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CANDIDATE INFORMATION PACK
Executive Director Program Delivery
eHealth NSW
CANDIDATE INFORMATION PACK Executive Director Program Delivery, eHealth
HardyGroup | IN CONFIDENCE 2
TABLE OF CONTENTS
Executive Summary 3
eHealth NSW 4
Executive Director Program Delivery
7
Employment Terms & Conditions
11
How to Apply
12
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EXECUTIVE SUMMARY
• Accomplished Digital & ICT Leader
• Systems Thinker & Translator
• Exceptional Influencer
eHealth NSW drives the delivery of digital solutions for clinical care and business services, supported
by smart infrastructure, providing a digitally enabled and integrated health system that delivers
quality, patient- centered health experiences to the people of NSW.
The eHealth strategy, 2016–2026, establishes the direction for eHealth investment so that
NSW Health organisation’s can harness innovations and solutions in clinical care, patient
engagement, business services and smart infrastructure to meet future demands.
The ten-year journey is divided into three mutually overlapping horizons, each building on
the achievements of the previous one:
• Horizon One – Consistent Foundations
• Horizon Two - Integration
• Horizon Three - Personalisation
Critical to the success of eHealth is an accomplished digital/ICT leader who can confidently bring the
strategy further to life by rolling out a series of well-designed and robustly governed programs and
projects, embedding them to a sustainable ‘business as usual’ status, to the satisfaction of a wide
range of key stakeholders.
A recent executive summary progress report across five focus areas – core clinical systems,
infrastructure security and intelligence, workforce and business management systems, data
and analytics, innovation – illustrates an organisation building considerable momentum and it
will be incumbent on the newly appointed Executive Director Program Delivery to keep the
organisation solidly on that trajectory.
Interested in exploring this exceptional State-wide opportunity?
Contact the HardyGroups’ Chief Executive Paul Ingle on +61 402 796 125.
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eHealth NSW
“A digitally enabled and integrated health system delivering patient‑centred health
experiences and quality health outcomes”
eHealth NSW has been established as a distinct organisation within NSW Health to provide state-wide
leadership on the shape, delivery and management of ICT-enabled healthcare.
In partnership with Local Health Districts (LHDs) and Specialty Health Networks (SHNs), eHealth NSW has a
number of state-wide responsibilities, including overseeing ICT governance forums, shaping broad planning
and investment strategies, setting technical, clinical and corporate application standards, supporting the roll
out of change programs, ensuring accountability and performance, and maintaining NSW Health ICT
infrastructure and services.
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NSW Health has adopted a federated governance approach to ensure that the effective and timely
introduction of eHealth solutions are done in partnership with LHDs/SHNs and clinicians. This approach
balances centralisation – with its focus on standardised core systems and applications and localisation –
with a need to locally innovate and adapt in response to the needs of our clinicians and patients.
Under this governance arrangement, eHealth NSW is responsible for setting eHealth strategy, policy and
standards. LHDs/SHNs are responsible for supporting the implementation of state-wide core systems and
ensuring compliance with state-wide standards, as well as for implementing and supporting local functions
and systems.
Eleven principles underpin all eHealth programs and initiatives:
• Patient-Centred Approach
• Clinical Engagement
• Robust Governance & Investment Management
• Strategic Commissioning & Procurement
• Delivery Through Partnerships
• Usable & Safe Systems
• Standards Based Environment
• Safeguarding Security & Privacy`
• Effective Change Management
• Fostering Innovation & Research
• Flexibility & Openness to Change
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eHealth Strategy The eHealth Strategy for NSW Health 2016–2026 establishes the direction for eHealth investment so that
NSW Health organisations can harness innovations and solutions in clinical care, patient
engagement, business services and smart infrastructure to meet future demands.
The Strategy sets out a ten-year journey for the development of a comprehensive digital health
landscape in NSW. The journey is divided into three mutually overlapping horizons, each building on
the achievements of the previous one.
Three Horizons of the eHealth Strategy
1
“Patients have consistent interactions
with healthcare systems that address their
health and wellbeing.”
Horizon 1
Years 1– 3
Consistent Foundations "Patients benefit from
strong partnerships that provide
coordinated and integrated health
services.”
Horizon 2
Years 1– 7
Integration“"Patients experience customised healthcare
and education available when and where
needed.”
Horizon 3
Years 1– 10
Personalisation
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Executive Director Program Delivery
POSITION PURPOSE The Executive Director Program Delivery is responsible for leading and managing the delivery of digital / ICT
programs and projects across the NSW Health system through the application of best-practice program
governance, change management, reporting, assurance and benefits realisation. The various ICT initiatives
across the NSW Health system falls into three portfolios: Clinical, Corporate and Infrastructure which together
will contribute to an integrated eHealth landscape in NSW.
