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Australian Digital Health Agency

Corporate Plan 2018–19

2 Australian Digital Health Agency | Corporate Plan 2018–2019

Acknowledgements

Council of Australian GovernmentsThe Australian Digital Health Agency is jointly funded by the Australian Government and all state and territory governments.

DisclaimerThe Australian Digital Health Agency (“the Agency”) makes the information and other material (“Information”) in this document available in good faith but without any representation or warranty as to its accuracy or completeness. The Agency cannot accept any responsibility for the consequences of any use of the Information. As the Information is of a general nature only, it is up to any person using or relying on the Information to ensure that it is accurate, complete and suitable for the circumstances of its use.

Document controlThis document is maintained in electronic form and is uncontrolled in printed form. It is the responsibility of the user to verify that this copy is the latest revision.

Copyright © 2018 Australian Digital Health AgencyThis document contains information which is protected by copyright. All Rights Reserved. No part of this work may be reproduced or used in any form or by any means — graphic, electronic, or mechanical, including photocopying, recording, taping, or information storage and retrieval systems — without the permission of the Australian Digital Health Agency. All copies of this document must include the copyright and other information contained on this page.

OFFICIAL

Australian Digital Health Agency ABN 84 425 496 912

About this plan

The Australian Digital Health Agency commenced operations on 1 July 2016.

The Public Governance, Performance and Accountability (Establishing the Australian Digital Health Agency) Rule 2016 sets out the functions and governance of the Agency.

This corporate plan covers a four-year reporting period, 2018–19 to 2021-22, as required under paragraph 35(1)(b) of the Public Governance, Performance and Accountability (PGPA) Act 2013 and in accordance with section 16E of the PGPA Rule 2014.

Level 25 Phone: 1300 901 001 56 Pitt Street Email: [email protected] Sydney, NSW 2000 Website: www.digitalhealth.gov.au

mailto:help%40digitalhealth.gov.au?subject=Corporate%20Plan

https://www.digitalhealth.gov.au

3Australian Digital Health Agency | Corporate Plan 2018–2019

Contents

1. About the Australian Digital Health Agency 41.1 Our purpose 41.2 Our role 4

2. Environment 52.1 Australia’s health system 52.2 Digital health in Australia 52.3 General environmental factors 6

3. A new digital health strategy for Australia 83.1 Looking forward to the digital transformation of Australia’s health and care 83.2 Key milestones 2018 to 2022 103.3 Strategy implementation plan 10

4. Capability 124.1 Foundations of success 124.2 People 124.3 Workforce planning 134.4 Values and culture 134.5 Governance 14

5. Risk management 15

6. Performance 176.1 Overview 176.2 Strategic priority 1 targets 176.3 Strategic priority 2 targets 206.4 Strategic priority 3 targets 206.5 Strategic priority 4 targets 216.6 Strategic priority 5 targets 216.7 Strategic priority 6 targets 226.8 Strategic priority 7 targets 22

7. Appendix A: Agency Work Plan FY 2018–19 23


1. About the Australian Digital Health Agency

1.1 Our purpose

The purpose of the Australian Digital Health Agency is:

Better health for all Australians enabled by seamless, safe, secure digital health services and technologies that provide a range of innovative, easy to use tools for both patients and providers. 1

Used effectively, digital information can help save lives, improve health and wellbeing and support a sustainable health system that delivers safe, high-quality health services for all Australians.

1.2 Our role

The role of the Agency is to:

» Coordinate, and provide input into, the ongoing development of the National Digital Health Strategy;

» Implement those aspects of the National Digital Health Strategy that are directed by the Ministerial Council;

1 Health Portfolio Budget 2018–192 Public Governance, Performance and Accountability (Establishing the Digital Health Agency) Rule 2016

» Develop, implement, manage, operate, and continuously innovate and improve specifications, standards, systems and services in relation to digital health, consistently with the national digital health work program;

» Develop, implement and operate comprehensive and effective clinical governance, using a whole of system approach, to ensure clinical safety in the delivery of the national digital health work program;

» Develop, monitor and manage specifications and standards to maximise effective interoperability of public and private sector digital health systems;

» Develop and implement compliance approaches in relation to the adoption of agreed specifications and standards relating to digital health; and

» Liaise and cooperate with overseas and international bodies on matters relating to digital health. 2

http://www.health.gov.au/internet/budget/publishing.nsf/Content/2018-2019_Health_PBS

https://www.legislation.gov.au/Details/F2016L00070


2. Environment

2.1 Australia’s health system

Australia’s health system is highly respected internationally for its effectiveness and efficiency.3 However, despite strong foundations, a number of demographic and health trends are stretching the financial, physical and human resources of our healthcare system. These factors include an ageing population and increasing rates of chronic disease, compounded by systemic issues such as challenges in maintaining a skilled workforce in light of new technologies, and inequalities in health outcomes across different communities.

Consequently, there is increasing need for healthcare reform to prepare Australia to respond to the emerging health needs of its communities and to maintain existing high standards. This reform includes, among other things, the funding and large-scale adoption of digital health technologies to support new and improved models of care that drive greater safety, quality and efficiency for Australian patients and their carers.

3 Mirror, Mirror 2017: International Comparison Reflects Flaws and Opportunities for Better U.S. Health Care, 20174 Personally Controlled Electronic Health Record Review (archived)5 https://conversation.digitalhealth.gov.au/australias-national-digital-health-strategy

2.2 Digital health in Australia

Australia has made steady inroads in implementing digital health solutions.

In May 2017, the Australian Government announced that the My Health Record system would transition to an “opt out” system. This follows an independent review commissioned by Government in 2013 which recommended the system move to opt out to accelerate the benefits of the system to Australians.4 By the end of 2018, a My Health Record will be created for every Australian, except those who choose not to have one.

Also in 2017, Australian Health Ministers endorsed Australia’s National Digital Health Strategy which defines seven priority areas for digital health from 2018–22.5 The Agency prepared an implementation plan for the strategy which was launched on 3 July 2018 by the Minister for Health, the Hon. Greg Hunt MP. The implementation plan includes roles and activities for government, healthcare providers, the technology industry, consumers, and researchers to contribute to achieving the digital health goals by 2022. These are set out in more detail in Section 3 below.

https://interactives.commonwealthfund.org/2017/july/mirror-mirror

http://webarchive.nla.gov.au/gov/20140801022344/http://www.health.gov.au/internet/main/publishing.nsf/Content/PCEHR-Review

https://conversation.digitalhealth.gov.au/australias-national-digital-health-strategy


One priority area which was progressed in 2017 ahead of the term of the strategy was preparing for the expansion of the My Health Record. Expanding participation will help embed the use of My Health Record as a routine element in clinical workflows nationwide. This in turn will ensure that the great majority of Australian patients will accrue a comprehensive, accessible medical history, which can become a vital resource for clinical interventions and ongoing health management.

Healthcare providers can use the My Health Record system and associated digital health infrastructure to share health information with their patients, transfer prescriptions to pharmacies, and provide interactive decision-making support. Consumers can take a proactive and participatory approach to their healthcare by adding personal notes and controlling the information displayed in their personal record.

6 https://www.digitalhealth.gov.au/news-and-events/news/media-release-new-global-digital-health-partnership

2.3 General environmental factors

2.3.1 International

Australia’s drive to implement a national digital health system aligns with, and in some respects leads, comparable efforts internationally. There is a widespread recognition around the world that digital health technologies hold great promise to both improve health outcomes and reduce the cost of healthcare delivery.

To take advantage of the potential benefits of international collaboration in digital health, the Agency has established the Global Digital Health Partnership (GDHP)6; an international forum which provides the opportunity for participating governments and digital health agencies to share knowledge and experiences, leading to the improved delivery of digital health services in each participating country. The inaugural meeting was held in Australia in February 2018, with delegations from 13 countries, Hong Kong SAR and the World Health Organization attending.

https://www.digitalhealth.gov.au/news-and-events/news/media-release-new-global-digital-health-partnership


2.3.2 Clinician and consumer

response

Generally speaking, the My Health Record system and other digital health technologies are only of value if they are used by clinicians and consumers. This means that the main risks to the Agency’s program are factors that could discourage the use of these digital health services in Australia’s healthcare system. Such factors include a lack of awareness of the My Health Record system and other digital health services, or a loss of faith among clinicians and consumers in these services, perhaps due to privacy or security concerns, or a perception of general irrelevance to grassroots healthcare delivery.

The Agency is actively working to mitigate these risks. Any lack of awareness among clinicians and consumers is being addressed through a broad-based communications strategy. Factors that might lead to a loss of faith are being addressed through initiatives such as the implementation of robust privacy controls, the formation of the Digital Health Cyber Security Centre7 , and an ongoing commitment to consultation, collaboration and co-production with stakeholders across Australia.

The key risks that impact the achievement of our purpose, and our approach to managing those risks, are described in more detail in Section 5.

7 https://www.digitalhealth.gov.au/about-the-agency/digital-health-cyber-security-centre/about

https://www.digitalhealth.gov.au/about-the-agency/digital-health-cyber-security-centre/about


3.1 Looking forward to the digital transformation of Australia’s health and care

Australia’s National Digital Health Strategy — Safe Seamless and Secure8 was developed through a nationwide consultation process, and approved by Australia’s Health Ministers on 4 August 2017. The strategy is focused on an evidence base of benefits prioritising national-level digital health activity, and articulates the need for a coordinated approach to the delivery of digital health within Australia.

It outlines a vision, key themes that were identified during the national consultation, and seven strategic priorities that will guide the approach to the delivery of digital health within Australia from 2018 to 2022. These guiding principles are summarised in the figure on the following page.

8 Australia’s National Digital Health Strategy Safe, Seamless and Secure, 2017

3. A new digital health strategy for Australia

https://www.digitalhealth.gov.au/australias-national-digital-health-strategy


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Better health for all Australians enabled by seamless, safe, secure digital health services and technologies that provide a ranges of innovative, easy to use tools for both patients and providers.

