Susan Middleditch, Deputy Director-General, System Support Services, Queensland Health, Partners in Technology briefing 12 June 2013
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The document outlines the corporate services transformation journey of Queensland Health, emphasizing the need for upgrades to their current financial management system to comply with health reforms. It discusses the challenges, proposed approaches, and key benefits such as improved transparency and efficiency. Additionally, it emphasizes the necessity for collaboration with hospital and health services for effective corporate service delivery and identifies future considerations regarding ICT services and resource management.
Susan Middleditch, Deputy Director-General, System Support Services, Queensland Health, Partners in Technology briefing 12 June 2013
- 1. Susan Middleditch Deputy Director-General System Support Services Queensland Health
- 2. Purpose To provide an overview of the Queensland Health corporate services transformation journey including: • key challenges and considerations • progress to date • proposed approach • next steps
- 3. Queensland Health facts and figures with a total operating budget of more than $12 billion A workforce of more than 80,000 staff treating thousands of patients each day across 182 hospitalsand health carefacilities
- 4. Initial challenge: Health reform • Introduction of independent financial management and reporting for HHSs Local budget for local communities Current finance system (SAP 4.6b) • Unable to support new organisational model • ‘Legacy system’ • Highly customised • Complex integration • Upgrade has limited business benefits On 1 July 2012, Queensland Health was divided into 18 separate entities as part of national health reforms Requires changes to people, process and technology to support reform
- 5. Initial challenge: Health reform Statutory bodies responsible for providing health care services in their local area including: • managing operations • cash management • performance Department of Health Responsible for: • overall management of the public sector health system • state-wide policy and planning • monitoring performance • service purchasing 17 Hospital and Health Services (HHS) 620.4 82 135.5 737.2 87.5 51.1 295.9 108.9 447.1 568.3 449.2 639.9 2036 303.8 964 2013-2014 operating budget per HHS in million $ 418.6 1751 Project initiated to replace current system
- 6. New challenges and considerations
- 8. Initial approach Focused on ‘like for like’ asset replacement – out with the old, in with the new... SAP 4.6b SAP ECC6 Mandate: to deliver a contemporary asset management, procurement and finance solution to replace the current Queensland Health Finance and Materials Management Information System (FAMMIS).
- 9. QH applications (23) Work completed Current scope clinical systems corporate systems Non-QH applications Treasury BankingATO QAO Public works Key deliverables • Process models • Integration requirements • Technical architecture • Baseline change impacts Key benefits identified to date • improved transparency • improved cash management • improved access to and reporting of financial information • increased efficiency • standardisation of processes • platform for future improvements
- 10. Delivery and execution • Core verses Non-core • BAU Impacts • Process execution options • Industry partnering options • Technology options • Business model • Operating model • Process design • Data analysis • Change impacts • Technology requirements • Integration landscape • Organisational alignment • Business model alignment • Process standardisation / simplification • Corporate solutions roadmap • Application rationalisation Strategy and vision Solution validation and improvement Renewed approach and plan • Vision • Strategy and Approach • Implementation Plan • Business Case Analyse and Validate Corporate Solutions Renewal
- 11. Corporate Solutions Renewal Prepare Consolidate Identify options Mobilise • Finalise approvals for realignment and validation phase • Identify resource requirements and skill gaps • Engage additional resources • Confirm approach • Develop detailed approach and plan Solution validation and improvement Delivery and execution options Identify and analyse options for efficient delivery of corporate solutions and for the implementation and support of solutions and technologies. Analyse options Approve recommendations Engage business and validate solution Validate processes against industry best practice. Validate the solution against the current and future business model. Identify additional opportunities for improvement. Obtain greater business and process owner buy-in. Scope Foundation Approve Recommendations Strategy and vision Roadmap Development Develop a Corporate Solution Roadmap. Understand future vision and strategy for delivery of corporate solutions. Clarify business priorities, other initiatives and opportunities. Understand strategy for adopting ‘ICT as a service’ Outputs • Corporate solutions vision and strategy • Future corporate solutions roadmap • Renewed approach and implementation plan • Revised business Case Prepare Consolidate Renewed approach and plan Revise implementation approach and business case Develop revised approach for implementing corporate solutions. Refresh the business case taking into consideration the validated solution, proposed future roadmap and delivery options.
- 12. What questions do we need to answer? • What is the vision for delivery of corporate services and solutions? • What is the future business model? • How will the department partner with the HHSs to deliver corporate services and solutions efficiently? • How can we partner with industry to deliver corporate services solutions? • How should the solutions be managed? • What ‘ICT as a service’ options are viable and beneficial? • What organisational change management strategies should be adopted? • What governance frameworks are required to support the new approach to delivery? • What alternate resource models should be considered? • What new skills and capabilities will be required? • How does the department transition from its current state to future state? • What further process improvements can be made? • Can applications can be further rationalised? • How should master data be managed? • Can business functions be centralised, clustered or localised? • Can “shared service” economies of scale be achieved? • Is process outsourcing feasible and beneficial? • What are the opportunities for contestability of corporate solutions? • How will cloud based computing and other emerging technologies be adopted in the delivery of corporate solutions? • What is the department’s strategy for divesting corporate solutions ICT assets and systems? Delivery and execution options Strategy and vision Solution validation and improvementRenewed approach and plan
- 13. Market engagement • Partnering models and approach • Leverage local talent and small to medium business sector Innovative engagement models • Strategy and approach for corporate solutions renewal programs • Alignment and delivery models for corporate solutions • Implementation and support options for corporate solutions Focus areas • Issue information document • Conduct information sharing sessions Next steps
- 14. Summary • Strategy and vision • Delivery and execution options • Solution validation and improvement 2013 Corporate Solutions Renewal Program 2014 - 2015 2015 onwards • FAMMIS replacement project • Process and application transformation planning • Organisation and process alignment • Future phase implementation projects • Corporate solutions continuous improvement Contact Susan Middleditch, Deputy Director-General System Support Services Queensland Health Norman Scott, Program Director, Corporate Solutions Renewal Email: [email protected]