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KEY DUTIES AND RESPONSIBILITIES
The Executive Director Program Delivery primarily oversees the Infrastructure and Clinical Portfolios of
eHealth Directorates.
The Executive Director Program Delivery works in the Public Health System Support Division and is responsible
for
• Leading, planning and managing the successful delivery of the eHealth NSW digital / ICT programs and
projects for the NSW Health system, including clinical, integrated care, infrastructure and, in a longer
term, corporate ICT programs
• Providing robust and effective management of all ICT programs and projects, so that each is
appropriately governed and aligned with the program business case, eHealth Strategy and the eHealth
NSW project management approach.
• Managing and maintaining central repository of program and project information and standard
project management methodologies for eHealth NSW, as well as regular program / project assurance,
through a professionally managed Program and Change Management Office (PCMO).
• Ensuring effective problem solving, risk management and issues remediation is in place for all
programs and projects, with performance turnaround plans being in place and effectively executed
when required.
• Building and maintaining effective, and influential, working relationships across the NSW health
system and associated organisations, as well as ICT industry partners relevant to eHealth NSW to
facilitate information flow and the achievement of objectives.
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• Ensuring timely closure of programs and projects, including completion of Post Implementation
Reviews to extract appropriate learnings and feed them into eHealth’s & NSW Health’s continuous
improvement cycle.
• Effectively managing operational issues to ensure compliance with relevant policies, procedures,
legislation and regulations, particularly in the areas of finance, governance, program management,
quality assurance, information security, procurement, vendor management, risk management, safety,
and employee and contractor management.
• Providing leadership and direction to the team to ensure continuous effective service delivery, a
constructive workplace culture, a safe workplace, and a competitive performance based, innovative,
responsive and accountable customer-focused service.
View the required skills, experience and knowledge in the Position Description.
SELECTION CRITERIA
To be successful in the role, the candidate has to demonstrate evidence of
• Representing the organisation in critical negotiations, including those that are cross-jurisdictional,
achieving effective solutions in challenging relationships, ambiguous and conflicting positions
• Ensuring effective governance systems are in place to guarantee quality analysis, research and reform.
• Obtaining the commitment of key stakeholders to major project strategies, including cross-
organisational initiatives, and ensure ongoing communication
• Driving a continuous improvement agenda, define high level objectives and translate these into
practical implementation strategies
• Leading the definition of a portfolio of programmes, projects, and/or on-going service provision and
engaging and influencing senior managers to ensure the portfolio will deliver the agreed business
objectives
ESSENTIAL REQUIREMENTS The incumbent must possess:
• Relevant tertiary qualifications or equivalent experience
• Extensive executive management experience and a record of achievement in leading digital / ICT
programs development and delivery in a large and complex service environment
• Thorough understanding of ICT processes and frameworks, including current trends and issues in the
planning, development and implementation of digital / ICT solutions
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CHALLENGESThe focus is always on improving patient outcomes through the delivery of safe, effective, efficient and
connected health care, and through ICT support of new models of care and improvements in the quality and
safety of care. Major challenges currently associated with the role include:
• Managing the complexity of delivering large scale change programs across the NSW health system;
addressing, in a timely and customer centric manner, new challenges and issues, that are often
without precedent; critical to which will be ensuring successful leadership and management of
programs and projects through effective selection, engagement, supervision and ongoing coaching
and development of Program Directors, Program and Project Managers and other key personnel
• Working within an environment where technologies are subject to rapid evolution and change and
delivery of programs is dependent on scalability and interoperability of solutions, as well as capacity
and capability of vendors, health entities and eHealth
• Creating, leading, and maintaining a constructive workplace culture
REPORTING & KEY RELATIONSHIPS
The Executive Director Program Delivery is a member of the eHealth NSW Executive, reporting to the Chief
Executive/CIO eHealth NSW.
The successful candidate will work closely with fellow executives, especially the Director of Investment,
Strategy and Architecture and the Chief Clinical Information Officer, to ensure strategic directions are set
and achieved and operational performance goals are met.
Reporting into the Executive Director Program Delivery are six to eight Portfolio and Program Directors along
with an Office Manager and Director of PCMO. The Directorate however has around 350 full time employees
who would be indirectly reporting to the Executive Director Program Delivery.