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1. Health information that is available whenever and wherever it is needed

2. Health information that can be exchanged securely

3. High-quality data with a commonly understood meaning that can be used with confidence

4. Better availability and access to prescriptions and medicines information

5. Digitally-enabled models of care that improve accessibility, quality, safety and efficiency

6. A workforce confidently using digital health technologies to deliver health and care

7. A thriving digital health industry delivering world class innovation

Key

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es Support me in making the right

healthcare choices, and provide me with options

Help all the people who care for me to

understand me, and together, provide safe and

personalised care

Create an environment

where my healthcare

providers and I can use and benefit from innovative

technologies

Preserve my trust in the healthcare system and protect my

rights

1 2 3 4

Figure 1: Strategic vision, themes and priorities


3.2 Key milestones 2018 to 2022

By the end of June 2019:

» Every Australian will have a My Health Record, unless they choose not to.

» A public consultation on draft interoperability standards will confirm an agreed vision and roadmap for implementation of interoperability between all public and private health and care services in Australia.

» All patients and their providers will have access to comprehensive views of their prescribed and dispensed medications through the My Health Record system.

By the end of 2022:

» Every healthcare provider will have the ability to communicate with other professionals and their patients via secure digital channels.

» The first regions in Australia will showcase comprehensive interoperability across health service provision.

» There will be digitally enabled paper-free options for all medication management in Australia.

» All healthcare professionals will have access to resources that will support them in the confident and efficient use of digital services.

9 https://conversation.digitalhealth.gov.au/framework-for-action

3.3 Strategy implementation plan

Achievement of the outcomes in the strategy will depend on continued co-production with patients, consumers and carers — and the governments, healthcare professionals, organisations and industry innovators who serve them. As custodians of the strategy, the Australian Digital Health Agency co-designed the strategy’s implementation plan — the Framework for Action9 — with its many partners in the community, building on the findings of the strategy’s national consultation. The framework will be a living document that is regularly updated to reflect the continuing progress on the strategy’s outcomes.

The purpose of the Framework for Action is to:

» Articulate the activities required to deliver on the strategy’s outcomes, and the roles participants in the digital health eco-system will play in order to deliver them;

» Promote collaboration and information sharing, and provide a holistic view of the various projects, innovations and investments, as well as new ways of working that progress the seven strategic priority areas in the strategy; and

» Act as a guide for organisations that are recalibrating their strategies or forward work programs to align to national strategic priorities.

https://conversation.digitalhealth.gov.au/framework-for-action


Priority activities described in the framework include:

» Improving the quantity, consistency and usability of information captured in the My Health Record system;

» Establishing a standardised approach to secure clinical messaging in Australia, enabling seamless interoperability between vendor networks and clinical information systems;

» Testing, adopting and implementing new, digitally enabled models of care, in collaboration with stakeholders;

» Supporting the growth of a workforce with the skills to confidently use digital health technologies in Australia; and

» Fostering and accelerating innovation in Australian health and care.


4. Capability

4.1 Foundations of success

As a young and rapidly maturing Commonwealth agency, continuing to build capability is critical to ongoing delivery of the Agency’s work program. Success depends on forging external partnerships, a commitment to good governance, promoting strong values and culture within the Agency, and developing our people.

4.2 People

The Agency’s people are the primary enablers of organisational performance. Staff have a range of backgrounds and skills in healthcare, health informatics, management and information technology, and are experienced in many different contexts and disciplines. The diversity of backgrounds is a significant strength for the Agency.

Over the next four years, the Agency will continue to build an agile, engaged and empowered workforce with a sustained focus on:

» Recruiting talented staff, retaining them through career mentoring, and rewarding commitment and success;

» Being responsive and adaptive to changing demands, by establishing a learning culture and aligning individual performance plans to our strategic goals and values;

» Strong leadership that clearly conveys the Agency’s strategic vision; and

» Supporting staff to perform at their best, through corporate and procedural policies and practices that grant autonomy, encourage accountability and give leadership opportunities.

Developing a capable, flexible and motivated workforce will give the Agency the necessary resilience to deliver major national programs and meet both the inherent and the unforeseen challenges that will be encountered in supporting the implementation of digital health-driven change across the health sector.


4.3 Workforce planning

Much of the Agency’s work requires specialist skills. In order to ensure that these skills are maintained and further developed, workforce planning continues to ensure that capability and resources are coordinated and balanced, both now and in the future.

This planning includes both an environmental analysis and risk assessment to identify any gaps between current and future workforce needs, and to mitigate the risk of loss of technical expertise. Ongoing workforce planning and forecasting will ensure that the Agency remains responsive to the needs of government, in a climate of fiscal constraint and technologically driven disruptions in both healthcare delivery and in the community’s expectations of best practice public service delivery.

10 Prior to the refresh, the Agency values were “working together”, “respect and trust”, “transparency”, “leading through learning” and “customer focus”.

4.4 Values and culture

The Agency’s values and culture, reflected in everyday conduct, are fundamental to successful delivery of the Agency’s work program. As a Commonwealth public sector organisation, the Australian Digital Health Agency embraces the Australian Public Service ICARE values.

To further strengthen its values-based culture, the Agency has developed and refreshed its own set of complementary values that support and enhance its strategic direction and culture:

» Working together collaboratively

» Respect and trust

» Transparency

» Accountable

» Innovative

These refreshed values10 will be embedded in a behaviours framework to support the values in action, in both policies and practice.

I Impartial

C Committed to service

A Accountable

R Respectful

E Ethical


4.5 Governance

The Agency’s Board sets the strategic direction, organisational priorities, and immediate focus of the organisation. It is the key decision-making body for the Agency with its functions and skills base set out in the Public Governance, Performance and Accountability (Establishing the Australian Digital Health Agency) Rule 2016. Its members come from all over the country, draw on a mix of gender, ages and backgrounds and bring a range of expertise and perspectives, as well as ambition for the future of digital healthcare.

The Board delegates responsibility for operational management to the Chief Executive Officer, who, with the support of an executive team, leads and coordinates the delivery of the priorities determined by the Board. The Board and executives are committed to good corporate governance and have established policies, processes and steering committees to help the Agency achieve its purpose and ensure the careful stewardship of Commonwealth, state and territory resources.

The Board takes advice from six advisory committees established under the Public Governance, Performance and Accountability (Establishing the Australian Digital Health Agency) Rule 2016.

Whole-of-organisation planning is underway to nurture workforce capability and culture, and strengthen the Agency’s governance framework. Strategies to address workforce risks and challenges are addressed further in Section 5.


5. Risk management

The Agency is committed to an embedded risk management environment where risk consideration forms an intrinsic part of business-as-usual culture, promoting risk-informed decision making. The Agency’s Risk Management Strategy, Framework and Policy (RMSFP) provides comprehensive guidance and information on Agency risk management processes and structures to help staff recognise and engage with risks on a daily basis. The RMSFP complies with the Commonwealth Risk Management Policy, supports the requirements of Section 16 of the PGPA Act, and includes the 11 principles set out in AS/NZS ISO 31000 to effectively manage risk.

Our strategic risks recognise the effect of uncertainty on our ability to achieve our purpose, high-level activities and intended results. The risks are identified in the table below. The strategic risks are identified and managed by the Agency’s Executive Leadership Team and endorsed by the Board. The Executive Leadership Team monitors the risks and associated treatments on a monthly basis, with the Audit and Risk Committee and Board receiving quarterly updates.

Strategic risk Measures to control risk

Failure to establish and maintain an Agency culture that supports employees and the achievement of Agency strategic objectives.

Undertake compliance assessment and gap analysis with a view to introducing or updating existing policies and frameworks managing governance, IT, finance, and staff. Continue with cultural improvement initiatives to maintain workforce productivity and wellbeing.

Inability to manage the expectations of stakeholders.

Implementation of the Stakeholder Management Framework by engaging early and meaningfully with key stakeholders, working together and exchanging knowledge, expertise and views, being transparent and demonstrating consideration of stakeholder contributions for effective co-design and co-production in product and service development.

Inability to maintain focus on Agency mission and strategic goals.

Consistent communication of 2018–19 work plan priorities and framework for action for implementation of the four-year National Digital Health Strategy.


Strategic risk Measures to control risk

Failure to achieve high shareholder confidence and engagement with the Agency, and its ability to manage funds and deliver outcomes.

Perform continuous improvement reviews, reporting and oversight of significant policies, frameworks and processes. This includes Accountable Authority instructions and delegations, budgetary control framework, business operation rules for system controls with service providers and independent internal and external audit validation processes.

Absence of stakeholder viewpoints in Agency solutions (product, training, information, support, engagement).

Conduct continual engagement with key stakeholders and consumers on the adherence to Digital Transformation Agency Digital Service Standards, the Service Design Framework and user-centred design methodologies in all product development.

Failure to maintain confidentiality, integrity and availability of national infrastructure within forecast commercial arrangements.

Active management and monitoring undertaken on all cyber security operations and engineering key deliverables. This includes maintaining critical frameworks, assessments, resources and tools to protect and safeguard privacy compliance and security.

National Digital Health Strategy poorly, or badly, implemented.

Deliver a superior stakeholder engagement program to ensure shareholders understand how the Agency is supporting their priorities. This will be generated through NDHS workplan implementation updates, benefits reporting and due diligence on project planning.

Failure to provide a clinically safe national infrastructure.

Maintain and oversee a consistent review and alignment to enhancing clinical safety and assurance. This is through regular review of specific frameworks, committees, awareness campaigns and programs.

Failure to plan for and deliver the My Health Record Expansion program.

Adoption of a strong governance model including the delivery of the Agency Risk Management Framework, an effective program management function responsible for established communication and engagement strategies with regular reporting to the Commonwealth department.

During 2018–19, the Agency will continue to refine and enhance its overarching risk structures, and continue to improve staff capabilities to assess and manage risks.


6. Performance

6.1 Overview

Following the recent launch of the National Digital Health Strategy, the Agency’s performance will be driven by and assessed against the seven strategic priorities outlined in the strategy and associated work program.

