Australian Digital Health Agency

Corporate Plan 2019–20

2 Australian Digital Health Agency | Corporate Plan 2019–2020

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 © 2019 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.

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, 2019–20 to 2022–23, 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 901 001 175 Liverpool Street Email: help@digitalhealth.gov.au Sydney, NSW 2000 Website: www.digitalhealth.gov.au

3Australian Digital Health Agency | Corporate Plan 2019–2020

Contents

1. About the Australian Digital Health Agency 41.1 Our purpose 41.2 Our role 41.3 Our functions 4

2. Environment 62.1 Australia’s health landscape 62.2 Digital health in Australia 62.3 General environmental factors 8

3. Guiding the digital transformation of Australia’s health and care 103.1 Realising the vision of Australia’s national digital health strategy 103.2 Key milestones 2019 to 2022 11

4. Capabilities 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 target 186.4 Strategic priority 3 target 206.5 Strategic priority 4 target 206.6 Strategic priority 5 target 216.7 Strategic priority 6 target 216.8 Strategic priority 7 target 21

7. Appendix: Agency Work Plan 2019–20 22

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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 Australian Digital Health Agency (the Agency) has responsibility for the strategic management and governance of the National Digital Health Strategy and the design, delivery and operations of the national digital healthcare system including the My Health Record system.

The Agency provides the leadership, coordination and delivery of a collaborative and innovative approach to utilising technology to support and enhance a clinically safe and connected

1 Health Portfolio Budget 2019–20 p. 1822 Health Portfolio Budget 2019–20 p. 1743 The Public Governance, Performance and Accountability (Establishing the Australian Digital Health Agency) Act 20164 This is a non-exhaustive list of the Agency’s activities. Section 9 of the Agency’s establishing legislation clarifies that the

Agency’s work can extend to “anything incidental or conducive to the performance any of the above functions.”

national health system. This will give individuals more control of their health and their health information, and support healthcare professionals to provide informed health care through access to current clinical and treatment information.2

1.3 Our functions

To fulfil its purpose and role, the Agency’s enabling legislation3 describes a number of activities4 to be undertaken, namely, 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;

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» 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.

All major Agency initiatives are codesigned with representatives across the user spectrum — clinicians, consumers, developers and jurisdictions — so that all voices are heard in the design process.

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2. Environment

2.1 Australia’s health landscape

On the whole, Australia’s health compares well with other OECD countries.5 Overall life expectancy is the sixth highest among OECD countries, the entire population has health insurance, and tobacco consumption is well below the OECD average.

Despite these laudable results, the Australian health system faces significant challenges. Cancer incidence is the second highest among OECD countries, 63% of Australians are overweight or obese, and a number of populations experience notable health disadvantages.6 Australia’s ageing population represents another challenge (one shared with many countries globally), which has implications for both workforce availability and rates of chronic disease in coming years.7,8

In this environment, the digital health reforms that the Agency initiated and continues to oversee promise to play a significant role in helping to meet the present-day and emerging needs of Australian health and care. The

5 Australian Institute of Health and Welfare (AIHW) International health data comparisons, 20186 AIHW, All is not equal7 AIHW, Older Australia at a glance8 AIHW, Burden of disease9 DALY = disability-adjusted life year. Australia recorded the fourth lowest rate of DALYs among OECD countries in a 2016

study10 ANDHealth, Digital health: Creating a new growth industry in Australia11 Australia’s National Digital Health Strategy

economic benefits of these reforms also bear mentioning, both in respect to maintaining Australia’s low rate of DALYs9 and to the opportunity to foster a vibrant local industry to develop and deliver innovative digital health services.10

2.2 Digital health in Australia

2.2.1 National Digital Health

Strategy

In 2019-20, the Agency will prioritise the implementation of the third year of the National Digital Health Strategy – Safe, seamless and secure: evolving health and care to meet the needs of modern Australia11 – approved by Australia’s Health Ministers on 4 August 2017.

The strategy articulates the need for a coordinated approach to the delivery of digital health within Australia, and identifies seven strategic priority outcomes to be delivered by 2022:

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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.12

2.2.2 Implementing the strategy

The vision described in the National Digital Health Strategy is complemented by the Framework for Action13, which describes the implementation of digital health activities across Australia by state and federal government, private industry, and other stakeholders from the present day through to 2022. Section 3 describes these activities in greater detail.

The Agency’s activities are broken down further into yearly priorities that are captured in an annual work plan, summarised in the figure on p. 19 and attached an appendix.