KEY DATA
Staffing
Annual Budget
Service Location
Useful Links
350 FTE
Operational Budget ~ AUD 10m; Capital Budget ~ AUD 150m
Chatswood Sydney
Role Description
eHealth NSW
Organisation Chart
Update plan
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EMPLOYMENT TERMS & CONDITIONS
REMUNERATION To be discussed with the search consultant
CLASSIFICATION HSSE Band 2
PRE-EMPLOYMENT PROBITY CHECKS
Information on a person’s suitability for appointment is obtained for all appointments. Potential appointees
will be asked whether there are any reasons why they should not be appointed such as: Information on a
person’s criminal history and other associated probity checks will be sought from those candidates whose
application has progressed to shortlisting for interview.
Applicants unsure about the definition of disclosable criminal convictions or status of any criminal conviction
may wish to seek legal advice in responding to the probity check questions. (A ‘disclosable’ conviction is one
that is recorded by the court and has not been rehabilitated or spent under the Criminal Law (Rehabilitation
of Offenders) Act 1986 and, in the case of Commonwealth convictions, the Crimes Act 1914 (Commonwealth),
and does not breach the confidentiality provisions of the Youth Justice Act 1992.)
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HOW TO APPLY
The closing date for applications is Friday 22nd June 2018
The reference number to include in your application is H18_2792
For a confidential discussion, please contact, Paul Ingle:
M: +61 (0)402 796 125
Please submit application documentation to Search Coordinator, Kaavya Karunanithi:
T: +61 (0)2 9900 0108
Your application must include:
1. Completed HGI Application Form
2. Cover letter addressed to the search consultant;
3. A written response addressing the key selection criteria and essential requirements, found on page 9;
and
4. An up to date copy of your Curriculum Vitae
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REFEREES
You will need to provide details of three (3) professional referees. To do so, complete the relevant fields in
the Candidate Profile. You should carefully consider who you select to approach to provide reference advice.
Your current manager must be included. It is customary for referee reports to be requested after interview
and if you are the preferred candidate, your permission will be requested prior to contacting your referees.
PERSONAL INFORMATION
HGI complies with the Privacy Act 1988 (Cth), all applications are treated by HGI in strict confidence, however
in submitting an application you are extending permission to share your application with the Selection Panel.
Personal Information will be used to assess your suitability for appointment to this position. As part of the
selection process, personal information will be dealt with in accordance with HGI’s Privacy Policy and the
Information Privacy Act 2009.
Role Description Executive Director Program Delivery
1
Cluster NSW Health
Agency eHealth NSW
Division/Branch/Unit Public Health System Support Division
Location Chatswood
Classification/Grade/Band HSSE Band 2
Senior Executive Work Level Standards Work Contribution Stream: Professional/Technical/Specialist
Role Number 651755
ANZSCO Code TBA
PCAT Code TBA
Date of Approval May 2018
Agency Website www.health.nsw.gov.au and www.ehealth.nsw.gov.au
Agency overview
eHealth NSW is responsible for the delivery of digital solutions for clinical care and business services,
supported by smart infrastructure, providing a digitally enabled and integrated health system that delivers
quality, patient-centred health experiences to the people of NSW.
The Agency plans, invests in, implements and supports digital systems across NSW Health in partnership with
Local Health Districts, Specialty Health Networks, Statewide Services, Pillars and the Ministry of Health. The
focus areas for building an eHealth landscape in NSW are clinical systems, integrated care solutions,
workforce and business management systems, data and analytics, ICT infrastructure and information security.
The Agency also develops and maintains ICT policies, standards and architectures for the NSW public health
system, acting as the Health Cluster lead for ICT and digital, with oversight from the Secretary of NSW Health
and the eHealth Executive Council.
For more information go to www.ehealth.nsw.gov.au
Primary purpose of the role
The Executive Director Program Delivery is responsible for leading and managing the delivery of digital / ICT
programs and projects across the NSW Health system through the application of best-practice program
governance, change management, reporting, assurance and benefits realisation.
RD – Executive Director Program Delivery, eHealth NSW
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Key accountabilities
• Lead, plan and manage the successful delivery of the eHealth NSW digital / ICT programs and projects for
the NSW Health system, including clinical, integrated care, infrastructure and, in a longer term, corporate
ICT programs
• Provide robust and effective management of all ICT programs and projects, so that each is appropriately
governed and aligned with the program business case, eHealth Strategy and the eHealth NSW project
management approach. This will include program governance, planning, deployment, change management,
assurance, engagement & communications, reporting and benefits realisation, as well as the monitoring
and evaluation of program performance in meeting objectives and schedules, and financial and operational
performance goals
• Manage and maintain central repository of program and project information and standard project
management methodologies for eHealth NSW, as well as regular program / project assurance, through a
professionally managed Program and Change Management Office (PCMO).
