of compute

and memory to maximize performance across the widest range of applications

3. Ensure all Windows Server operating systems are N-2 and an enterprise solution

underlines patching and application delivery

4. Ensure management tools create proactive visibility that decreases the risk of

outages balanced with optimal performance

5. Establish elasticity within the server environment focussing on the provisioning

and de-provisioning of resources in an autonomic manner

6. Migrate Lotus Notes email to a national exchange solution

7. Ensure the Exchange, Active Directory and Skype for Business server solutions

are built for 100,000 users

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7.3 STORAGE SERVICES Storage ensures data is available, accessible and managed. A simple, yet intelligent,

storage architecture that aligns with business and application demands—eliminating

static, purpose-built and inefficient hardware with dynamic, agile and automated

solutions.

1. Tiered storage architecture best placing data with the appropriate investment

2. Stretch and replicate storage and SAN clusters across primary data centres

3. Introduction of Flash-based SAN Storage

4. Implementation of an archiving solution addressing email archival

5. Implementation of an enterprise converged data management solution

7.4 NETWORKS, INTERNET INFRASTRUCTURE & DATA CENTRE The network and internet infrastructure are critical to deliver a digital organisation, to

enable resilient connectivity across all locations with the appropriate performance and

availability to deliver clinical services. There are specific programmes of work in progress

which will put in place the networking foundations required to deliver our eHealth strategy:

8. Peer NHN with GCN to enable the provision of high capacity network to the sites

where this is needed.

9. Adoption of GCN as a primary network link in these same high capacity network

sites.

10. Design and implement a new modern national wireless platform using an

innovative approach to deliver wireless services to the community sites.

11. Provide a resilient internet service, including centralisation of Firewall services.

12. Network Hardware Upgrade Programme.

13. Complete New Data Centre implementation, including new data centre, primary

& backup data centre sites.

7.5 TELEPHONY – FIXED AND MOBILE Mobility and telephony are synonymous with each other, and voice services (fixed and

mobile) aligned with intelligent devices are critical tools for HSE staff to be effective.

There is a high level of technology turnover and a high expectation of agility in this area

and to meet the requirements of an increasingly demanding organisation we need to

address the current challenges:

1. Legacy Voice Platforms across our Estate (PBXs).

2. Legacy Mobile Estate (Mobile Phones out of Support/Contract).

3. Mobile Proxy Infrastructure not fit for purpose.

4. Legacy Carrier agreements for delivery of voice traffic

5. Legacy Infrastructure providing Telemedicine applications (e.g Trasna).

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7.6 EMERGENCY SERVICES The delivery of Emergency Services is a critical element of the support provided to the

organisation by OoCIO and an area where technology is already making a significant

difference. There are some specific areas which need updating to maintain this critical

service:

1. Legacy technology to alert Community First Responders

2. Contract Expiration for delivery of Tetra Service

7.7 STRATEGIC ACTION PLAN - STABILISATION


S-1 Explorer Upgrade Stabilisation Q1-2019

S-2 Windows 10 Rollout Stabilisation

S-3 Rivers Data Centre Stabilisation Q1-2019

S-4 VMWare Capacity Stabilisation Q1-2019

S-5 Skype for Business Stabilisation

S-6 Backup/Restore Stabilisation

S-7 One Programme Stabilisation Q4 -202

S-8 Storage Capacity Upgrade Stabilisation

S-9 Resilient Internet Infrastructure Stabilisation

S-10 Fixed Line Carrier Engagement Stabilisation

S-11 Telephony/UCS Framework Stabilisation

S-12 Mobile Patch Management Stabilisation

S-13 Telephony Support Framework Stabilisation

S-14 Network Hardware Upgrade Stabilisation Q4-2020

S-15 Peer NHN with GCN Stabilisation

S-16 New National Wireless Platform Stabilisation

S-17 Community First Responders

Technology Upgrade

Stabilisation

S-18 Tetra Service Contract Stabilisation

S-19 Inventory Management Stabilisation Q2-2019

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8 MODERNISATION

The key outcomes from this theme is the delivery of a modern eHealth infrastructure

which will enable the delivery of the eHealth strategy and Sláintecare. At the heart of

any digital organisation is user experience:

“The What, the Where, the When and the How of Information - What they want, where

they want it, when they want it and how they want it i.e. presented in a manner that

enables them to deliver services in a patient centric manner.”