12 Health Portfolio Budget 2019–2013 Framework for Action14 9 out of 10 Australians to have a My Health Record15 Makeham M, Ryan A. Sharing information safely and securely: the foundation of a modern health care system. Medical

Journal of Australia 2019; 210 (6 Suppl): S3-S4. doi: 10.5694/mja2.5003816 Digital Health Test Beds program17 My Health Record

2.2.3 My Health Record: a new

platform for innovation

A major milestone in the execution of the strategy was delivered in February 2019 with the expansion of the My Health Record system to 90% of the Australian population.14 Australia is already recognised as a world leader in its delivery of personally controlled health records15, and this achievement will further cement this reputation.

With this major new piece of digital health infrastructure in place, clinical software developers are now able to design and implement clinical care workflows that embed My Health Record to deliver better and safer patient information exchange.16

In addition, the Agency will continue to collaborate with the broader sector to add new types of relevant clinical information to My Health Record, while improving overall usability for clinicians. The combined effect of these parallel efforts will be to establish the My Health Record as an unprecedented platform for innovation in Australian health and care.17

2.2.4 Beyond My Health Record

Despite its current prominence, My Health Record represents just one aspect of the Agency’s activities to foster a national digital healthcare system in Australia. Other strategic priorities, such as improving interoperability and enhancing medicines safety, will assume greater prominence as their respective

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programs develop and acquire increased levels of maturity.

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)18; 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 organisation has steadily grown since its inaugural meeting held in Australia in February 2018, with delegations from 25 countries, territories, and the World Health Organization now participating.

An annual work plan has been agreed by all participants, divided into five work streams: cyber security, interoperability, evidence and evaluation, policy environments, and clinical and consumer

18 Global Digital Health Partnership19 GDHP Whitepapers20 Agency Corporate Plan21 Apple Healthcare22 How the “Big 4” Tech Companies Are Leading Healthcare Innovation23 RACGP Technology Survey

engagement. White papers from each work stream have been published, providing both member and non-member countries with guidance on the key digital health enablers within each domain.19

2.3.2 Clinician and consumer

response

The previous Corporate Plan20 identified a number of risks in relation to clinical and consumer uptake of digital health technologies: a lack of awareness, a perception of irrelevance to grassroots healthcare delivery, or a loss of faith in these services. The first two of these risks are no longer serious concerns.

My Health Record and other digital health technologies now enjoy a much higher level of consumer and clinical awareness than 12 months ago. A key factor in this turnaround was the Agency’s My Health Record communications campaign. In addition, Apple21 and other large technology companies22 are actively promoting digital health products and services for consumers and researchers, raising overall awareness of digital health in the process.

For clinicians, digital health products and services continue to play a larger role than previously. The Royal Australian College of General Practitioners (RACGP)Technology Survey reports that 87% of GP respondents are now entirely digital, and 41% of GPs participated in eHealth professional development in the past 12 months.23 Institutional interest in

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digital health is also strong, as evidenced by the growing interest in digitally enhancing emergency departments24 all the way to “digital hospitals” that support improved safety and quality through ICT workflows.25

The risk of a loss of faith in these services remains an ongoing consideration that requires careful and proactive management. The key risks that impact the achievement of our purpose, and our approach to managing them, are described in more detail in Section 5.

24 Miles P et al. Towards routine use of national electronic health records in Australian emergency departments. Medical Journal of Australia 2019; 210 (6): S7-S9. doi: 10.5694/mja2.50033

25 Shaw T et al. Attitudes of health professionals to using routinely collected clinical data for performance feedback and personalised professional development. Medical Journal of Australia 2019; 210 (6): S17-S21. doi: 10.5694/mja2.50022

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3.1 Realising the vision of Australia’s national digital health strategy

Achievement of the outcomes in the strategy will depend on continued coproduction 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 codesigned the strategy’s implementation plan — the Framework for Action26 — 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;

26 Framework for Action

» 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.

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

3. Guiding the digital transformation of Australia’s health and care

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» Fostering and accelerating innovation in Australian health and care.

3.2 Key milestones 2019 to 2022

3.2.1 By the end of June 2020:

» Co-designing a national technology alignment program will place Australia at the forefront of digital health innovation.

» A national goals of care collaborative will be launched to facilitate uploading of advance care directives and goals of care plans supporting end of life care.

» The Child Digital Health Record and the Digital Pregnancy Health Record will go live at Phase 1 sites.

» Phase 1 implementation of the National Provider Addressing Service and service registration assistant will enable seamless, safe and secure addressing.

» Delivering a roadmap for health interoperability in Australia and operationalising a community standards development model will enhance data interchange between disparate clinical information systems.

3.2.2 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.

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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 backgrounds and skills in healthcare, health informatics, management and information technology, and 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. Capabilities

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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.

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 values have been 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

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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 offer a range of expertise and insights, as well as ambition for the future of digital healthcare. The addition of new members in April 2019 presents an opportunity for a fresh perspective and brings new experience and enthusiasm to the Board.