• Ensure effective problem solving, risk management and issues remediation is in place for all programs and
projects, with performance turnaround plans being in place and effectively executed when required,
including any performance escalations and dispute resolutions with vendors should such situations arise.
• Build and maintain effective, and influential, working relationships across the NSW health system and
associated organisations, as well as ICT industry partners relevant to eHealth NSW to facilitate information
flow and the achievement of objectives. Within eHealth NSW effective working partnerships need to be
established with:
o the Investment Strategy and Architecture, and Clinical Engagement and Patient Safety
directorates to ensure extensive and appropriate involvement of clinicians and other key
stakeholders in the planning, design and delivery of solutions, as well as the alignment of the
solutions with eHealth’s Enterprise Architecture; and
o the Service Delivery directorate to ensure smooth, safe handover of solutions from
implementation phase to ‘business as usual’ phase in each program’s lifecycle
• Ensure timely closure of programs and projects, including completion of Post Implementation Reviews to
extract appropriate learnings and feed them into eHealth’s & NSW Health’s continuous improvement cycle
• Effectively manage operational issues to ensure compliance with relevant policies, procedures, legislation
and regulations, particularly in the areas of finance, governance, program management, quality assurance,
information security, procurement, vendor management, risk management, safety, and employee and
contractor management
• Provide leadership and direction to the team to ensure continuous effective service delivery, a constructive
workplace culture, a safe workplace, and a competitive performance based, innovative, responsive and
accountable customer-focused service
Key challenges
• Managing the complexity of delivering large scale change programs across the NSW health system;
addressing, in a timely and customer centric manner, new challenges and issues, that are often without
precedent; critical to which will be ensuring successful leadership and management of programs and
projects through effective selection, engagement, supervision and ongoing coaching and development of
Program Directors, Program and Project Managers and other key personnel
• Working within an environment where technologies are subject to rapid evolution and change and delivery
of programs is dependent on scalability and interoperability of solutions, as well as capacity and capability
of vendors, health entities and eHealth
• Creating, leading, and maintaining a constructive workplace culture
RD – Executive Director Program Delivery, eHealth NSW
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Key relationships
Who Why
Internal
Senior Executives • As a member of eHealth’s Executive leadership team, contribute to corporate
decision making, working closely with the Chief Executive and fellow
Directors to ensure strategic directions are set and achieved and operational
performance goals are met, proactively contributing knowledge and expertise
Direct reports • Maintain a close collaborative relationship to provide leadership, direction and
guidance in the delivery of programs, with particular focus on Program
Directors, Program and Project Managers
External
Senior executives, health
managers, CIOs and Directors of
ICT
• Discuss, clarify and seek information; collaborate in the development of local
implementation strategies and management of operational issues
Health Infrastructure • Collaborate in relation to new hospital building projects and major
refurbishments
Industry • Keep abreast of changes in adjacent market segments and in technologies
likely to impact upon our operations and future
Contractors, consultants &
suppliers/vendors
• Manage the provision of advice, products and services; manage
relationships, monitor performance and escalate issues to achieve timely
resolution and performance turnaround when required
Role dimensions
Decision making
The Executive Director is a member of the eHealth NSW executive leadership team and acts with autonomy
within the overall decision making and accountability limits for the Program Delivery directorate.
The role has accountability for decisions relating to the provision of services to achieve agreed program
objectives and service performance; the engagement and management of staff, consultants, contractors and
vendors; budget management and expenditure of funds; recognising that all decisions must always be made in
accordance with NSW Health and eHealth NSW policies, guidelines and Delegations Manual.
Reporting line
Chief Executive, eHealth NSW
Direct reports
6 – 8 Portfolio and Program Directors, 1 Director of PCMO, 1 Office Manager (Directorate FTE = approximately
350)
Budget/Expenditure
Operational: approximately $10 million per annum. Capital: approximately $150 million per annum.
RD – Executive Director Program Delivery, eHealth NSW
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Essential requirements
• Relevant tertiary qualifications or equivalent experience
• Extensive executive management experience and a record of achievement in leading digital / ICT programs
development and delivery in a large and complex service environment
• Thorough understanding of ICT processes and frameworks, including current trends and issues in the
planning, development and implementation of digital / ICT solutions
Capabilities for the role
The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability
Framework is available at www.psc.nsw.gov.au/capabilityframework
This role also utilises an occupation specific capability set which contains information from the Skills
Framework for the Information Age (SFIA). The capability set is available at
www.psc.nsw.gov.au/capabilityframework/ICT
Capability summary
The full list of capabilities and the level required for this role are set out below. The focus capabilities appear in
bold. Refer to the next section for further information about the focus capabilities.