The Agency Board endorsed the 2018-19 work plan for the Agency with a number of programs and projects that support those strategic priorities (see Figure 2 on following page). It was endorsed by the Australian Health Ministers’ Council in July and will be considered by Australian Health Ministers at the COAG Health Council. Performance information has been crafted for each priority to allow parliament and the public to judge our success, year by year, over the life of the corporate plan.

6.2 Strategic priority 1 targets

Health information that is available whenever and wherever it is needed

Deliver a national opt-out model for the My Health Record system and enhance the system to improve participation, usage, content and engagement with the service.

2018–19 target 2019–20 (& beyond) target

Deliver a national opt-out model for the My Health Record system by 31 December 2018, and release a minimum of two upgrades to the system to increase content, improve the end-user experience, mobile access, management of family records, allergies, medicines view, and access controls.

Continue to deliver a reliable and secure My Health Record system and to continuously improve the end-user experience.

Increase My Health Record system adoption by public and private hospitals.

2018–19 target 2019–20 (& beyond) target

Connect an additional 30 public hospitals and 15 private hospitals to the My Health Record system.

Connect additional public and private hospitals to the My Health Record system at a comparable rate each year.


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Establish foundation sources of pathology and diagnostic imaging reports in the My Health Record system with key implementation partners from public hospital networks and the private sector.

2018–19 target

2019–20 target

2020–21 target

2021–22 target

Six states and territories, and more than 60% of private pathology labs and 10% of private diagnostic imaging practices connected and sharing reports with the My Health Record system.

All states and territories, and more than 80% of private pathology labs and 20% of private diagnostic imaging practices connected and sharing reports with the My Health Record system.



Maintain availability of the My Health Record system.

2018–19 target

2019–20 target

2020–21 target

2021–22 target

99% of the time. 99% of the time. 99% of the time. 99% of the time.



Health information that can be exchanged securely

Establish a trustworthy, seamless process for a message to flow securely from one provider to another and over time to consumers.

2018–19 target

2019–20 target

2020–21 target

2021–22 target

Establish a federated provider directory and information exchange trust framework to support information exchange and implement specifications and guidelines and extend use of interoperable messaging from initial sites.

Co-produce a conformance, compliance and accreditation framework and process, building on existing schemes.

Establish sustainable operational models for national infrastructure to support information exchange, including provider identification and addressing services.

Continue establishing sustainable operational models for national infrastructure to support information exchange, including provider identification and addressing services.


High-quality data with a commonly understood meaning that can be used with confidence

Strengthen and improve the tools for digital interoperability in the Australian health sector.

2018–19 target

2019–20 target

2020–21 target

2021–22 target

Broaden consultation on interoperability roadmap and agree timeframes and targets for implementation.

Develop an interoperability roadmap for Australia.

Base-level requirements for using interoperable digital technology in the provision of care in Australia agreed with governments, peak clinical bodies and other key stakeholders.

Establish a digital health maturity support service to support jurisdictions and health services to increase their digital health maturity.

Continue establishing a digital health maturity support service to support jurisdictions and health services to increase their digital health maturity.



Better availability and access to prescriptions and medicines information

Improve the accuracy, timeliness, visibility and accessibility of medicines information in the My Health Record system.

2018–19 target

2019–20 target

2020–21 target

2021–22 target

80% of community pharmacies connected and sharing dispensed prescription records to the My Health Record system. Support Department of Health on digital signatures policy development.

90% of community pharmacies connect and upload dispensed prescription records to the My Health Record system.

More than 95% of community pharmacies connect and upload dispensed prescription records to the My Health Record system.

More than 97% of community pharmacies connect and upload dispensed prescription records to the My Health Record system.


Digitally enabled models of care that improve accessibility, quality, safety and efficiency

Trial new models of health care to test their effectiveness in real-world environments to accelerate national uptake of initiatives with greatest benefit.

2018–19 target

2019–20 (& beyond) target

Proceed with at least two pioneering initiatives to test evidence-based digital empowerment of key health priorities.

Support projects as approved by Agency Board.



A workforce confidently using digital health technologies to deliver health and care

Drive innovation by working with industry, healthcare consumers and the research sector to expand existing digital tools and create new ones that meet the changing needs of patients and providers.

2018–19 target

2019-20 target

2020-21 target

2021-22 target

Support the Mobile Gateway Program and commence implementation of a secondary use framework for the My Health Record system.

Continue implementation of a secondary use framework for the My Health Record system and improve the Developer Partner Program to reduce barriers to innovation and aid integration with the My Health Record system and other digital services.

Provide best practice design principles and guidelines to enrich the user experience to accelerate adoption.

Continue providing best practice design principles and guidelines to enrich the user experience to accelerate adoption.

Support healthcare professionals to trust in, and capitalise on, the benefits of digital technologies.

2018–19 target

2019-20 (& beyond) target

Support governments and educational institutions to develop curricula to build digital workforce capability.

Continue supporting governments and educational institutions to develop curricula to build digital workforce capability.


A thriving digital health industry delivering world-class innovation

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nnec

tions

A-16

Med

icin

e Sa

fety

A-19

Inte

rope

rabi

lity

A-22

Secu

re M

essa

ging

A-25

Digi

tally

Ena

bled

New

Mod

els o

f Car

eA-28

ww

w.di

gita

lhea

lth.g

ov.a

u

Over

view

SECT

ION

1

ww

w.d

igita

lhea

lth.g

ov.a

u

Deve

lopm

ent A

ppro

ach

A-4

BACK

GROU

ND

In A

ugus

t 201

7, th

e CO

AG H

ealth

Cou

ncil a

ppro

ved

the

Natio

nal D

igita

l Hea

lth

Stra

tegy

201

8-20

22 (t

he S

trat

egy)

and

hig

h le

vel F

our Y

ear W

orkp

lan.

The

FY

18-1

9 re

pres

ents

the

first

yea

r of t

he a

ppro

ved

plan

.

The

over

all p

lann

ing

proc

ess w

ill su

ppor

t the

dev

elop

men

t of t

he A

genc

y’s

Com

mon

wea

lth fu

ndin

g su

bmiss

ion

and

the

rece

ntly

agr

eed

IGA

disc

ussio

ns,

whi

ch a

re n

ow g

oing

thro

ugh

juris

dict

iona

l app

rova

ls.

APPR

OACH

The

annu

al p

lann

ing

proc

ess f

or th

e Ag

ency

, was

split

into

5 k

ey p

hase

s co

mm

encin

g in

ear

ly 20

18 in

cludi

ng: B

asel

ine

Anal

ysis,

Pla

nnin

g, A

nalys

is &

Re

view

, Fin

alisa

tion

& A

ppro

val a

nd A

war

enes

s. A

sum

mar

y of

the

activ

ities

ac

ross

thes

e Ph

ases

has

bee

n ca

ptur

ed o

n th

e fo

llow

ing

slide

. Thi

s app

roac

h w

as e

ndor

sed

at th

e Ap

ril 2

018

Boar

d m

eetin

g.Na

tiona

l Digi

tal H

ealth

Stra

tegy

ADHA

Ann

ual W

ork

Plan

ADHA

Bud

get a

nd

Reso

urce

Pla

n

ADHA Corporate Strategy/Plan

National Digital Health Strategy: Framework for Action

National Digital Health Strategy: Benefits Realisation Plan

Natio

nal p

ersp

ectiv

eAg

ency

spec

ific

PLAN

NING

FRAM

EWOR

K

The

Agen

cy h

as d

evel

oped

a p

lann

ing

fram

ewor

k to

pro

vide

cont

ext t

o th

e va

rious

stra

tegy

and

pla

nnin

g do

cum

ents

that

supp

ort t

he re

alisa

tion

of th

e Na

tiona

l Dig

ital H

ealth

Str

ateg

y an

d its

ben

efits

. The

pla

nnin

g fra

mew

ork

reco

gnise

s the

role

of t

he A

genc

y in

the

cont

ext o

f the

ove

rall N

atio

nal h

ealth

la

ndsc

ape

not l

imite

d to

the

Depa

rtm

ent o

f Hea

lth, j

urisd

ictio

ns a

nd in

dust

ry.

As su

ch it

s ove

rall i

nten

t is t

o lin

k pl

anni

ng w

ith d

eliv

ery

resp

onsib

ility

and

subs

eque

nt b

enef

its re

alisa

tion.

The

se k

ey d

ocum

ents

cons

ider

ed in

clude

:

•Na

tiona

l Dig

ital H

ealth

Str

ateg

y

•Na

tiona

l Dig

ital H

ealth

Str

ateg

y: F

ram

ewor

k Fo

r Act

ion

•Na

tiona

l Dig

ital H

ealth

Str

ateg

y: B

enef

it Re

alisa

tion

Plan

ww

w.d

igita

lhea

lth.g

ov.a

uA-

5

Deve

lopm

ent A

ppro

ach

ww

w.d

igit

alhe

alth

.gov

.au

Nat

iona

l Dig

ital

Hea

lth

Stra

tegy

impl

emen

tati

on p

rodu

cts

A-6

Del

iver

ing

the

outc

omes

and

ben

efit

s of

th

e N

atio

nal D

igit

al H

ealt

h St

rate

gy w

ill

requ

ire

cont

inuo

us c

o-pr

oduc

tion

acr

oss

the

Age

ncy’

s di

gita

l hea

lth

part

ners

in t

he

heal

th s

ecto

r an

d th

e br

oade

r co

mm

unit

y.

To fu

lfil i

ts le

ader

ship

and

coo

rdin

atio

n ro

le, i

n 20

18-1

9 th

e A

genc

y w

ill c

o-pr

oduc

e si

x st

rate

gic

impl

emen

tati

on

prod

ucts

wit

h st

akeh

olde

rs.