In technology terms this requires our strategy to deliver

▪ Mobility for our people – Information where they want it.

▪ Connected experience for staff and patients – What and When.

▪ Consistent experience for staff and patients –Where and How.

▪ Better collaboration – What, Where, When and How.

▪ Confidentiality, Integrity and Availability of Information – Securely.

▪ IT will target Self-Service to give autonomy to the business and deliver IT more

efficiently.

The strategy outlines the strategic direction and future investments required across End

User Interfaces and the Infrastructure layers – servers & storage, network, internet

infrastructure, data centres, telephony – fixed/mobile etc.

8.1 END USER INTERFACES INCLUDING IDENTITY The technology strategy for user interfaces is a key enabler of consistent, connected

experiences for staff and patients across the health eco system. User interfaces

encompass traditional desktop and laptop devices, tablet devices, mobile devices and

more modern natural user interfaces. The HSE have a large number of devices within

the estate which has increased organically and is a combination of new and legacy

technology. There are significant challenges for business and IT in terms of the use

and management of this estate, exasperated by the following factors:

▪ Geographic distribution of this estate ~90K devices across 1000+ locations.

▪ Physical nature of the majority of the devices.

▪ Currency of a large proportion of the estate (Windows Desktop, Windows Server)

▪ Connectivity challenges to legacy applications.

▪ Devices spread across multiple active directory domains.

▪ Coverage Issues (Wireless/Cellular)

▪ Building Environments of where services hosted

The strategy for user interfaces must deliver the mobility and flexibility healthcare

workers require in a framework which is cost effective, agile and secure.

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Key principles of the strategy for end user devices are:

1. Desktop and/or Applications available on all supported device types.

2. Look and feel consistent across all supported device types.

3. Desktop/Applications delivered from the data centre.

4. Mobility will be achieved through virtualisation.

5. Services will be available from multiple locations – HSE and non-HSE.

6. Desktop/Applications are maintained at minimum N-1.

7. Desktop/Applications will have a regular patching schedule.

8. Identity management centralised.

9. Single Sign on solution available.

10. Remote access with multi-factor authentication available as required.

HSE Technology will design solutions which align to these principles with a target to

reduce the physical desktop footprint.

Note: The use of non-HSE devices and Cloud as a service for end user computing will

be given consideration during the evolution of the strategy.

8.2 SERVERS & STORAGE The HSE 3-5 year strategy for servers and storage is a hybrid model which will utilise

IAAS and PAAS, both private and public.

Key principles of the strategy for servers, storage:

1. Servers will be consolidated into the primary data centres in Clonshaugh/Rivers

and Regional Data Centres.

2. Cross site replication of storage will be implemented for critical services.

3. Implement a tiered Storage Architecture.

4. Reduce the number of physical servers, all new and modernised servers will be

virtualised.

5. Consolidate storage into data centres.

6. Implement a converged data management solution decreasing risk around

backup, recovery and eDiscovery.

7. Implement Records Management.

8. Local printers an exception, primary printing through managed print services

9. Hardware refreshed regularly.

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8.3 NETWORKS, INTERNET INFRASTRUCTURE, DATA CENTRE A key success factor for delivery of digital healthcare is the capacity and resilience of

our network infrastructure with internet and data centre connectivity becoming more

important with the centralisation of services and move to the cloud.