RD – Executive Director Program Delivery, eHealth NSW
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NSW Public Sector Capability Framework
Capability Group Capability Name Level
Display Resilience and Courage Advanced
Act with Integrity Advanced
Manage Self Highly Advanced
Value Diversity Advanced
Communicate Effectively Advanced
Commit to Customer Service Advanced
Work Collaboratively Advanced
Influence and Negotiate Highly Advanced
Deliver Results Highly Advanced
Plan and Prioritise Advanced
Think and Solve Problems Highly Advanced
Demonstrate Accountability Advanced
Finance Advanced
Technology Adept
Procurement and Contract Management Advanced
Project Management Highly Advanced
Manage and Develop People Advanced
Inspire Direction and Purpose Advanced
Optimise Business Outcomes Adept
Manage Reform and Change Highly Advanced
Occupation / profession specific capabilities
Capability Set Category, Sub-category and Skill Level and Code
Change and transformation - Business change implementation -
Programme management
Level 6 - PGMG
Change and transformation - Business change implementation - Project
management
Level 6 - PRMG
Change and transformation - Business change management -
Change implementation planning and management
Level 6 - CIPM
Relationships and engagement - Stakeholder management - Relationship
management
Level 6 - RLMT
RD – Executive Director Program Delivery, eHealth NSW
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Focus capabilities
The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate
competence. The behavioural indicators provide examples of the types of behaviours that would be expected
at that level and should be reviewed in conjunction with the role’s key accountabilities.
NSW Public Sector Capability Framework
Group and Capability Level Behavioural Indicators
Personal Attributes
Manage Self
Highly Advanced • Promote and model the value of self-improvement and be proactive
in seeking opportunities for growth
• Actively seek, reflect and integrate feedback to enhance own
performance, showing a strong capacity and willingness to modify
own behaviours
• Manage challenging, ambiguous and complex issues calmly and
logically
• Model initiative and decisiveness
Relationships
Work Collaboratively
Advanced • Build a culture of respect and understanding across the
organisation
• Recognise outcomes which resulted from effective collaboration
between teams
• Build co-operation and overcome barriers to information sharing,
communication and collaboration across the organisation and cross-
government
• Facilitate opportunities to engage and collaborate with external
stakeholders to develop joint solutions
Relationships
Influence and Negotiate
Highly Advanced • Engage in a range of approaches to generate solutions, seeking
expert inputs and advice to inform negotiating strategy
• Use sound arguments, strong evidence, and expert opinion to
influence outcomes
• Determine and communicate the organisation’s position and
bargaining strategy
• Represent the organisation in critical negotiations, including those
that are cross-jurisdictional, achieving effective solutions in
challenging relationships, ambiguous and conflicting positions
• Pre-empt and avoid conflict across organisations and with senior
internal and external stakeholders
• Identify contentious issues, direct discussion and debate, and steer
parties towards an effective resolution
Results
Deliver Results
Highly Advanced • Create a culture of achievement, fostering on-time and on-budget
quality outcomes in the organisation
• Identify, recognise and celebrate success
• Establish systems to ensure all staff are able to identify direct
connection between their effort and organisational outcomes
• Identify and remove potential barriers or hurdles to ongoing and
long term achievement of outcomes
• Initiate and communicate high level priorities for the organisation to
achieve government outcomes
• Use own professional knowledge and expertise of others to drive
organisational and government objectives forward
RD – Executive Director Program Delivery, eHealth NSW
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NSW Public Sector Capability Framework
Group and Capability Level Behavioural Indicators
Results
Think and Solve
Problems
Highly Advanced • Establish and promote a culture which encourages initiative and
emphasises the value of continuous improvement
• Engage in high-level critical analysis of a wide range of complex
information and formulate effective responses to critical policy
issues
• Identify and evaluate organisation-wide implications when
considering proposed solutions to issues
• Apply lateral thinking and develop innovative solutions that have
long standing, organisation-wide impact
• Ensure effective governance systems are in place to guarantee
quality analysis, research and reform
Business Enablers
Project Management
Highly Advanced • Implement effective governance processes for acceptance of
projects based on sound business cases
• Use historical, political and broader context to inform project
directions and mitigate risk
• Obtain the commitment of key stakeholders to major project