Thes

epr

oduc

tsw

illas

sist

the

Age

ncy,

gove

rnm

ents

,an

din

dust

ryto

prio

riti

se,

cost

and

sequ

ence

wor

kto

impl

emen

tth

eac

tivi

ties

iden

tifie

din

the

Fram

ewor

kfo

rA

ctio

nov

erth

elif

eof

the

Stra

tegy

toac

hiev

eth

ede

sire

dou

tcom

esan

dbe

nefit

s.

ww

w.d

igita

lhea

lth.g

ov.a

u

Fram

ewor

k fo

r Act

ion

A-7

ww

w.di

gita

lhea

lth.g

ov.a

u

FY20

17-1

8 Sc

orec

ard

SECT

ION

2

ww

w.d

igita

lhea

lth.g

ov.a

u

Achi

evem

ents

in F

Y17-

18

A-9

FY 2

018-

19

FY 2

017-

18

•O

n tr

ack

to e

xpan

ding

the

My

Heal

th R

ecor

d an

d ha

ve re

ceiv

ed a

pos

itive

repo

rt fr

om a

Dep

artm

ent o

f Fi

nanc

e Ga

tew

ay A

ssur

ance

revi

ew th

at a

war

ded

a ‘G

reen

Am

ber’

ratin

g w

hich

pro

vide

s a h

igh

leve

l of

conf

iden

ce fo

r a p

rogr

am o

f thi

s sca

le a

nd c

ompl

exity

.•

Achi

eved

agr

eem

ent o

f eve

ry H

ealth

Min

ister

(Sta

te, T

errit

ory

and

Fede

ral)

on a

Nat

iona

l Dig

ital H

ealth

St

rate

gy fo

r Aus

tral

ia –

the

last

tim

e th

is w

as a

chie

ved

was

in 2

009

and

is te

stam

ent t

o th

e Ag

ency

’s ge

nuin

e en

gage

men

t with

the

com

mun

ity to

co-

prod

uce

the

prio

ritie

s for

dig

ital h

ealth

to 2

022.

•Ac

cele

rate

d up

load

ing

of cl

inica

l con

tent

into

the

My

Heal

th R

ecor

d (a

t 29

Jan)

.•

Fina

lised

spec

ifica

tions

and

pla

ns to

impr

ove

secu

re m

essa

ging

in h

ealth

care

with

a v

iew

to re

mov

ing

fax

mac

hine

s fro

m d

aily

clin

ical p

ract

ice w

ith tw

o m

ajor

pro

ject

s abo

ut to

impl

emen

t the

se sp

ecifi

catio

ns in

live

cl

inic

al w

orkf

low

s –ea

ch in

volv

ing

ten

heal

thca

re p

rovi

ders

, tw

o cl

inic

al in

form

atio

n sy

stem

s, tw

o m

essa

ging

ve

ndor

s and

fede

rate

d di

rect

orie

s –w

here

thos

e ju

dgin

g th

e su

cces

s of p

roje

cts w

ill b

e th

e he

alth

care

pr

ovid

ers s

endi

ng a

nd re

ceiv

ing

mes

sage

s.•

Supp

orte

d th

e Ph

arm

acy

Guild

of A

ustr

alia

and

the

Phar

mac

eutic

al S

ocie

ty o

f Aus

tral

ia to

laun

ch a

nat

iona

l M

y He

alth

Rec

ord

awar

enes

s cam

paig

n fo

r the

pha

rmac

y se

ctor

to in

crea

se M

y He

alth

Rec

ord

adop

tion.

The

ca

mpa

ign

will

del

iver

wor

ksho

ps to

ove

r 1,2

00 p

harm

acist

s thr

ough

out 2

018.

•Fi

nalis

ed p

ropo

sal w

ith N

SW H

ealth

on

the

top

5 pr

iorit

ies f

or im

prov

ing

child

ren’

s hea

lth th

roug

h di

gita

l in

itiat

ives

bas

ed o

n in

put f

rom

ove

r 350

exp

erts

in c

hild

ren’

s hea

lth, a

nd k

icke

d of

f pro

ject

s to

tria

l the

se

initi

ativ

es.

•Re

leas

ed th

e Na

tiona

l Req

uire

men

ts fo

r Ele

ctro

nic

Pres

crip

tions

.•

Succ

essf

ully

dep

loye

d Re

leas

es 9

.1 a

nd 9

.2 o

f the

My

Heal

th R

ecor

din

clud

ing

oper

atio

nal i

mpr

ovem

ents

for

prov

ider

s and

con

sum

ers.

•O

pera

ting

natio

nal i

nfra

stru

ctur

e to

hig

h le

vels

of re

liabi

lity

–th

e HI

Ser

vice

, NAS

H, C

linic

al T

erm

inol

ogy

Serv

ice,

HIP

S ‘m

iddl

ewar

e’ to

ol, o

nlin

e tr

aini

ng a

nd te

st e

nviro

nmen

ts.

•La

unch

ed a

dev

elop

er p

rogr

am th

at su

ppor

ts in

nova

tors

to sa

fely

and

secu

rely

con

nect

to th

e M

y He

alth

Re

cord

.•

Enga

ging

at t

he in

tern

atio

nal l

evel

, lea

ding

the

deve

lopm

ent o

f a G

loba

l Dig

ital H

ealth

Par

tner

ship

, hos

ting

repr

esen

tativ

es fr

om fo

urte

en g

over

nmen

ts, t

o sh

are

lear

ning

s with

inte

rnat

iona

l pol

icy

mak

ers o

n ho

w b

est t

o pu

t dat

a an

d te

chno

logy

to w

ork

for h

ealth

care

pro

vide

rs, h

ealth

syst

ems a

nd c

itize

ns.

`

FY17

-18

Achi

evem

ents

(Q

1&Q

2)

Fore

cast

roll-

over

pro

gram

s

•Ju

risdi

ctio

nal C

onne

ctio

ns

•Pa

thol

ogy

& D

iagn

ostic

Imag

ing

Conn

ectio

ns

•Co

mm

unity

Pha

rmac

y Co

nnec

tions

•Ph

arm

acist

Cur

ated

Med

icine

s List

(PCM

L)

•In

tero

pera

bilit

y Co

nsul

tatio

n

•Na

tiona

l Hea

lth In

tero

pera

bilit

y St

rate

gy &

Road

map

•St

anda

rdize

d Te

st N

ames

/ At

omic

Dat

a

(Pat

holo

gy)

•In

dust

ry A

llian

ce

ww

w.di

gita

lhea

lth.g

ov.a

u

Wor

kpla

n Ov

ervi

ew

SECT

ION

3

ww

w.d

igita

lhea

lth.g

ov.a

u

Key

them

es

A-11

KEY

GUID

ING

PRIN

CIPL

ES A

GREE

D W

ITH

THE

BOAR

DTh

e fo

llow

ing

Boar

d en

dors

ed k

ey p

rinci

ples

hav

e gu

ided

the

deve

lopm

ent a

ppro

ach

for t

he A

genc

y An

nual

Wor

kpla

n fo

r FY1

8-19

:•

Ensu

re th

at th

e op

t out

pro

cess

for M

y He

alth

Rec

ord

is su

cces

sful

and

supp

orte

d.•

Focu

s on

COAG

act

iviti

es th

at a

re k

ey d

epen

denc

ies f

or th

e op

t out

pro

cess

.•

Iden

tify

oppo

rtun

ities

for d

igita

l hea

lth to

supp

ort n

ew m

odel

s of c

are

(prio

rity

iden

tifie

d by

JAC

on 3

1 Ja

nuar

y 20

18).

•En

sure

that

the

prio

ritie

s tha

t hav

e be

en c

omm

ence

d co

ntin

ue w

ith m

omen

tum

.

Impl

emen

ting t

he

Natio

nal D

igita

l He

alth

Stra

tegy

Sust

aina

ble

oper

atin

g m

odel

Orga

nisa

tiona

l exc

elle

nce

Deliv

er e

xpan

sion

Incr

ease

mea

ning

ful u

se

of d

igita

l hea

lth

Incr

ease

cont

ent i

n M

y He

alth

Rec

ord

Natio

nal I

nfra

stru

ctur

e fo

rwar

d pl

anni

ng

inclu

ding

repl

atfo

rmin

g

Posit

ion

for t

he fu

ture

ww

w.d

igita

lhea

lth.g

ov.a

uA-

12

PR

OJE

CTS

AN

D I

NIT

IATI

VES

AG

ENC

Y P

OR

TFO

LIO

OF

PR

OG

RA

MM

ES

Org

anis

atio

nal c

ultu

re a

nd

perf

orm

ance

im

prov

emen

ts

Inte

rope

rabi

lity

and

data

qu

alit

y

Sus

tain

able

Ope

ratin

g M

odel

Ret

urn

to G

over

nmen

t Bus

ines

s ca

se

Dig

ital

ly E

nab

led

New

M

odel

s of

Car

e

Chi

ldre

n’s

Hea

lth

Col

labo

rativ

e*

End

of L

ife C

are*

Sec

ure

Mes

sagi

ng

Fede

rate

d pr

ovid

er

dire

ctor

y sc

aled

na

tiona

lly*

Elec

tron

ic e

xcha

nge

Proo

f of

Con

cept

(2

x eR

efer

ral

proj

ects

nat

ion

wid

e)

Phar

mac

ist

cura

ted

med

icin

e lis

t

ePre

scribi

ng w

ork

pack

age*

Cur

ated

med

icin

es li

st

(str

uctu

red)