Key principles of the strategy for networks and data centre:

1. Network will continue to be dual provider

2. Connectivity will be provided to all locations within the HSE

3. Network will continue to be a flat design

4. Network segmentation will be considered with a risk based assessment approach.

5. NHN will peer with the GCN but continue to be the primary transportation for the

HSE outside of the main high capacity sites

6. Pervasive and secure WLAN coverage will be provided at all HSE locations and

we will seek to do so in an innovative manner

7. Internet Infrastructure is deemed a critical service and will be configured in a highly

available manner.

8. Quality of Service will continue to be deployed as and where required.

9. Servers will be consolidated from regions into the primary data centres in

Clonshaugh and Rivers in a more proactive manner where the exception will be to

use a local data centre.

10. Establish a single national network management platform.

11. Finalise the IP addressing program of work.

Note: The implementation of IPV6 will be given consideration during the evolution of the

strategy.

8.4 TELEPHONY (MOBILE &FIXED) The importance of telephony and in an organisation as dispersed as the HSE cannot be

underestimated. These are the technologies most aligned with natural user interfaces

and telephony, in particular, is the most prevalent communication tool in use by staff

and patients. This factor, along with the emergence of the smart mobile as a way of

working, requires a clear strategy in terms of not just the technology but also the

management of the various carrier networks. The strategy we implement needs to

deliver a resilient, secure design but to also create value opportunities for the business.

Key principles of the strategy for telephony

Telephony: Mobile

1. Mobile Network will continue to be multiple providers.

2. Mobile Network will route through the national network, reducing costs.

3. Call management should be available.

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4. Voice Services is deemed a critical service and will be configured in a highly

available manner.

5. Voice will be prioritised on network.

6. Mobile Access to business applications will be available anywhere at any time.

7. Business applications will be delivered securely while not limiting functionality of

device.

8. One Number - Business Number to be delivered across multiple devices.

9. Develop HSE Store for mobile devices for Clinical/Business APP’s.

10. Self Service Portal for ordering mobile devices

Telephone: Fixed Unified Communications

1. IVR solutions for intelligent call routing.

2. Frameworks for Carrier and UCS solutions.

3. Contact Centre Technology for one number access for general public

4. Web Chat services to be deployed

5. Utilise UCS as a broadcast tool to disseminate information to our staff

8.5 STRATEGIC ACTION PLAN - MODERNISATION


M-1 O356 Modernisation Pilot Q4 - 2018

M-2 GCN Pairing Modernisation Q4 - 2018

M-3 Enterprise Wireless Modernisation Q4 - 2019

M-4 Virtual Desktop Modernisation Pilot Q1-2019

M-5 Single Sign On Modernisation Pilot Q1-2019

M-6 On Premise Collaboration toolset Modernisation

M-7 End User Device Standardisation Modernisation

M-8 Internet Infrastructure Upgrade Modernisation Q4 - 2019

M-9 Next Gen SAN Modernisation

M-10 National Wireless Modernisation

M-11 Data Centre Consolidation Modernisation

M-12 Managed Print Services Modernisation

M-13 Patch Management Solution Modernisation

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M-14 GCN rollout Modernisation Q4-2019

M-15 Mobile APP Store Modernisation

M-16 Azure & AWS Cloud Services Modernisation Q1-2019

M-17 Next Generation Identity Strategy Modernisation Q2-2019

9 GOVERNANCE

In an age where technology is a critical to the delivery of health care we need

appropriate governance to assure the business that services are delivered in line with

business requirements and industry best practice. This is achieved through having

standards and policies in place underpinned by processes and procedures to ensure

adherence.

Key principles for our governance strategy:

1. Technology Strategy will be aligned with business strategy.

2. Technology Risk will be aligned with business risk.

3. Technology will have appropriate standards and policies to ensure the delivery of

business strategy and the management of technology risk.

4. Technology will have a framework for the management of risk with appropriate

escalation path up the organisation.

Technology will work with the Head of IT Compliance and Internal Audit to agree an IT

risk management framework and implement an IT controls improvement process.