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 continues as a means to nurture workforce capability and culture, and strengthen the Agency’s governance arrangements.

It provides a framework within which the Agency can successfully grow, respond to challenges and create value for the health sector and the community. Strategies to address workforce risks and challenges, and deliver benefits for our stakeholders, are addressed further in Section 5.

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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 and supports the requirements of Section 16 of the PGPA Act.

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.

Continue policy review and updates, as per the legislative compliance program, as well as workforce planning development and implementation, and conduct an Agency Engagement Census results analysis and response.

Inability to manage the expectations of stakeholders.

Ongoing monitoring and improvement 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 work plan priorities and framework for action for implementation of the four-year National Digital Health Strategy.

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Strategic risk Measures to control risk

Failure to deliver strategic objectives and appropriately manage Commonwealth resources impacting shareholder confidence and further funding of the Agency.

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.

During 2019–20, the Agency will continue to refine and enhance its overarching risk structures, and continue to improve staff capabilities to assess and manage risks.

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6. Performance

6.1 Overview

The Agency’s performance will be driven by and assessed against the seven strategic priorities outlined in the National Digital Health Strategy and associated Framework for Action and yearly work program that underpin its implementation.

The Agency Board endorsed the 2019-20 work plan for the Agency with a number of programs and projects that support those strategic priorities (see figure on p. 19). It will be submitted to the Australian Health Ministers’ Council in September 2019 for endorsement. Performance information has been

crafted for each of the seven strategic priorities to allow parliament and the public to judge our success, year by year, over the life of the corporate plan.

Targets in the following sections are provided up to 30 June 2022, consistent with the approach taken in the Agency’s chapter in the 2019-20 Health Portfolio Budget Statements. This reflects the fact that the Australian and State/Territory governments have agreed to continue and improve the operation of digital health until 30 June 2022.

Enhance the My Health Record system to maintain availability, improve participation, usage, content and engagement with the service.

2019–20 target 2020–22 targets

Continue to operate a reliable and secure My Health Record system, maintaining system availability at 99%.27 Enhancements will be delivered over multiple releases which will improve the end user experience, medicines view, and design of access controls.

Continue to deliver a reliable and secure My Health Record system available 99% of the time,28 and to continuously improve the end user experience.

27 Excluding planned outages.28 Excluding planned outages.

6.2 Strategic priority 1 targets

Health information that is available whenever and wherever it is needed

18 Australian Digital Health Agency | Corporate Plan 2019–2020

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.

2019–20 target

2020–21 target

2021–22 target

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.

All States and Territories, and more than 83% of private pathology labs and 30% of private diagnostic imaging practices connected and sharing reports with the My Health Record.

All States and Territories, and more than 85% of private pathology labs and 35% of private diagnostic imaging practices connected and sharing reports with the My Health Record.

6.3 Strategic priority 2 target

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.

2019–20 target

2020–21 target

2021–22 target

Coproduce 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.

80% of General Practitioners, 40% of Specialists and 20% of Allied Health Practitioners exchanging clinical correspondence via secure digital channels.

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

2019–20 target 2020–22 targets

Connect an additional 20 public hospitals and health services and 15 private hospitals to the My Health Record.

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

19Australian Digital Health Agency | Corporate Plan 2019–2020

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20 Australian Digital Health Agency | Corporate Plan 2019–2020

6.4 Strategic priority 3 target

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.

2019–20 target

2020–21 target

2021–22 target

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.

Support additional projects as approved by Agency Board.

6.5 Strategic priority 4 target

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.

2019–20 target

2020–21 target

2021–22 target

83% of community pharmacies connect and upload dispensed prescription records to the My Health Record

More than 85% of community pharmacies connect and upload dispensed prescription records to the My Health Record.

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

21Australian Digital Health Agency | Corporate Plan 2019–2020

6.6 Strategic priority 5 target

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.

2019–20 target

2020–22 targets

Deliver initiatives to test evidence-based digital empowerment of key health priorities.

Support additional projects as approved by the Agency Board.

6.7 Strategic priority 6 target

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

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

2019–20 target

2020–22 targets

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

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

6.8 Strategic priority 7 target

A thriving digital health industry delivering world-class innovation

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.

2019–20 target

2020–22 targets

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.

Wor

k Pl

an20

19 -

2020

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S

Foun

datio

n Sy

stem

s and

Sup

port

Data

Man

agem

ent,

Info

rmat

ics,

Ben

efits

& R

esea

rch

Clin

ical

, Eng

agem

ent a

nd E

duca

tion

(Inc.