strategies, including cross-organisational initiatives, and ensure
ongoing communication
• Ensure that project risks are managed effectively and appropriate
strategies are in place to respond to variance
• Implement systems for monitoring and evaluating effective
management, expenditure of project budgets and resources, to
achieve organisational goals
People Management
Manage and Develop
People
Advanced • Refine roles and responsibilities over time to achieve better
business outcomes
• Recognise talent, develop team capability and undertake
succession planning
• Coach and mentor staff and encourage professional development
and continuous learning
• Provide timely, constructive and objective feedback to staff
• Address and resolve team and individual performance issues,
including serious unsatisfactory performance, in a timely and
effective way
• Implement performance development frameworks to align
workforce capability with the organisation’s current and future
priorities and objectives
People Management
Manage Reform and
Change
Highly Advanced • Drive a continuous improvement agenda, define high level
objectives and translate these into practical implementation
strategies
• Build staff support and commitment to announced change, and
plan and prepare for long-term organisational change, with a focus
on the wider political, social and environmental context
• Create an organisational culture that actively seeks opportunities to
improve
• Anticipate, plan for and address cultural barriers to change at the
organisational level
RD – Executive Director Program Delivery, eHealth NSW
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Occupation specific capability set (Skills Framework for the Information Age – SFIA)
Category and
Sub-Category
Level and Code Level Descriptions
Change and
transformation -
Business change
implementation -
Programme
management
The development and
application of a
systematic management
framework to define and
deliver a portfolio of
programmes, projects
and/or ongoing services,
in support of specific
business strategies and
objectives. Includes the
implementation of a
strategic investment
appraisal and decision
making process based
on a clear understanding
of cost, risk, inter-
dependencies, and
impact on existing
business activities,
enabling measurement
and objective evaluation
of potential changes and
the benefits to be
realised. The
prioritisation of resource
utilisation and changes to
be implemented. The
regular review of
portfolios. The
management of the
service pipeline
(proposed or in
development), service
catalogue (live or
available for deployment)
and retired services.
Level 6
PGMG
Leads the definition of a portfolio of programmes, projects, and/or on-
going service provision. Engages and influences senior managers to
ensure the portfolio will deliver the agreed business objectives. Plans,
schedules, monitors and reports on activities related to the portfolio to
ensure that each part of the portfolio contributes to the overall
achievement of the portfolio. Collects, summarises and reports on
portfolio KPIs often through the deployment of business management
processes and systems. Identifies issues with portfolio structure, cost,
risk, inter-dependencies, impact on current business activities and the
strategic benefits to be realised. Notifies projects/programmes/change
initiatives of issues and recommends and monitors corrective action.
Reports on portfolio status as appropriate.
RD – Executive Director Program Delivery, eHealth NSW
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Occupation specific capability set (Skills Framework for the Information Age – SFIA)
Category and
Sub-Category
Level and Code Level Descriptions
Change and
transformation -
Business change
implementation -
Change implementation
planning and
management
The definition and
management of the
process for deploying
and integrating new
digital capabilities into
the business in a way
that is sensitive to and
fully compatible with
business operations.
Level 6
CIPM
Ensures that there is a business perspective on how any new technical
capabilities will be integrated into the business, including planning
around key business cycles, selecting appropriate customers for
migration, etc. Initiates the business implementation plan, including all
the activities that the business needs to do to prepare for new technical
components and technologies. Ensures sites deliver site
implementation plans that align with the overall plan. Tracks and
reports against these activities to ensure progress. Defines and
manages the activities to ensure achievement of the projected
business benefits after delivery. Outlines key business engagement
messages that need to be communicated throughout the
programme/project.
HealthShare NSW and eHealth NSW combined organisation chart 2017
HealthShare NSW Board
Chief Executive, HealthShare NSW
Office of the Chief Executive
eHealth NSW Executive Council
Chief Executive/Chief Information Officer, eHealth NSW
InformationServices
Internal Audit
Secretary, NSW Health
SHARED SERVICES INTERFACE
Also services pillar agencies.