Med

icat

ion

s S

afet

yC

orpo

rate

Pro

ject

s

Inte

rope

rabi

lity

cons

ulta

tion

and

agre

ed s

et o

f re

quired

st

anda

rds

Mas

ter

Dru

g Cat

alog

ue

Bus

ines

s Cas

e

My

Hea

lth

Rec

ord

Con

nec

tion

s

Bus

ines

s sy

stem

au

tom

atio

n

Str

ateg

y, B

enef

its,

Evid

ence

bas

ed r

esea

rch

and

Hor

izon

sca

nnin

g

Clin

ical

, Con

sum

er,

Gov

ernm

ent

and

Indu

stry

Col

labo

ratio

n, E

duca

tion

and

Ado

ptio

n

Nat

iona

l Hea

lth

Inte

rope

rabi

lity

Str

ateg

y an

d ro

adm

ap

Cor

e Ser

vice

Sys

tem

s, O

pera

tions

and

Im

prov

emen

t

Nat

iona

l Med

icin

e Saf

ety

Blu

eprint

Jurisd

ictio

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ospi

tal

conn

ectio

ns

Cyb

er s

ecur

ity

Co-

desi

gn

Clin

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Gov

erna

nce,

Qua

lity

and

Saf

ety

Jurisd

ictio

nal D

I an

d Pa

thol

ogy

conn

ectio

ns

Indu

stry

Alli

ance

op

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iona

l*

ON

GO

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OP

ERA

TIO

NA

L FU

NC

TIO

NS

New

Tes

t Bed

s

Cor

pora

te s

ervi

ces

and

Org

anis

atio

nal c

hang

e m

anag

emen

t

*Mul

ti-ye

ar in

itiat

ive

that

will

con

tinue

bey

ond

June

201

9

FY1

8-1

9 C

OA

G P

rog

ram

mes

Focu

s: I

ncr

easi

ng

th

e va

lue

of M

y H

ealt

h R

ecor

d

My

Hea

lth

Rec

ord

Com

plet

e ex

pans

ion

of M

y H

ealth

Rec

ord

My

Hea

lth R

ecor

d Roa

dmap

an

d Re-

plat

form

Pla

n

Sus

tain

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ope

ratin

g m

odel

pos

t ex

pans

ion

Two

Rel

ease

s of

MH

RSta

ndar

dise

d te

st n

ames

/

Ato

mic

Dat

a (P

atho

logy

)

My

Hea

lth R

ecor

d

Priv

ate

hosp

ital

conn

ectio

ns

Com

mun

ity p

harm

acy

conn

ectio

ns

Priv

ate

DI

and

Path

olog

y co

nnec

tions

NO

TE: T

his w

ork

stre

am is

fu

nded

thro

ugh

Com

mon

wea

lth F

undi

ng

NO

TE: T

his w

ork

stre

am is

co

-fund

ed th

roug

h Co

mm

onw

ealth

and

CO

AG

fund

ing

NH

S D

irec

tory

tra

nsiti

on

(sub

ject

to

appr

oval

)

Impr

ovin

g us

e in

ED

s th

roug

h ACSQ

H p

roje

ct

ww

w.d

igita

lhea

lth.g

ov.a

u

Flag

ship

del

iver

able

s in

the

2018

-19F

Y w

orkp

lan

A-13

•De

liver

exp

ansio

n to

pro

vide

a M

HR fo

r all

Aust

ralia

ns e

xcep

t th

ose

who

cho

ose

not t

o ha

ve o

ne

•Se

cure

long

term

Cth

fund

ing

for d

igita

l hea

lth fo

unda

tions

in

clud

ing

the

MHR

•Su

ppor

t use

of t

he M

HR to

del

iver

ben

efits

to c

onsu

mer

s,

prov

ider

s and

the

heal

th sy

stem

by

incr

easin

g co

nten

t with

:⁻

Addi

tiona

l 30

publ

ic a

nd 1

5 pr

ivat

e ho

spita

ls co

nnec

ted

to M

HR⁻

80%

pub

lic a

nd p

rivat

e pa

thol

ogy

bein

g up

load

ed to

MHR

⁻57

% o

f pub

lic a

nd 1

0% o

f priv

ate

diag

nost

ic im

agin

g be

ing

uplo

aded

to M

y He

alth

Rec

ord

⁻80

% o

f com

mun

ity p

harm

acie

s upl

oadi

ng to

My

Heal

th R

ecor

d⁻

And

impr

ove

usab

ility

of M

HR d

ata

for h

ealth

care

pro

vide

rs

•De

velo

p a

My

Heal

th R

ecor

d Ro

adm

ap a

nd d

esig

n to

cap

italis

e on

inve

stm

ent i

n th

e pl

atfo

rm to

:⁻

Enab

le c

hang

ing

busin

ess m

odel

s and

impr

oved

out

com

es in

the

aged

car

e se

ctor

⁻In

crea

se u

tilisa

tion

by sp

ecia

lists

⁻Un

derp

in g

enom

ics a

nd p

reci

sion

med

icin

e re

sear

ch⁻

Posit

ion

the

My

Heal

th R

ecor

d as

a c

entr

e po

int f

or re

gist

ries,

pote

ntia

lly

build

ing

a m

esh

regi

stry

into

the

plat

form

in 2

018/

19⁻

Cons

ider

an

imag

ing

repo

sitor

y fo

r pub

lic a

nd p

rivat

e di

agno

stic

imag

es

•Co

-pro

duce

a M

HR B

luep

rint a

nd R

oadm

ap fo

r Lev

erag

ing

Nat

iona

l Inf

rast

ruct

ure

and

com

men

ce e

ngag

emen

t with

the

mar

ket t

o re

plat

form

the

MHR

•Su

ppor

t saf

er m

edic

ines

use

by

build

ing

a cu

rate

d m

edic

ines

list

into

M

HR, s

uppo

rtin

g th

e De

pt a

nd ju

risdi

ctio

ns to

ach

ieve

pol

icy

chan

ge

for e

Pres

crib

ing

and

agre

eing

a M

edic

ines

Saf

ety

Blue

prin

t

•Co

mpl

ete

proo

f of c

once

pts i

n N

SW a

nd V

ic fo

r Chi

ld D

igita

l Hea

lth

Reco

rd a

nd Q

LD a

nd S

A fo

r dig

ital p

regn

ancy

hea

lth re

cord

; co

mm

ence

nat

iona

l rol

l out

•Al

low

ing

heal

thca

re p

rovi

ders

find

secu

re e

ndpo

ints

for a

ny

prov

ider

by

natio

nally

scal

ing

a di

rect

ory

of e

ndpo

int l

ocat

ions

and

sc

alin

g in

tero

pera

ble

mes

sagi

ng fr

om th

e in

itial

pro

of o

f con

cept

s

•Tr

ansit

ion

the

Nat

iona

l Hea

lth S

ervi

ce D

irect

ory

from

Hea

lth D

irect

Au

stra

lia (p

endi

ng a

ppro

val)

