The Chief Health Information Officer presented on the operating model for the Office of the Chief Health Information Officer (OCHIO) at Queensland Health. The CHIO will focus on strategic objectives and partnerships while the CTO will focus on operational delivery. The OCHIO operating model includes sections for policy and governance, planning and innovation, technical architecture, and knowledge management. The presentation also discussed a new co-design procurement process and released an Interoperability Request for Solution. The Chief Technology Officer then discussed challenges facing Queensland Health like aging infrastructure and the priorities to stabilize legacy systems, rebuild foundations, create agility, and focus on a delivery culture.

1. Partners in Technology &
Queensland Health
Thursday 30 April 2015
Mal Thatcher Chief Health Information Officer
Department of Health, Queensland Health

2. Agenda
The Office of the Chief Health Information Officer
(OCHIO) Operating Model
Significant project procurement methodology
Interoperability Request for Solution

3. Operating Model

4. The CHIO will focus on
supporting strategic
system objectives, and
work in partnership with
stakeholders (internal and
external) to drive
innovation and value
delivery.
CTOCHIO
OperationsStrategy
The CTO will focus on
operational delivery, and
assist the CHIO to deliver
strategic enablers and
long-term business
benefits.
4

5. 5
OCHIO
Policy &
Governance
Planning &
Innovation
Technical
Architecture
Knowledge
Management

6. Support Healthcare Innovation through Strategic Alignment of ICT with
Queensland’s objectives for health care delivery
Support Healthcare Innovation through Strategic Alignment of ICT with
Queensland’s objectives for health care delivery
Establish Best Practice Advisory for Health IT
(Centre of Excellence)
Establish Best Practice Advisory for Health IT
(Centre of Excellence)
New Strategic FocusNew Strategic Focus
Enduring Collaboration & Partnerships
(Internal and External)
Enduring Collaboration & Partnerships
(Internal and External)
6
Establish Information as a Strategic AssetEstablish Information as a Strategic Asset

7. New Co-Design Process to ensure both customer and vendor are
actively engaged in a partnership.
Strategic Investment and Asset Replacement Program
prioritised with minimal stakeholder consultation.
New approachNew approachOld approachOld approach
New Governance Framework for ICT and other Strategic
Investments being implemented.
Programs conducted in collaboration with HHSs.
Major programs delivered without clearly defined business
owners, benefits and business cases that are aligned to
business priorities.
Department centric decision making on ICT investments with
limited visibility of the delivery of ICT investment outside of
HSIA.
7

9. Standards Terminology Models
Integration
Shared information
Shared
repositories
"Information is captured
and exchanged
consistently and
accurately and is able to
be interpreted and
understood by all
participants involved in
the care of the patient
across the patient
journey, ultimately
resulting in improved
health outcomes for
Queenslanders and
improved working
environment for
healthcare providers."

10. 10
• Agree governance and stakeholder
model
• Current State Assessment
• Desired outcomes and key
capabilities
• Strategic implications
• Constraints
Define objectives
1
• Agree draft scope and vision
• Draft terms and conditions
• Issuing RFS
Prepare request for solution (RFS)
2
• Short-listing
• Consensus evaluation
• Shortlisted vendor briefing
pack
Shortlisting
3
• Rigorous panel evaluation
• Reference checks and site
visits
• Final selection and approval
Select partner
4
• Vendor contract
• Joint team approach
• Develop business case
• Develop implementation plan
• Define detailed deliverables
Implementation planning study (IPS)
5
• Assess post IPS options
Contracting selected partner
6

11. • Co-design procurement approach
• Seeking an industry partner to scope, plan and
deliver new capabilities that:
– Replace current integration platforms and common
services such as consent, patient identification
– Enable Queensland Health’s interoperability vision
• RFS released today!

12. Activity Date
RFS released 30 April 2015
Industry Briefing 7 May 2015
Intention to respond to contact officer 14 May 2015
RFS clarifications close 18 May 2015
RFS closing date 4 June 2015
Shortlisting evaluation complete 23 June 2015
Detailed evaluation complete 29 July 2015
IPS Contract signed 31 August 2015

13. Partners in Technology &
Queensland Health
Thursday 30 April 2015
Colin McCririck Chief Technology Officer
Department of Health, Queensland Health

14. A newbie’s view

15. Challenges
Customers: go faster, be cheaper, modern
technology
Clinicians: quality care, patient safety
Technology: age of kit, break fix strategy,
legacy applications
Complexity, scale, diversity

16. What are we doing?
StabiliseStabilise
LegacyLegacy
StabiliseStabilise
LegacyLegacy
RebuildRebuild
FoundationsFoundations
RebuildRebuild
FoundationsFoundations
CreateCreate
AgilityAgility
CreateCreate
AgilityAgility
Delivery Focussed CultureDelivery Focussed CultureDelivery Focussed CultureDelivery Focussed Culture

17. Priorities
Infrastructure stability (phones, servers,
storage, data centers)
Connectivity (wifi, telehealth)
Cloud first strategy
Security
Contemporary Workplace
Digital hospital (ieMR)
Interoperability (oo’s of apps)
Hospital buildings (Sunshine Coast,
Rocky, Cairns, Townsville)
2005

18. Colin McCririck Chief Technology Officer
Department of Health, Queensland Health
Thank you