Emergency Management
Food & Patient Support Services
LinenServices
Clinical Support Services
Patient Support Services
PatientTransportService
EnableNSW
Employee & Financial
Shared Services
FinancialShared
Services
Payroll &Employee
TransactionalServices
WestmeadService Centre
Customer Experience
Customer Experience
Customer Service
Management
Contact Centres
Business Performance
Strategy &Commissioning
ContinuousImprovement& Innovation
Program & Change
Management Office
BusinessAnalytics
& Reporting
eRecruit Operations
Finance, Commercial & Corporate
Services
Accommodation & Fleet
Management
Budgeting & Financial Reporting
Costing & Pricing
Financial Management
SMRS
Corporate Affairs
Corporate Governance
& Risk
HealthShare Corporate
Procurement
Catalogue Services
Corporate & ICT Portfolio
Medical Portfolio
Procurement Strategy
Supply Chain Operations
Workforce
Communications
Human Resources
Organisational Development
Work Health & Safety
(includingClinical
Governance & Quality
Assurance)
Workforce Operations
Workforce Planning
Workplace Relations
Chief Clinical
Information Office
Investment,Strategy &
ArchitectureCorporate IT Program
Delivery
CustomerEngagement
& ServiceTransitions
Office of the Chief Executive
HealthShare NSW organisation chart 2017
Emergency Management
Food & Patient Support Services
LinenServices
Office of the Chief Executive
Clinical Support Services
Patient Support Services
Employee & Financial Shared
Services
Customer Experience
Business Performance
Finance, Commercial &
Corporate ServicesProcurement Workforce
FinancialShared Services
Payroll &Employee
TransactionalServices
WestmeadService Centre
PatientTransportService
EnableNSW
Strategy &Commissioning
ContinuousImprovement& Innovation
Program & Change Management Office
BusinessAnalytics
& Reporting
Chief Executive, HealthShare NSW
Customer Experience
Customer Service Management
Contact Centres
Accommodation & Fleet Management
Budgeting & Financial Reporting
Costing & Pricing
Financial Management
SMRS
Corporate Affairs
Corporate Governance & Risk
HealthShare Corporate
eRecruit Operations
Catalogue Services
Corporate & ICT Portfolio
Medical Portfolio
Procurement Strategy
Supply Chain Operations
Communications
Human Resources
Organisational Development
Work Health & Safety (including
Clinical Governance & Quality Assurance)
Workforce Operations
Workforce Planning
Workplace Relations
SHARED SERVICES INTERFACE
Internal Audit
Also services pillar agencies.
eHealth NSW combined organisation chart 2017
Finance, Commercial &
Corporate ServicesProcurement Workforce
Accommodation & Fleet Management
Budgeting & Financial Reporting
Costing & Pricing
Financial Management
SMRS
Corporate Affairs
Corporate Governance
& Risk
HealthShare Corporate
Catalogue Services
Corporate & ICT Portfolio
Medical Portfolio
Procurement Strategy
Supply Chain Operations
Communications
Human Resources
Organisational Development
Work Health & Safety (including
Clinical Governance & Quality Assurance)
Workforce Operations
Workforce Planning
Workplace Relations
SHARED SERVICES INTERFACE
Internal Audit
HealthShare NSW
Chief Executive/Chief Information Officer, eHealth NSW
Also services pillar agencies.
InformationServices
Chief ClinicalInformation
Office
Investment,Strategy &
ArchitectureCorporate IT Program
Delivery
CustomerEngagement
& ServiceTransitions
Office of the Chief Executive
11
eHealth NSW Update
March 2018
22
Focus Area Current Initiatives Current Progress NSW Health Coverage Basis
Electronic Medical Record
Intensive Care Systems
Pathology Lab Results
HealtheNet
Health Wide Area Network
State-wide Infrastructure Services(Identity & Access Management)
Wireless
Finance Systems*
Asset & Facilities Management*
Rostering
Reporting
Standard Innovation Approach
87%of facilities
17%of ICU beds
55% of pathology laboratories
100%of facilities
76%of facilities
99%of staff
60% of facilities
100%of organisations*
100%of organisations*
75%of staff
40% of data & reports standardised
Level 2 of 5Level 2 of 5
* The technical system is fully deployed for use by all LHDs. Further work required to implement the system consistently across the state required for usability and adoption uptake.
83%
11%
55%
100%
50%
99%
34%
100%
100%
50%
25%
Innovation maturity
eHealth Strategy Progress – February 2018%
%
Progress by February 2018
Progress by EOFY 2016-17
Electronic Medication Management Systems (eMeds)
17%of facilities
8%
33
Clinical Portfolio - ProgramsEMM (eMeds):
This program is implementing an electronic Medication Module (eMeds) within the electronic Medical Record (eMR) to
support the improved quality, safety and effectiveness of medications management within NSW hospitals (28 hospitals
were within scope of the original eMM business case).
eRIC (electronic Record for Intensive Care):
eRIC is an integrated clinical information system for intensive care units (ICUs) that provides a single point of collated
patient data, receiving direct input from bedside devices and other hospital systems. The system will provide sophisticated
decision support for clinicians as well as patient level, management level and state level reporting.