•De

liver

an

Inte

rope

rabi

lity

Stra

tegy

, roa

dmap

and

set o

f in

tero

pera

bilit

y st

anda

rds

•Co

-des

ign

a N

atio

nal T

echn

olog

y St

rate

gy th

at p

uts A

ustr

alia

at t

he

cutt

ing

edge

of n

atio

nal d

igita

l inn

ovat

ion

•Su

ppor

t tes

t bed

s to

deve

lop

new

mod

els o

f car

e un

derp

inne

d by

th

e M

y He

alth

Rec

ord

and

othe

r dig

ital f

ound

atio

ns

•Co

-ord

inat

e na

tiona

l wor

k an

d in

vest

men

t in

the

Nat

iona

l Dig

ital

Heal

th S

trat

egy

thro

ugh

the

Fram

ewor

k fo

r Act

ion

•Co

ntin

uing

to p

rom

ote

Aust

ralia

n di

gita

l inn

ovat

ion

thro

ugh

the

Glob

al D

igita

l Hea

lth P

artn

ersh

ip

•De

velo

ping

an

effic

ient

, hig

h pe

rform

ing

team

ww

w.di

gita

lhea

lth.g

ov.a

u

Agen

cy P

rogr

ams

SECT

ION

4

ww

w.d

igita

lhea

lth.g

ov.a

u

2018

-19F

Y Pr

ogra

ms O

verv

iew

A-15

Inte

rope

rabi

lity

•In

tero

pera

bilit

y Pu

blic

Con

sulta

tion

•In

tero

pera

bilit

y St

rate

gy &

Roa

dmap

for I

mpl

emen

tatio

n•

Mas

ter D

rug

Cata

logu

e Bu

sines

s Cas

e•

Diag

nost

ic R

evie

w –

Test

Nam

es &

Ato

mic

Dat

a

Key

Prio

ritie

s•

Publ

ic c

onsu

ltatio

n co

mpl

eted

by

Oct

18

•St

rate

gy &

Roa

dmap

subm

itted

to A

genc

y Bo

ard

Dec

18•

Nat

iona

l MDC

Bus

ines

s Cas

e su

bmitt

ed to

AH

MAC

by

Jun

19•

Deve

lop

busin

ess c

ase

for s

tand

ardi

sed

path

olog

y te

st n

ames

&

enab

ling

atom

ic d

ata

by A

pr 1

9

Outp

ut M

easu

res

Secu

re

Mes

sagi

ng

•Fe

dera

ted

Prov

ider

Dire

ctor

y•

Elec

tron

ic E

xcha

nge

PoCs

•In

dust

ry A

llian

ce

Key

Prio

ritie

s•

Secu

re M

essa

ging

par

ticip

atio

n m

odel

form

ally

acc

epte

d by

indu

stry

by

Sept

18

•N

atio

nal t

echn

ical

arc

hite

ctur

e de

fined

& a

ppro

ved

by JA

C fo

r nat

iona

l ad

optio

n by

June

19

•2

x re

gion

al P

oCs

acro

ss p

rimar

y ca

re, s

peci

alis

t and

alli

ed h

ealth

co

mm

ence

d by

Oct

18

•25

% in

crea

se in

the

num

ber o

f spe

cial

ist a

nd a

llied

hea

lth u

sers

exc

hang

ing

mes

sage

s el

ectr

onic

ally

by

Jun

19

Outp

ut M

easu

res

Med

icin

es

Safe

ty

•Ph

arm

acist

Cur

ated

Med

icin

es L

ist•

Cura

ted

Med

icin

es L

ist (S

truc

ture

d)•

E-Pr

escr

ibin

g W

ork

Pack

age

•N

atio

nal M

edic

ines

Saf

ety

Blue

prin

t

Key

Prio

ritie

s•

Cont

rolle

d re

leas

e of

PCM

L to

2 si

tes b

y Se

pt 1

8•

Nat

iona

l PCM

L ro

llout

Jan

19•

150,

000

PCM

L up

load

ed to

MH

R Ju

ne 1

9•

E-Pr

escr

ibin

g w

ork

pack

age

agre

ed w

ith D

HS

July

18

•Dr

aft B

luep

rint r

elea

sed

for c

onsu

ltatio

n M

ar 1

9

Outp

ut M

easu

res

My

Hea

lth R

ecor

d Co

nnec

tions

•Ju

risdi

ctio

nal C

onne

ctio

ns•

Priv

ate

Hos

pita

l Con

nect

ions

•Pa

thol

ogy

& D

iagn

ostic

Imag

ing

Conn

ectio

ns•

Com

mun

ity P

harm

acy

Conn

ectio

ns

Key

Prio

ritie

sBy

June

201

9:•

An a

dditi

onal

30

publ

ic h

ospi

tals

and

15 p

rivat

e ho

spita

ls co

nnec

t•

80%

of p

ublic

labs

and

80%

of p

rivat

e la

bs u

ploa

ding

•57

% o

f pub

lic a

nd 1

0% o

f priv

ate

com

preh

ensiv

e DI

site

s up

load

ing

•80

% o

f com

mun

ity p

harm

acie

s are

upl

oadi

ng

Outp

ut M

easu

res

Dig

itally

ena

ble

new

mod

els

of

care

•Ch

ildre

n's H

ealth

care

Col

labo

rativ

e•

End

of li

fe c

are

•Te

st b

eds

Key

Prio

ritie

s•

To b

e id

entif

ied

in c

omm

issi

onin

g ar

rang

emen

t and

con

trac

tsOu

tput

Mea

sure

s

www.digitalhealth

.gov.au

My

Heal

th R

ecor

d Co

nnec

tions

ww

w.d

igita

lhea

lth.g

ov.a

u

Ove

rvie

w

A-1

7

Key Activities Deliverables

Mar

2018

Jun

2018

Sep

2018

Dec

2018

Mar

20

19Ju

n 20

19

By Ju

ne 2

019:

•Si

x St

ates

and

Ter

rito

ries

, and

m

ore

than

60%

of p

riva

te

path

olog

y la

bs a

nd 1

0% o

f pri

vate

di

agno

stic

imag

ing

prac

tices

co

nnec

ted

and

uplo

adin

g to

MH

R•

An

addi

tiona

l 30

publ

ic h

ospi

tals

an

d 15

pri

vate

hos

pita

ls c

onne

cts

•57

% o

f pub

lic a

nd 1

0% o

f pri

vate

co

mpr

ehen

sive

DI s

ites

uplo

adin

g•

80%

of c

omm

unity

pha

rmac

ies

are

uplo

adin

g

80%

of c

omm

unity

pha

rmac

y so

ftw

are

vend

ors

conn

ecte

d to

MH

R

Cont

ract

fina

lisat

ion

with

re

mai

ning

com

mun

ity

phar

mac

y ve

ndor

s to

co

nnec

t to

MH

R

Stra

tegy

for

priv

ate

hosp

ital c

onne

ctio

ns

final

ised

Priv

ate

hosp

itals

com

men

ce

conn

ectin

g to

MH

R

72%

of c

omm

unity

pha

rmac

ies

uplo

adin

g to

MH

R

My

Heal

th R

ecor

d Co

nnec

tions

80%

of S

onic

, Pri

mar

y &

ACL

la

bora

tori

es n

atio

n-w

ide

are

conn

ecte

d an

d up

load

ing

to

MH

R

ww

w.d

igita

lhea

lth.g

ov.a

u

Key

Activ

ities

A-18

Outc

ome

Mea

sure

sBy

June

201

9:•

An a

dditi

onal

30

publ

ic h

ospi

tals

and

15 p

rivat

e ho

spita

ls co

nnec

t•

80%

of p

ublic

labs

and

80%

of p

rivat

e la

bs u

ploa

ding

•57

% o

f pub

lic a

nd 1

0% o

f priv

ate

com

preh

ensiv

e DI

site

s upl

oadi

ng•

80%

of c

omm

unity

pha

rmac

ies a

re u

ploa

ding

Risk

s & A

ssum

ptio

ns•

Depe

nden

cy o

n al

l thr

ee m

ajor

pat

holo

gy p

rovi

ders

(Son

ic, P

rimar

y an

d AC

L) ro

lling

out

on

time

and

to sc

ale.

•De

pend

ency

on

rem

aini

ng ju

risdi

ctio

ns ro

lling

out

on

time

and

to sc

ale.

•Pe

ak D

iagn

ostic

Imag

ing

body

(ADI

A) h

as e

xpre

ssed

a n

umbe

r of c

once

rns a

bout

enc

oura

ging

mem

bers

to

part

icip

ate

in M

HR w

hich

has

resu

lted

in d

elay

s in

priv

ate

Diag

nost

ic Im

agin

g se

ctor

par

ticip

atio

n.

•La

g tim

e fo

r GPs

, Priv

ate

Path

olog

y an

d Di

agno

stic

Imag

ing

prov

ider

s upg

radi

ng so

ftw

are

to e

nabl

e re

ques

ting,

up

load

ing

and

view

ing

repo

rts t

o M

HR.

•De

pend

ency

on

all f

our b

anne

r gro

ups (

Sigm

a, T

erry

Whi

te C

hem

mar

t, AP

I and

Che

mist

War

ehou

se) r

ollin

g ou

t on

tim

e an

d to

scal

e.

•De

pend

ency

on

FRED

IT (r

epre

sent

ing

45%

of t

he c

omm

unity

pha

rmac

y) to

act

ivat

e co

mm

unity

pha

rmac

y so

ftw

are

on ti

me

and

to sc

ale.

2018

-19

2017

-18

Prio

rity C

Path

olog

y &

Dia

gnos

tic

Imag

ing

Conn

ectio

ns

Prio

rity B

Priv

ate

Hosp

ital C

onne

ctio

ns

Prio

rity A

Juris

dict

iona

l Con

nect

ions

Roll-

over

from

17/

18N

ew A

ctiv

ity

Prio

rity D

Com

mun

ity P

harm

acy

Conn

ectio

ns

Q3

Q4

Q1

Q2

Q3

Q4

Fram

ewor

k For

Act

ion

Alig

nmen

t

•1.

1.2

Futu

re U

se o

f the

My

Heal

th R

ecor

d

Supp

ort V

IC a

nd W

A He

alth

to c

onne

ct a

nd c

omm

ence

upl

oadi

ng

to M

HRCo

ntra

ct n

egot

iatio

n an

d ex

ecut

ion

with

VIC

and

WA

Heal

th

Cont

ract

neg

otia

tion

and

exec

utio

n w

ith S

A He

alth

Supp

ort S

A He

alth

to c

onne

ct

and

uplo

ad to

MHR

Cont

ract

fina

lisat

ion

with

rem

aini

ng

phar

mac

y ve

ndor

sO

ngoi

ng v

endo

r eng

agem

ent a

nd su

ppor

t to

conn

ect c

omm

unity

pha

rmac

ies

Fina

lise

stra

tegy

for p

rivat

e ho

spita

l con

nect

ions

Impl

emen

t str

ateg

y fo

r priv

ate

hosp

ital c

onne

ctio

ns a

nd su

ppor

t priv

ate

hosp

itals

to c

onne

ct to

MHR

Cont

inue

to su

ppor

t priv

ate

diag

nost

ic so

ftwar

e ve

ndor

s and

thei

r cus

tom

ers t

o co

nnec

t and

upl

oad

repo

rts t

o M

HR

Supp

ort V

IC, S

A an

d TA

S He

alth

to c

onne

ct re

mai

ning

pub

lic h

ospi

tals

www.digitalhealth

.gov.au

Med

icine

s Saf

ety

ww

w.d

igita

lhea

lth.g

ov.a

u

Ove

rvie

w

A-20

The

Med

icin

es S

afet

y Pr

ogra

m a

ims t

o de

liver

bet

ter h

ealth

out

com

es th

roug

h pa

rtne

rshi

ps fo

r the

pro

visio

n of

read

ily a

cces

sible

, rel

evan

t, us

eful

and

usa

ble

and

up-

to-d

ate

med

icin

es in

form

atio

n to

hel

p cu

stom

ers a

nd th

eir p

rovi

ders

mak

e de

cisio

ns a

bout

med

icin

es a

nd to

supp

ort o

rgan

isatio

ns c

hang

e at

all

leve

ls.


Mar

2018

Jun

2018

Sep

2018

Dec

2018

Mar

20

19Ju

n 20

19

Sept

18

-Str

uctu

re fr

ee P

DF in

CD

A w

rapp

er P

CML

avai

labl

e in

MHR

R9.

5

Jan

19 –

Com

men

ce

natio

nwid

e ed

ucat

ion

and

adop

tion

Mar

18

-Sco

ping

of

obje

ctiv

es, a

ppro

ach

and

stak

ehol

der e

ngag

emen

t ap

prov

ed to

dev

elop

a

stru

ctur

ed C

ML

Jul 1

8 –

Com

men

ce d

evel

opin

g en

gage

men

t str

ateg

y &

gov

erna

nce

appr

oach

for d

evel

opm

ent o

f Nat

iona

l Di

gita

l Med

icin

es B

luep

rint

Dec

18 –

Nat

iona

l Di

gita

l Med

icin

es

Blue

prin

t dev

elop

men

t fr

amew

ork

final

ised

Jun

19 –

Nat

iona

l Di

gita

l Med

icin

es

Blue

prin

t app

rove

d

Apr 1

9 –

Draf

t Blu

eprin

t st

akeh

olde

r con

sulta

tion

and

revi

ew

Med

icin

es S

afet

y

ww

w.d

igita

lhea

lth.g

ov.a

u

Key

Activ

ities

A-21

Outc

ome

Mea

sure

s•

Cont

rolle

d re

leas

e of

PCM

L to

2 si

tes b

y Se

pt 1

8•

Nat

iona

l PCM

L ro

llout

Jan

19•

150,

000

PCM

L up

load

ed to

MHR

June

19

•E-

Pres

crib

ing

wor

k pa

ckag

e ag

reed

with

DHS

July

18

•Dr

aft B

luep

rint r

elea

sed

for c

onsu

ltatio

n M

ar 1

9

Risk

s & A

ssum

ptio

ns•

PCM

L -M

y He

alth

Rec

ord

rele

ase

cycl

e: T

he d

eliv

ery

of th

is pr

ojec

t is r

elia

nt o

n th

e re

leas

e cy

cles

of

MHR

bei

ng c

ongr

uent

with

the

proj

ect d

eliv

ery

timef

ram

es.