Com

mun

icat

ion

and

Awar

enes

s)

Busin

ess E

nabl

ing

Business Streams

OFF

ICIA

L

OFF

ICIA

L

KEY

ENAB

LIN

G FU

NCT

ION

S TH

E AG

ENCY

PRO

VIDE

S

Divisions

Fina

nce

Offi

ce o

f the

Ch

ief O

pera

ting

Offi

cer

Infr

astr

uctu

re

Ope

ratio

ns

Div

ision

s

Arch

itect

ure

Des

ign

Stra

tegy

,

Clin

ical

Adv

isory

Sa

fety

and

Q

ualit

y

Med

ical

adv

isory

&

bene

fits

Boar

d Se

cret

aria

t

Bene

fits

man

agem

ent

Dem

and

man

agem

ent

Polic

y &

Priv

acy

Govt

and

Indu

stry

ac

coun

t mgt

Clin

ical

pea

k ac

coun

t mgt

Med

ia m

gt

Com

ms,

Mkt

&

Cons

umer

En

gage

men

t

Educ

atio

n le

arni

ng

and

deve

lopm

ent

Clin

ical

gov

erna

nce

Digi

tal s

trat

egy

and

ar

chite

ctur

e

Serv

ice

desig

nSe

rvic

e tr

ansit

ion

Serv

ice

oper

atio

ns

Conf

orm

ance

and

co

mpl

ianc

e

Serv

ice

impr

ovem

ent

Cybe

r sec

urity

Prog

ram

and

pro

ject

de

liver

y

PMO

Inve

stm

ent m

gt

Peop

le, c

apab

ility

, ch

ange

and

cul

ture

Lega

l ser

vice

s

Fina

ncia

l ser

vice

s

Risk

mgt

Phys

ical

sec

urity

Know

ledg

e m

gt

Proc

urem

ent

Busin

ess p

lann

ing

Faci

litie

s se

rvic

es

ICT

serv

ices

Supp

ort s

ervi

ces

func

tions

Stra

tegy

and

ent

erpr

ise m

anag

emen

t fun

ctio

ns

Serv

ice, p

rodu

ct d

evel

opm

ent a

nd o

pera

tions

func

tions

ADHA

Pro

duct

s & S

ervi

ces

MHR

NASH

PRODA

Healthcare Identifiers Serv.

Data exchange specifications

Sample code for connections

Term

inol

ogy

serv

ices

Tooling products

Testing service

Oth

er fu

ture

dig

ital h

ealth

ser

vice

s

Coor

dina

te &

faci

litat

eN

atio

nal D

igita

l Hea

lth S

trat

egy

Fram

ewor

k fo

r Act

ion

Interoperability & Data Quality

My Health Record

Secure Messaging

Medicines Safety

Workforce & Education

Driving Innovation

Enhanced Models of Care

Deliv

er st

rate

gic p

rogr

ams

Lead

Partner

Support

Engage

Advocate

Agency Work Plan

Desig

n

Info

rmat

ion

Offi

ce

OFF

ICIA

L

OFF

ICIA

L

JURI

SDIC

TIO

NAL

CLI

NIC

AL U

SE P

RIO

RITY

PRO

JECT

S

QLD

•Ch

ildre

n’s H

ealth

Col

labo

rativ

e –

Digi

tal P

regn

ancy

Hea

lth

Reco

rd [E

nhan

ced

Mod

els o

f Car

e]•

Exte

nd M

HR c

linic

al c

onte

nt [M

y H

ealth

Rec

ord]

•Sh

ared

Car

e [M

y H

ealth

Rec

ord

+Enh

ance

d M

odel

s of C

are]

NSW •

Tran

sfer

of c

are

–Di

scha

rge

and

refe

rral

s fro

m h

ospi

tal t

o G

P an

d G

P to

spec

ialis

t and

alli

ed [S

ecur

e M

essa

ging

]•

Child

ren’

s Hea

lth C

olla

bora

tive

[Enh

ance

d M

odel

s of C

are]

•Ex

tend

MHR

clin

ical

con

tent

[My

Hea

lth R

ecor

d]

ACT

•Cr

oss b

orde

r inf

orm

atio

n flo

w &

tran

sfer

of c

are

[My

Hea

lth

Reco

rd]

•Ex

tend

MHR

clin

ical

con

tent

[My

Hea

lth R

ecor

d]

Com

mon

wea

lth G

over

nmen

t•

Elec

tron

ic P

resc

ribin

g [M

edic

ines

Saf

ety]

•Dr

ug E

ffica

cy S

uppo

rt [M

y H

ealth

Rec

ord]

•Po

licy

mea

sure

s sup

port

ing

prov

ider

dig

ital h

ealth

ut

ilisa

tion

oSe

cure

Mes

sagi

ngo

Inte

rope

rabi

lity

oM

y H

ealth

Rec

ord

SA •O

ut o

f Hos

pita

l Car

e [S

ecur

e M

essa

ging

+ M

y H

ealth

Re

cord

+ E

nhan

ced

Mod

els o

f Car

e]•

Exte

nd M

HR c

linic

al c

onte

nt [M

y H

ealth

Rec

ord]