HealtheNet:
A statewide clinical portal which is implemented across all Local Health Districts, to enable summary clinicial information to
be shared across NSW Health facilities and with the Commonwealth’s My Health Record. The current phase of the
program includes pathology results, radiology results and medication dispense records.
Integrated Care:
This program collaborates with Local Health Districts, Specialty Health Networks, NSW Health Pillars and Primary Health
Networks to develop state-wide technology enablers to support care across boundaries, such as eReferrals and shared
care planning solutions.
Optimising the eMR:
This program aims to create a consistent eMR foundation across NSW and to enhance the capabilities of the eMR. This
includes implementing core clinical documentation across all in-scope hospitals, significantly expanding and accelerating
electronic medications management and assessing, developing and delivering new functionality.
REGIS (Research Ethics & Governance Information System):
A joint initiative between eHealth NSW and the Office of Health and Medical Research (OHMR), REGIS supports the
ethics and governance management of human research projects within all NSW Public Health Organisations (PHOs).
REGIS replaces AU-RED and online forms across all NSW and ACT PHOs, to manage both research ethics and site
assessment applications for single and multi-sites.
66
Corporate Portfolio - ProgramsHCM & eRecruitment:
This program extends workforce systems capability across NSW Health through the implementation of an eRecruitment
and onboarding solution. This will provide an improved user experience, provide up to date recruitment tools and deliver
efficiencies in on-boarding and reporting. The program is introducing a statewide performance and development
management system to assist managers and employees manage their development and contribution.
IMS:
IMS will replace the current NSW incident management tool and provide better ability to effectively record, track, manage
and report on clinical, WHS and corporate incidents, including actions taken to address the issue and mitigate existing
risks. The new solution is intended to make it easier for staff to notify incidents, near misses and system risks, through
implementation of a user-friendly platform, which interfaces with other relevant NSW Health systems. The program is
currently paused while functional requirements are re-baselined.
Rostering:
The Rostering Program will deliver a state-wide rostering solution to all LHDs, health agencies and Specialty Health
Networks in NSW. The solution will enable improved rostering practices which in turn will provide patient, staff and
organisational benefits. HealthRoster has been rolled out in 16 out of 19 health entities and is currently used to roster
77% (108,144) of the total 139,762 targeted personnel.
88
Infrastructure Portfolio - ProgramsDCR (Data Centre Reform):
This program will migrate all applications and associated infrastructure from eHealth NSW’s data centres in Liverpool,
Cumberland and Newcastle to the whole of Government Data Centre (GovDC) in Silverwater and Unanderra.
Clinical Applications & Reliability Program (CARI):
CARI increases the reliability and availability of essential clinical functionality for eHealth-hosted Cerner Electronic
Medical Records (eMR) domains by hosting them in the NSW Government Data Centres. CARI is implementing
Disaster Recovery as a Service (DRaaS) to eHealth-hosted Cerner eMR domains, which will reduce the impact of
unscheduled outages and disasters and reduce the time to return both essential clinical functionality and normal
operation after unscheduled outages and disasters.
C&C (Conference, Collaboration & Wireless):
This program provides state-wide conferencing, collaboration & wireless (CCW) solutions that support clinical and
corporate IT services across NSW Health. Projects include patient and guest wi-fi and skype for business conferencing.
HWAN (Health Wide Area Network):
The Health Wide Area Network (HWAN) provides a common connectivity platform across NSW. HWAN offers increased
network capacity to provide consistent high quality performance for clinical and corporate applications, as well as
increased resilience together with reduced overall cost of service.
SWIS (State Wide Infrastructure Services):
This program standardises identity and access to core services including email, file, print and desktop across NSW
Health, enabling a consistent and intuitive user experience.
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Service Transitions• The Service Transitions function within eHealth NSW was established in mid-2016 to
provide both strategic and operational advice and a repeatable service transition and
transformation delivery model.
• The function enables NSW Health Entities to access a broader and deeper range of ICT
managed services from eHealth NSW and to take advantage of the benefits of scale,
investment and increasing process maturity within eHealth to deliver better quality, lower
cost, ICT services.
• Approaching service transitions and transformations within the framework of a change
project / program ensures that the impact on people, process and technology are fully
considered.
– A service transition is a transfer of responsibility for the delivery of ICT services from one entity to another which
changes the delivery model for ICT services.
– A service transformation is a material change in those services (people, process or technology) to achieve business
benefits.
• eHealth NSW is currently undertaking transition activities with the following organisations:
NSW Ambulance, Cancer Institute, NSW Pathology, HealthShare NSW & Justice Health.