•De

pend

ency

on

PCM

L so

ftw

are

vend

ors a

nd th

eir c

usto

mer

s rol

ling

out o

n tim

e an

d to

scal

e to

ac

hiev

e up

load

targ

ets

•As

sum

ptio

n th

at th

e N

atio

nal M

edic

ines

Saf

ety

Blue

prin

t ade

quat

ely

repr

esen

ts p

riorit

ies o

f ind

ustr

y,

clin

ical

and

con

sum

ers t

o en

sure

effe

ctiv

e co

llabo

ratio

n an

d ad

optio

n.

•As

sum

ptio

n th

at th

e Ag

ency

will

reac

h ag

reem

ent w

ith th

e De

pt. o

f Hea

lth c

once

rnin

g EP

P W

ork

Pack

ages

(sco

pe, f

undi

ng a

nd o

utpu

ts) b

y m

id-M

ay 2

018.

Plan

ning

Non

-str

uctu

red

PDF

in C

DA w

rapp

er P

CML

avai

labl

e in

MHR

Rel

ease

9.5

2018

-19

2017

-18

Prio

rity C

e-pr

escr

ibin

g W

ork

pack

age

Prio

rity B

Cura

ted

Med

icine

s List

(S

truc

ture

d)

Prio

rity A

Phar

mac

ist C

urat

ed

Med

icine

s List

Roll-

over

from

17/

18N

ew A

ctiv

ity

Prio

rity D

Natio

nal M

edici

nes S

afet

y Bl

uepr

int

Q3

Q4

Q1

Q2

Q3

Q4

Nat

iona

l edu

catio

n an

d ad

optio

n

Scop

ing

of o

bjec

tives

, app

roac

h an

d st

akeh

olde

r eng

agem

ent

appr

oved

Cons

ulta

tion

with

key

st

akeh

olde

rs to

co-

deve

lop

arch

itect

ure

Com

men

ce

deve

lopm

ent o

f st

ruct

ured

CM

L

Stru

ctur

ed C

ML

appr

oval

Stru

ctur

ed C

ML

depl

oyed

into

pr

oduc

tion

Deve

lop

enga

gem

ent

stra

tegy

Targ

eted

stak

ehol

der

cons

ulta

tion

and

appr

oval

Com

men

ce st

akeh

olde

r en

gage

men

t and

Bl

uepr

int d

evel

opm

ent

Draf

t Blu

eprin

t co

nsul

tatio

n &

re

view

Fram

ewor

k For

Act

ion

Alig

nmen

t•

4.1.

1 Di

gita

l Med

icin

es P

rogr

am B

luep

rint

•4.

1.2

Elec

tron

ic P

resc

riptio

ns•

4.1.

3 Be

st P

ossib

le M

edic

ines

List

•4.

1.4

Nat

iona

l Med

icin

es D

ata

Serv

ice

Deve

lop

conf

orm

ance

fram

ewor

k an

d te

st sp

ecifi

catio

ns

Cons

ulta

tion

with

key

PBS

stak

ehol

ders

and

softw

are

vend

or to

co-

desig

n an

d im

plem

ent s

oftw

are

Supp

ort c

linic

al e

ngag

emen

t, ch

ange

and

ado

ptio

n

www.digitalhealth

.gov.au

Interoperability

ww

w.d

igita

lhea

lth.g

ov.a

u

Ove

rvie

w

A-23

The

Inte

rope

rabi

lity

Prog

ram

aim

s to

impr

ove

the

shar

ing

of h

igh-

qual

ity h

ealth

info

rmat

ion,

with

a c

onsis

tent

mea

ning

, bet

wee

n co

nsum

ers a

nd p

rovi

ders

with

a

focu

s on

impr

ovin

g sa

fety

, wor

kflo

ws a

nd c

onsu

mer

exp

erie

nce

and

outc

omes

acr

oss A

ustr

alia

’s he

alth

syst

em.


Mar

2018

Jun

2018

Sep

2018

Dec

2018

Mar

20

19Ju

n 20

19

NHI

R Ro

adm

ap su

bmitt

ed to

th

e Ag

ency

Boa

rd

Feb

18 –

Initi

al e

ngag

emen

t w

ith id

entif

ied

key

stak

ehol

ders

to in

form

a

visio

n an

d ap

proa

ch fo

r N

HIR

deve

lopm

ent

Jul 1

8:•

Com

men

ce b

road

er N

HIR

cons

ulta

tion

with

juris

dict

ions

and

indu

stry

•Co

mm

ence

dev

elop

ing

the

MDC

bu

sines

s cas

e

Jun

19 –

Nat

iona

l M

DC B

usin

ess C

ase

subm

itted

to A

HMAC

Oct

18

–In

tero

pera

bilit

y pu

blic

con

sulta

tion

com

plet

ed N

ov 1

8 –

Fina

lise

conc

ept o

f op

erat

ions

, inc

ludi

ng c

ostin

g fo

r ope

ratin

g m

odel

Apr 1

9 –

Busin

ess c

ase

for M

HR

impr

ovem

ents

incl

udin

g pa

thol

ogy

atom

ic d

ata

and

indi

vidu

al te

st n

ames

Path

Ter

min

olog

y bu

sines

s ca

se su

bmitt

ed fo

r Age

ncy

Boar

d ap

prov

al

Cons

ulta

tion

for

deve

lopm

ent o

f Pat

holo

gy

Term

inol

ogy

busin

ess c

ase

Draf

t bus

ines

s cas

e (P

ath

Term

inol

ogy)

Interoperability

ww

w.d

igita

lhea

lth.g

ov.a

u

Unde

rtak

e pu

blic

cons

ulta

tion

A-24

Outc

ome

Mea

sure

s•

Publ

ic co

nsul

tatio

n co

mpl

eted

by

Oct 1

8•

Road

map

subm

itted

to A

genc

y Bo

ard

Dec 1

8•

Natio

nal M

DC B

usin

ess C

ase

subm

itted

to A

HMAC

by

Jun

19•

Deve

lop

busin

ess c

ase

for s

tand

ardi

sed

path

olog

y te

st n

ames

& e

nabl

ing

atom

ic da

ta

by A

pr 1

9

Risk

s & A

ssum

ptio

ns

•TB

C

Broa

d co

nsul

tatio

n w

ith ju

risdi

ctio

n an

d in

dust

ry

2018

-19

2017

-18

Prio

rity C

Mas

ter D

rug

Cata

logu

e Bu

sines

s Cas

e

Prio

rity B

Natio

nal H

eath

Inte

rope

rabi

lity

Stra

tegy

& R

oadm

ap

Prio

rity A

Inte

rope

rabi

lity

Cons

ulta

tion

Roll-

over

from

17/

18Ne

w A

ctiv

ity

Prio

rity D

Stan

dard

ised

Test

Nam

es /

Atom

ic Da

ta (P

atho

logy

)

Q3

Q4

Q1

Q2

Q3

Q4

MDC

tool

ing

requ

irem

ents

ga

ther

ing

Cost

ing

for t

oolin

g im

prov

emen

t

Fram

ewor

k For

Act

ion

Alig

nmen

t•

3.1.

1 Na

tiona

l Int

erop

erab

ility

Str

ateg

y•

3.1.

2 Co

-des

ign

stan

dard

s and

spec

ifica

tion

•3.

3.1

Enha

nce

Natio

nal D

ata

Serv

ices

•4.

1.4

Natio

nal M

edici

nes D

ata

Serv

ice

Deve

lop

impl

emen

tatio

n pl

an

and

finan

cial a

ppra

isal

Fina

lise

MDC

bus

ines

s ca

se fo

r AHM

AC

subm

issio

n

Enga

gem

ent w

ith k

ey st

akeh

olde

rs to

info

rm th

e ro

adm

ap v

ision

&

appr

oach

Fina

lise

NHIR

and

impl

emen

tatio

n ap

proa

ch

Cons

ulta

tion

with

key

st

akeh

olde

rsDr

aft p

ath

Term

inol

ogy

Busin

ess C

ase

Subm

it to

Age

ncy

Boar

d fo

r app

rova

l

Key

Activ

ities

www.digitalhealth

.gov.au

Secu

re M

essa

ging

ww

w.d

igita

lhea

lth.g

ov.a

uA-

26

The

Secu

re M

essa

ging

Pro

gram

will

del

iver

a tr

ustw

orth

y, se

amle

ss p

roce

ss fo

r a m

essa

ge to

flow

secu

rely

from

one

pro

vide

r to

anot

her;

irres

pect

ive

of th

e te

chno

logy

pla

tform

they

are

usin

g, th

e or

gani

satio

n th

ey w

ork

for,

or th

e pr

ovid

er th

ey a

re c

omm

unic

atin

g w

ith. I

t will

ena

ble

heal

th a

nd c

are

prov

ider

s acr

oss

prim

ary,

com

mun

ity, s

econ

dary

car

e, a

ged

care

, and

anc

illar

y se

rvic

es to

eas

ily fi

nd e

ach

othe

r and

secu

rely

exc

hang

e cl

inic

al in

form

atio

n. T

he o

utco

me

will

see

incr

ease

d us

e of

ele

ctro

nic

mes

sage

s and

a re

duct

ion

in th

e us

e of

fax

mac

hine

s and

pos

tal s

ervi

ces.


Mar

2018

Jun

2018

Sep

2018

Dec

2018

Mar

20

19Ju

n 20

19

•Fi

nalis

e Fe

dera

ted

Prov

ider

Dire

ctor

y pl

anni

ng

proc

ess.