NT •

Child

ren’

s Hea

lth C

olla

bora

tive

–Ch

ild H

ealth

Che

cks [

Enha

nced

Mod

els

of C

are]

•Ex

tend

MHR

clin

ical

con

tent

[My

Hea

lth R

ecor

d]

WA

•G

oals

of C

are

Nat

iona

l Col

labo

rativ

e [E

nhan

ced

Mod

els

of C

are]

•Ex

tend

MHR

clin

ical

con

tent

[My

Hea

lth R

ecor

d]

TAS

•Ex

tend

MHR

clin

ical

con

tent

[My

Hea

lth R

ecor

d]

VIC

•M

eds D

ecis

ion

Supp

ort i

n Tr

ansit

ion

of C

are

[My

Hea

lth R

ecor

d +

Med

icin

es S

afet

y]•

Enha

nced

pre

-ope

rativ

e ca

re [M

edic

ines

Saf

ety]

•Ex

tend

MHR

clin

ical

con

tent

[My

Hea

lth R

ecor

d]

STRA

TEGI

C PR

OGR

AMS

2019

-20

OFF

ICIA

L

OFF

ICIA

L

Prio

ritie

s

•Pr

ovid

er A

ddre

ssin

g Se

rvic

e

•In

dust

ry A

llian

ce, P

artic

ipat

ion

and

Adop

tion

•U

ser a

war

enes

s & e

duca

tion

•N

atio

nal M

essa

ging

Str

ateg

y –

Inte

r-go

vern

men

t exc

hang

e

Obj

ectiv

e:

Enab

le h

ealth

and

car

e pr

ovid

ers a

cros

s 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

each

oth

er a

nd se

cure

ly e

xcha

nge

clin

ical

info

rmat

ion.

Key Deliverables

Impa

ct G

oals

Ca

re p

rovi

ders

will

hav

e th

e ab

ility

to c

omm

unic

ate

with

oth

er p

rofe

ssio

nals

and

th

eir p

atie

nts

via

secu

re d

igita

l cha

nnel

s.

En

d de

pend

ence

on

pape

r bas

ed c

orre

spon

denc

e.

Fr

om w

ithin

thei

r cho

sen

syst

em, h

ealth

care

pro

vide

rs w

ill b

e ab

le to

sea

rch

for

othe

r hea

lthca

re p

rovi

ders

in a

sin

gle

(fede

rate

d) d

irect

ory.

Se

lf-re

gula

ting

Secu

re M

essa

ging

indu

stry

faci

litat

ed th

roug

h an

indu

stry

agr

eed

trus

t fra

mew

ork

and

part

icip

atio

n m

odel

cen

tred

on

safe

, sea

mle

ss, s

ecur

e, a

nd

effic

ient

hea

lth in

form

atio

n ex

chan

ge.

Indu

stry

Alli

ance

op

erat

iona

l

Jun

2019

Sep

2019

Dec

2019

Mar

20

20Ju

n 20

20

•5

maj

or G

P CI

S’ &

5 m

ajor

SM

Ds a

re c

onne

cted

to

the

SRA

•30

% o

f GPs

usin

g se

cure

mes

sagi

ng to

sen

d re

ferr

als

•25

% o

f Spe

cial

ists u

sing

secu

re m

essa

ging

to s

end

repo

rts

•SR

A G

TM d

ecisi

on

Enha

nced

SM

cap

abili

ties

prog

ress

ivel

y re

leas

ed:

•Fe

dera

ted

sear

ch•

payl

oads

•au

then

ticat

ion

•PA

S &

SRA

Tes

t & V

alid

atio

n Co

mpl

ete

•G

TM c

omm

ence

dEn

hanc

ed S

M c

apab

ilitie

s re

leas

ed in

CIS

s

SM C

IS In

dust

ry O

ffer

Trus

t Fra

mew

ork

agre

ed

with

TW

G

Indu

stry

Alli

ance

Fr

amew

ork

(P

rinci

ples

, Bus

ines

s &

G

over

nanc

e) d

raft

ed

Tech

nica

l G

o-Li

ve o

f SRA

MVP

SECU

RE M

ESSA

GIN

G PR

OGR

AM

OFF

ICIA

L

OFF

ICIA

L

KEY

ACTI

VITI

ES20

19-2

020

18-1

9

Prio

rity

CU

ser A

war

enes

s and

Edu

catio

n

Prio

rity

BIn

dust

ry A

llian

ce,

Part

icip

atio

n an

d Ad

optio

n

Prio

rity

APr

ovid

er A

ddre

ssin

g Se

rvic

e

Q3

Q4

Q1

Q2

Q3

Q4

RFT

&

GTM

Cont

rac

t des

ign

& b

uild

Phas

e 1

-Ind

ustr

y so

ftw

are

supp

liers

pan

el c

ontr

act m

anag

emen

t (AP

I, pa

yloa

ds, A

CK, c

erts

)