G-1 IT Risk Management Framework Governance Q1-2019

G-2 IT General Controls Review Governance Q1-2019

G-3 Define Critical Services

(business)

Governance Q2-2019

G-4 Critical Service/Technology

Alignment

Governance Q3-2019

10 INNOVATION

Innovation is key to any organisation and is critical to deliver the strategic intent of

eHealth in Ireland. OoCIO needs to not only support business innovation through

technology but also drive innovation for the business through technology.

Innovation does not happen by accident it must be fostered. Key elements for

innovation in any organisation are:

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▪ A Culture of Innovation.

▪ A Culture of Collaboration.

▪ Opportunity for Innovation – resource and time.

▪ Innovation Partnerships,

OoCIO will promote a culture of innovation and collaboration and create real opportunities

for our teams. We will initiate partnerships within the HSE and with external groups. We

will target a number of initiatives providing the opportunities to try new technologies,

determine business value and where viable bring to the enterprise.

We will look at a HyperConverged solution on premise for delivery of Private Cloud, with

a view to providing a Hybrid Compute Environment.


E-1 HSE collaboration team Innovation Q4-2018

E-2 Create Innovation Space Innovation Q1-2019

E-3 Next Generation Community Innovation Q2-2019

E-4 Next Generation Hospital Innovation Q3-2019

E-5 BYOD (Personal Devices) Innovation Pilot Q2 – 2019

E-6 Collaboration 2.0 Innovation Q4-2019

E-7 3 A’s – AI, Automate, Action Innovation Q4-2019

E-8 HSE Green Energy Innovation Q1-2019

E-9 Investigate HyperConverged

Solutions for delivery of Private

Cloud.

Innovation Q2-2019

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11 APPENDIX A – SLÁINTECARE STRATEGIC ACTION 10

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12 APPENDIX B – ACTIONS ALIGNED WITH SLÁINTECARE

ID Programme Date Sláintecare Sláintecare

P-1 Fulfil 2018 Resource Plan Q4-2018 Goal 4, SA 9 IT Workforce

P-2 Fulfil 2019-2020 Resource Plan FY-2019 Goal 4, SA 9 IT Workforce

P-3 Temporary uplift to teams Q4-2018 Goal 4, SA 9 IT Workforce

P-4 Investigate partner opportunities Q3 -2019 Goal 4, SA 9 IT Workforce

P-5 OoCIO Workforce Planning Q1 -2019 Goal 4, SA 9 IT Workforce

P-6 Cloud Operating Model Q4 -2018 Goal 4, SA 9 IT Workforce

P-7 Specialist Development Pathways for staff FY-2019 Goal 4, SA 9 IT Workforce

P-8 Specialist Training for Staff FY-2019 Goal 4, SA 9 IT Workforce

P-9 Innovation fund for automation Q2 -2019 Goal 4, SA 9 IT Workforce

P-10 All Staff Day December Goal 4, SA 9 IT Workforce

P-11 Communications Strategy Q1-2019 Goal 4, SA 9 IT Workforce

P-12 Self Service Initiatives Q2-2019 Goal 4, SA 9 IT Workforce


S-1 Explorer Upgrade Q1-2019 Goal 4, SA 10 10.3.2 Clinical ICT Systems

S-2 Windows 10 Rollout TBC Goal 4, SA 10 10.3.1 Digital Workplace

S-3 Rivers Data Centre Q1-2019 Goal 4, SA 10

10.1.1 EHR 10.3.2 Clinical ICT Systems 10.4.1 Financial Systems

S-4 VMWare Capacity Q1-2019 Goal 4, SA 10

10.1.1 EHR 10.3.2 Clinical ICT Systems 10.4.1 Financial Systems

S-5 Skype for Business Q1-2019 Goal 4, SA 10 10.3.1 Digital Workplace

S-6 Backup/Restore Q4-2019 Goal 4, SA 10 10.3.2 Clinical ICT Systems 10.4.3 Information Architecture

