On 12 June 2013, Susan Middleditch provided an update on the recently announced Queensland Health transformation program that will lead corporate services into the future across the Hospital and Health Services while delivering on recommendations from the from the Government's Blueprint for better healthcare in Queensland and the recent Commission of Audit. Connect with us: www.facebook.com/DigitalEconomyQld https://twitter.com/DigEconQld

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

7. Corporate Solutions Renewal

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: CS_Renewal@health.qld.gov.au