Indu

stry

Alli

ance

Fra

mew

ork

deve

lopm

ent:

Prin

cipl

es, B

usin

ess &

Gov

erna

nce

agre

ed

Prio

rity

DN

atio

nal S

ecur

e M

essa

ging

St

rate

gy –

Inte

r-Go

vern

men

t Ex

chan

ge

Deve

lop

stat

emen

t of w

ork,

RFT

&

cont

ract

Arch

itect

ural

opt

ions

, use

cas

es, h

igh-

leve

l req

uire

men

ts, l

ever

agin

g ex

istin

g ca

pabi

lity

and

infr

astr

uctu

re:

Part

ners

hip

with

NSW

Hea

lth, N

CPHN

CIS

and

SM

ven

dors

to

esta

blish

a p

rovi

der a

ddre

ssin

g se

rvic

e M

VP

•Es

tabl

ish in

dust

ry a

llian

ce w

orki

ng g

roup

to d

evel

op

part

ners

hip

agre

emen

t and

trus

t fra

mew

ork

•La

unch

indu

stry

alli

ance

Indu

stry

pan

el o

ffer t

o su

ppor

t CIS

/SM

ven

dor a

dopt

ion

of S

M

capa

bilit

ies i

nto

prod

uct r

oadm

aps

Deve

lopm

ent o

f aw

aren

ess,

edu

catio

n an

d im

plem

enta

tion

guid

elin

es to

supp

ort a

dopt

ion

Go-li

ve o

f MVP

-Te

st a

nd v

alid

atio

n

SECU

RE M

ESSA

GING

Eval

uatio

n

Indu

stry

Alli

ance

Tru

st

Fram

ewor

k ag

reed

Conf

orm

ance

Fr

amew

ork

agre

ed

Indu

stry

Alli

ance

Ope

ratio

nal

Conf

orm

ance

Fra

mew

ork

Deve

lopm

ent

Ong

oing

end

use

r aw

aren

ess c

ampa

ign

Supp

ort a

nd in

form

end

to e

nd w

orkf

low

, edu

catio

n an

d ch

ange

man

agem

ent a

ppro

ache

s fo

r PAS

MVP

.

OFF

ICIA

L

OFF

ICIA

L

Not

e: F

ollo

win

g In

tero

pera

bilit

y Ro

adm

ap b

eing

dra

fted

, add

ition

al d

eliv

erab

les

will

be

cost

ed a

nd su

bmitt

ed to

the

Boar

d fo

r ini

tiatio

n.

Nat

iona

l Roa

dmap

Co

nsul

tatio

n

Nat

iona

l Roa

dmap

Ag

reed

by

AHM

AC &

CH

C -

Publ

ishe

d

INTE

ROPE

RABI

LITY

PRO

GRAM

Mar

2019

Jun

2019

Sep

2019

Dec

2019

Mar

20

20Ju

n 20

20

Prio

ritie

s

•N

atio

nal I

nter

oper

abili

ty R

oadm

ap

•Co

mm

unity

Sta

ndar

ds D

evel

opm

ent M

odel

•Pr

ivac

y Fr

amew

ork,

Aut

hent

icat

ion

& S

ecur

ity P

roto

cols

•N

atio

nal M

inim

um C

onte

nt D

evel

opm

ent

•M

obile

Hea

lth F

ram

ewor

kObj

ectiv

e:

Enab

le in

form

atio

n to

be

safe

ly a

nd se

amle

ssly

exc

hang

ed b

etw

een

peop

le, o

rgan

isatio

ns a

nd sy

stem

s w

ithou

t any

loss

of

valu

e or

inte

grity

, or t

he n

eed

for r

eint

erpr

etat

ion.

-2 x

Min

Ref

Set

s Pu

blis

hed

-Priv

acy

Fram

ewor

k re

leas

ed fo

r con

sulta

tion

Key Deliverables

Impa

ct G

oals

H

igh-

qual

ity d

ata

with

a c

omm

only

und

erst

ood

mea

ning

that

can

be

used

with

co

nfid

ence

H

ealth

info

rmat

ion

is av

aila

ble

at th

e rig

ht ti

me

and

in th

e rig

ht p

lace

Di

gita

lly s

uppo

rted

car

e tr

ansf

er, i

mpr

ovin

g ac

cess

ibili

ty, q

ualit

y, s

afet

y an

d ef

ficie

ncy

H

ealth

info

rmat

ion

with

a c

onsis

tent

mea

ning

is s

ecur

ely,

sea

mle

ssly

and

ef

ficie

ntly

exc

hang

ed b

etw

een

peop

le, o

rgan

isatio

ns a

nd s

yste

ms

in o

rder

to

deliv

er b

ette

r qua

lity

heal

thca

re

NCT

S 2.