S-7 One Programme Q4 -2020 Goal 4, SA 10

10.1.1 EHR 10.3.1 Digital Workplace 10.4.2 Cloud Infrastructure

S-8 Storage Capacity Upgrade WIP Goal 4, SA 10

10.1.1 EHR 10.3.2 Clinical ICT Systems 10.4.1 Financial Systems 10.4.3 Information Architecture

S-9 Resilient Internet Infrastructure Q3-2019 Goal 2, SA 4 Goal 4, SA 10

4.2.2 New Primary Care Centres 10.2.1 Citizen Health Portal 10.3.1 Digital Workplace

S-10 Fixed Line Carrier Engagement TBC Goal 2, SA 4 Goal 4, SA 10

4.2.2 New Primary Care Centres 10.3.3 Telehealth Solutions

S-11 Telephony/UCS Framework TBC Goal 2, SA 4 Goal 4, SA 10


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S-12 Mobile Patch Management TBC Goal 2, SA 4 Goal 4, SA 10


S-13 Telephony Support Framework TBC Goal 2, SA 4 Goal 4, SA 10


S-14 Network Hardware Upgrade Q4-2020 Goal 4, SA 10 10.3.1 Digital Workplace

S-15 Peer NHN with GCN WIP Goal 4, SA 10 10.3.2 Clinical ICT Systems10.4.2 Cloud Infrastructure

S-16 New National Wireless Platform WIP Goal 2, SA 4 Goal 4, SA 10

4.2.2 New Primary Care Centres 10.5.1 Digital Maternity System 10.3.1 Digital Workplace

S-17 Community First Responders Technology Upgrade TBC Goal 4, SA 10 10.3.3 Telehealth Solutions

S-18 Tetra Service Contract TBC Goal 4, SA 10

S-19 Inventory Management Q2-2019 Goal 4, SA 10 10.3.1 Digital Workplace 10.4.2 Cloud Infrastructure


M-1 O356 Pilot Q4 - 2018 Goal 4, SA 10

10.3.3 Telehealth Solutions 10.4.2 Cloud Infrastructure

M-4 Virtual Desktop Pilot Q1-2019

Goal 2, SA 4 Goal 4, SA 10

4.2.2 Primary Care Centres 10.5.1 Digital Maternity System 10.3.1 Digital Workplace

M-5 Single Sign On Pilot Q1-2019 Goal 4, SA 10

10.5.1 Digital Maternity System 10.3.1 Digital Workplace

M-6 On Premise Collaboration toolset TBC Goal 4, SA 10 10.3.1 Digital Workplace

M-7 End User Device Standardisation TBC Goal 4, SA 10 10.3.1 Digital Workplace

M-9 Next Gen SAN TBC Goal 4, SA 10

10.1.1 EHR 10.3.2 Clinical ICT Systems 10.4.1 Financial Systems 10.4.3 Information Architecture

M-11 Data Centre Consolidation WIP Goal 4, SA 10

10.1.1 EHR 10.2.1 Information Sharing 10.3.2 Clinical ICT Systems 10.4.2 Cloud Infrastructure

M-12 Managed Print Services TBC Goal 4, SA 10 10.3.1 Digital Workplace

M-13 Patch Management Solution Q2-2019 Goal 4, SA 10 IT Foundation

M-14 GCN rollout Q4-2019 Goal 4, SA 10 10.3.2 Clinical ICT Systems 10.4.2 Cloud Infrastructure

M-15 Mobile APP Store TBC Goal 4, SA 10

10.2.1 Citizen Health Portal 10.3.1 Digital Workplace 10.3.3 Telehealth Solutions

M-16 Azure & AWS Cloud Services Q1-2019 Goal 4, SA 10 10.3.1 Digital Workplace

M-17 Next Generation Identity Strategy Q2-2019 Goal 4, SA 10 10.3.1 Digital Workplace

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13 APPENDIX C – HSE TECHNOLOGY HIGH LEVEL OVERVIEW

Health Service Executive Chief Technology Office

Documents

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