PoC

juris

dict

ion/

s ide

ntifi

ed.

•Dr

aft p

artic

ipat

ion

mod

el fo

r ind

ustr

y co

nsul

tatio

n

Conf

irm a

nd a

ppro

ve P

rovi

der

Dire

ctor

y / A

ddre

ssin

g im

plem

enta

tion

plan

with

id

entif

ied

juris

dict

ion/

s. Com

men

ce e

Refe

rral

PoC

in 2

ju

risdi

ctio

ns

Go to

mar

ket f

or re

quire

d in

fras

truc

ture

/ser

vice

s

Prov

ider

Dire

ctor

y &

Ad

dres

sing

Serv

ice

-Co

mm

ence

des

ign,

bui

ld a

nd

valid

atio

n

•N

atio

nal t

echn

ical

arc

hite

ctur

e de

fined

& a

ppro

ved

by JA

C fo

r na

tiona

l ado

ptio

n by

June

19

•25

% in

crea

se in

the

num

ber o

f sp

ecia

list a

nd a

llied

hea

lth u

sers

ex

chan

ging

mes

sage

s el

ectr

onic

ally

mes

sage

s el

ectr

onic

ally

by

Jun

19

Indu

stry

dev

elop

ed H

L7

Prof

ile &

FHI

R AP

I for

Di

rect

ory

sear

ch

com

plet

edSe

cure

Mes

sagi

ng p

artic

ipat

ion

mod

el a

ccep

ted

by in

dust

ry b

y De

c 18

2 x

regi

onal

eRe

ferr

al

Proj

ects

(not

ifica

tions

/ sm

art f

orm

s) c

omm

ence

d by

Oct

18

Deve

lop

eRef

erra

l pro

ject

in

itiat

ion

docu

men

t (PI

D)

incl

udin

g co

nfirm

atio

n of

sc

ope,

iden

tific

atio

n of

sit

es a

nd d

evel

opm

ent o

f im

plem

enta

tion

plan

Secu

re M

essa

ging

Ove

rvie

w

ww

w.d

igit

alh

ea

lth

.go

v.a

uA

-27

Outc

ome

Mea

sure

s•

Se

cu

re M

essa

gin

g p

art

icip

ati

on

mo

de

l fo

rma

lly

acce

pte

d b

y i

nd

ustr

y b

y D

ec 1

8

•N

ati

on

al

tech

nic

al

arc

hit

ectu

re d

efi

ne

d &

ap

pro

ve

d b

y J

AC

fo

r n

ati

on

al

ad

op

tio

n b

y J

un

e 1

9

•2

x r

eg

ion

al

pro

jects

co

mm

en

ce

d b

y O

ct

18

•2

5%

in

cre

ase

in

th

e n

um

be

r o

f sp

ecia

list

an

d a

llie

d h

ea

lth

use

rs e

xch

an

gin

g m

essa

ge

s

ele

ctr

on

ica

lly

me

ssa

ge

s e

lectr

on

ica

lly

by

Ju

n 1

9

Risk

s & D

epen

denc

ies

•Lo

ss o

f in

du

str

y c

on

fid

en

ce

: E

rosio

n o

f in

du

str

y a

nd

sta

ke

ho

lde

r co

nfi

de

nce

if

mo

me

ntu

m t

o d

eli

ve

r is

no

t a

ch

iev

ed

ea

rly

in

the

pro

gra

m a

nd

ma

inta

ine

d.

•La

ck

of

ve

nd

or

bu

y i

n a

nd

ag

ree

me

nt:

Se

cu

re M

essa

gin

g,

CIS

/ E

MR

Ve

nd

ors

ma

y n

ot

bu

y i

nto

th

e d

ire

cti

on

pro

po

se

d f

or

SM

ca

pa

bil

itie

s a

s a

co

lle

cti

ve

. C

ha

ng

es w

ill

be

re

qu

ire

d a

cro

ss v

en

do

r so

ftw

are

an

d c

om

pe

tin

g p

rio

riti

es a

nd

co

mm

erc

ial

dri

ve

rs m

ay

in

flu

en

ce

ve

nd

ors

wil

lin

gn

ess t

o a

do

pt

reco

mm

en

de

d a

pp

roa

ch

es.

•P

rov

ide

r D

ire

cto

ry A

dd

ressin

g S

erv

ice

s –

cla

rity

of

sco

pe

, a

gre

em

en

t o

f u

nd

ers

tan

din

g e

tc:

Th

ere

are

dif

feri

ng

vie

ws a

cro

ss

sta

ke

ho

lde

rs a

nd

in

du

str

y a

bo

ut

the

sco

pe

of

the

dir

ecto

ry s

erv

ice

an

d t

he

ca

pa

bil

itie

s i

t sh

ou

ld d

eli

ve

r. T

his

ra

ise

s t

he

ris

k

of

no

t m

ee

tin

g s

tak

eh

old

er

an

d i

nd

ustr

y e

xp

ecta

tio

ns f

or

the

se

rvic

e.

•T

arg

ete

d N

AS

H i

mp

rov

em

en

ts n

ot

co

mp

lete

d o

n t

ime

, o

r ch

an

ge

in

sco

pe

: T

he

ma

na

ge

me

nt

of

ce

rtif

ica

tes i

s a

ke

y i

ssu

e f

or

SM

an

d i

nd

ustr

y i

s l

oo

kin

g f

or

ad

vic

e o

n w

he

the

r to

use

NA

SH

or

if t

he

use

of

co

mm

erc

ial

ce

rts w

ill

be

su

pp

ort

ed

. A

ge

ncy

ha

s p

lan

s t

o f

ix t

he

cu

rre

nt

pro

ble

ms w

ith

NA

SH

, th

ere

is a

ris

k n

ot

all

id

en

tifi

ed

pro

ble

m w

ill

be

fix

ed

an

d c

om

ple

ted

on

tim

e M

ay

18

.

•A

va

ila

bil

ity

of

sk

ille

d /

de

dic

ate

d r

eso

urc

es:

Av

ail

ab

ilit

y o

f a

pp

rop

ria

tely

sk

ille

d t

ech

nic

al

an

d p

rod

uct

reso

urc

es,

wh

o a

re

de

dic

ate

d t

o d

ev

elo

pin

g a

nd

de

liv

eri

ng

SM

wo

rk p

rod

ucts

. T

he

My

HR

pro

gra

m m

ay

po

ten

tia

lly

dis

tra

ct

an

d r

ed

ire

ct

reso

urc

es f

rom

SM

.

2018

-19

2017

-18

Prio

rity C

Indu

stry

Alli

ance

Prio

rity B

Elec

tron

ic Ex

chan

ge P

oCs

Prio

rity A

Fede

rate

d Pr

ovid

er D

irect

ory

Ro

ll-o

ve

r fr

om

17

/1

8N

ew

Acti

vit

y

Q3

Q4

Q1

Q2

Q3

Q4

Fram

ewor

k For

Act

ion

Alig

nmen

t•

2.1

.1.

Na

tio

na

l P

rov

ide

r A

dd

ressin

g S

erv

ice

•2

.1.2

. S

tan

da

rds b

ase

d s

ecu

re m

essa

gin

g c

ap

ab

ilit

y

•2

.1.3

. N

ati

on

all

y c

oo

rdin

ate

d p

rog

ram

s

•2

.1.4

Ro

ad

ma

p f

or

lev

era

gin

g n

ati

on

al

infr

astr

uctu

re

Co

mm

en

ce

Po

C f

ollo

win

g

imp

lem

en

tati

on

pla

n

ap

pro

va

l

Go

-to

-ma

rke

t fo

r re

qu

ire

d

infr

astr

uctu

re /

se

rvic

es

Co

mm

en

ce

te

ch

nic

al d

esig

n,

bu

ild

an

d

va

lid

ati

on

Pro

ject

init

iati

on

in

clu

din

g

co

nfi

rma

tio

n o

f P

ID,

sco

pe

an

d im

ple

me

nta

tio

n p

lan

De

liv

er

eR

efe

rra

l p

roje

cts

in 2

ju

risd

icti

on

s

On

go

ing

en

ga

ge

me

nt

wit

h n

ati

on

al m

essa

gin

g p

rov

ide

rs a

nd

clin

ica

l in

form

ati

on

sy

ste

m v

en

do

rs t

o d

ev

elo

p t

he

ir s

oft

wa

re

Ke

y A

cti

vit

ies

www.digitalhealth

.gov.au

Digi

tally

Ena

bled

New

Mod

els o

f Car

e

ww

w.d

ig

ita

lh

ea

lth

.g

ov.a

u

Su

mm

ary

A-2

9

FY18

/19

Pro

gram

Prio

ritie

sBu

dget

Req

uest

ed

Mod

el o

f Car

e 1:

Chi

ldre

n’s H

ealth

Col

labo

rativ

e De

sign

and

Pro

of o

f Con

cept

s (N

SW L

ead)

Natio

nals

calin

g of

Chi

ld D

evel

opm

ent R

ecor

d an

d Pr

egna

ncy

reco

rd$

5.0

m

$3.7

m C

th fu

ndin

g pr

ovid

ed

Mod

el o

f Car

e 2:

End

of L

ife C

are

(Vic

& W

A)$

0.5

m

Mod

el o

f Car

e 3:

Tes

t bed

sT

BD

Tota

l$6

.0m

+

No

te

: D

eta

ile

d p

ro

je

ct p

la

ns a

nd

b

ud

ge

ts to

b

e p

ro

vid

ed

to

trig

ge

r re

le

ase

o

f fu

nd

in

g

Th

e N

atio

na

l D

ig

ita

l H

ea

lth

S

tra

te

gy id

en

tifie

s se

ve

n ke

y p

rio

rity o

utco

me

s b

y 2

02

2. D

ig

ita

lly e

na

ble

m

od

els o

f ca

re

th

at d

rive

im

pro

ve

d

acce

ssib

ility, q

ua

lity, sa

fe

ty a

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