0 re

leas

e

Mob

ile H

ealth

Fra

mew

ork

Subm

itted

to JA

C fo

r Ap

prov

al

OFF

ICIA

L

OFF

ICIA

L

2019

-20

2018

-19

Prio

rity

CPr

ivac

y Fr

amew

ork,

Au

then

ticat

ion

& S

ecur

ity

Prot

ocol

s

Prio

rity

BCo

mm

unity

Sta

ndar

ds

Deve

lopm

ent M

odel

Prio

rity

AN

atio

nal I

nter

oper

abili

ty

Road

map

Q3

Q4

Q1

Q2

Q3

Q4

Road

map

App

rove

d by

AHM

AC &

CHC

-La

unch

ed

Busin

ess C

ase

for N

atio

nal R

oadm

ap Im

plem

enta

tion

Inte

rope

rabi

lity

cons

ulta

tion

and

road

map

dev

elop

men

t

Com

mun

ity st

anda

rds

deve

lopm

ent m

odel

(in

line

with

Inte

rope

rabi

lity

road

map

)

Esta

blish

stan

dard

s de

velo

pmen

t str

uctu

re, d

evel

op in

tero

pera

bilit

y co

nfor

man

ce, c

ompl

ianc

e ac

cred

itatio

n fr

amew

ork

and

oper

atio

nalis

e st

anda

rds

deve

lopm

ent p

roce

ss

Prio

rity

DN

atio

nal M

inim

um C

onte

nt

Deve

lopm

ent

Min

imum

refe

renc

e se

t co-

desig

ned

–Al

lerg

ies &

Ale

rts

Min

imum

refe

renc

e se

t co-

desig

ned

–Pa

thol

ogy

Nat

iona

l Int

erop

erab

ility

Priv

acy,

Aut

hent

icat

ion

& S

ecur

ity fr

amew

ork

code

sign

&

publ

ish

KEY

ACTI

VITI

ESIN

TERO

PERA

BILI

TY

Refe

renc

e se

t dra

fted

for c

onsu

ltatio

n &

pub

lishe

d

Refe

renc

e se

t dra

fted

for c

onsu

ltatio

n &

pub

lishe

d

Prio

rity

EM

obile

Hea

lth F

ram

ewor

kCo

-Des

ign

natio

nal m

obile

hea

lth fr

amew

ork

Impl

emen

tatio

n

Road

map

Val

idat

ed

with

Sta

keho

lder

s

OFF

ICIA

L

OFF

ICIA

L

MED

ICIN

ES S

AFET

Y PR

OG

RAM

Prio

ritie

s

•Ph

arm

acist

Sha

red

Med

icin

es Li

st

•El

ectr

onic

Pre

scrib

ing

of M

edic

ines

*

•M

edic

ines

dec

ision

supp

ort i

n tr

ansit

ion

of c

are

Obj

ectiv

e:

Impr

ove

acce

ss to

pat

ient

info

rmat

ion

conc

erni

ng m

edic

ines

, alle

rgie

s and

adv

erse

reac

tions

, to

supp

ort s

afe

and

effic

ient

med

icin

es

use

and

redu

ce a

dver

se m

edic

atio

n ev

ents

by

impl

emen

ting

a na

tiona

lly c

oord

inat

ed d

igita

l med

icin

es p

rogr

am.

Key Deliverables

Impa

ct G

oals

Ri

sk a

nd h

arm

to h

ealth

con

sum

ers w

ill b

e m

inim

ised

thro

ugh

redu

ced

adve

rse

drug

eve

nts.

Th

e co

st o

f hos

pita

l adm

issio

ns fo

r adv

erse

dru

g ev

ents

will

be

redu

ced

(red

uced

dr

ug–d

rug

inte

ract

ions

, alle

rgic

reac

tions

and

inad

equa

te d

osin

g, e

ither

due

to

inad

equa

te p

resc

riptio

n or

disp

ensin

g er

rors

).

Co

mpl

icat

ions

and

dise

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2019

Sep

2019

Dec

2019

Mar

20

20Ju

n 20

20

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0,00

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in M

HR

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Jun

2019

Sep

2019

Dec

2019

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20

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n 20

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iden

tly u

se d

igita

l hea

lth

tech

nolo

gies

He

alth

care

pra

ctiti

oner

s will

be

bett

er su

ppor

ted

to u

se d

igita

l tec

hnol

ogie

s and

se

rvic

es to

inte

ract

with

pat

ient

s, a

nd u

se a

nd c

ontr

ibut

e to

thei

r hea

lth re

cord

.

Th

e w

orkf

orce

will

be

posit

ivel

y en

gage

d on

the

effe

ct o

f dig

ital t

echn

olog

ies a

nd

serv

ices

on

thei

r wor

king

live

s

Key Deliverables

Jun

2019

Sep

2019

Dec

2019

Mar

20

20Ju

n 20

20

Com

men

ce

cons

ulta

tion

with

key

st

akeh

olde

rsSe

lect

ed w

orkf

orce

/ ed

ucat

ion

part

ners

co

mm

ence

def

initi

on

of m

atur

ity m

odel

Wor

kfor

ce &

Ed

ucat

ion

Road

map

en

dors

ed

Com

men

ce d

evel

opm

ent E

duca

tion

and

Wor

kfor

ce Im

plem

enta

tion

Plan

Com

men

ce d

evel

opm

ent b

usin

ess

case

for n

atio

nal i

mpl

emen

tatio

nCo

mm

ence

sele

cted

Col

lege

s CP

D ac

cred

itatio

n

Defin

e co

re c

ompe

tenc

ies

CPD

curr

icul

umDe

fine

targ

eted

pr

ojec

ts to

su

ppor

t ed

ucat

ion

& u

se

OFF

ICIA

L

OFF

ICIA

L

DRIV

ING

INN

OVA

TIO

NO

bjec

tive:

A

thriv

ing

digi

tal h

ealth

indu

stry

del

iver

ing

wor

ld c

lass

inno

vatio

n

Prio

ritie

s•

Deve

lope

r por

tal r

efre

sh

•N

atio

nal i

nfra

stru

ctur

e in

tegr

atio

nto

olki

t

•De

velo

per P

artn

er C

onsu

ltatio

n &

Sur

vey

•In

nova

tion

Spot

light

Ser

ies

Impa

ct G

oals

Fu

el a

nd a

ccel

erat

e he

ath

care

inno

vatio

n

Pr

omot

e in

clus

iven

ess a

nd e

qual

ity o

f exp

erie

nce

Key Deliverables

Jun

2019

Sep

2019

Dec

2019

Mar

20

20Ju

n 20

20

Com

men

ce

Spot

light

pro

gram

Refr

eshe

d De

velo

per P

orta

l la

unch

ed

Java

Inte

grat

ion

Tool

kit R

efre

sh &

Su

ppor

t Mod

el

deve

lope

d

OFF

ICIA

L

OFF

ICIA

L

Prio

ritie

s•

Inte

grat

ed P

eopl

e M

anag

emen

t Sol

utio

n

•Pr

ojec

t Man

agem

ent F

ram

ewor

kAd

optio

n an

d Pr

ojec

t Onl

ine

Impl

emen

tatio

n

•Re

crui

tmen

t and

Onb

oard

ing

Impr

ovem

ent I

nitia

tive

•Ag

ency

-wid

e Tr

aini

ng, D

evel

opm

ent a

nd L

eade

rshi

p In

itiat

ive

•Cu

lture

, Div

ersit

y &

Incl

usio

n St

rate

gy

•Fi

nanc

ial I

mpr

ovem

ents

•In

tegr

ated

Bus

ines

s Pla

nnin

g So

lutio

n•

Busin

ess I

ntel

ligen

ce E

nhan

cem

ents

•Co

ntra

ct M

anag

emen

t Sol

utio

n•

Expe

nse

Man

agem

ent S

olut

ion

•CR

M Im

prov

emen

t Ini

tiativ

e

•IC

T Im

prov

emen

t Ini

tiativ

e

•El

ectr

onic

Rec

ords

Man

agem

ent s

yste

m

Obj

ectiv

e:

Build

ing

an e

ffect

ive

orga

nisa

tion

to e

nsur

e th

e Ag

ency

del

iver

s hig

h qu

ality

out

put i

n a

valu

e fo

r mon

ey a

nd p

rodu

ctiv

e m

anne

r

ORG

ANIS

ATIO

NAL

EXC

ELLE

NCE

APPE

NDI

X A

MU

LTI-Y

EAR

PRO

GRAM

HIG

HLIG

HTS

2016

-201

9

OFF

ICIA

L

OFF

ICIA

L

MHR CONNECTIONS

•In

dust

ry o

ffers

for p

atho

logy

and

dia

gnos

tic

imag

ing

(DI)

soft

war

e ve

ndor

s to

enh

ance

th

eir p

rodu

cts

to a

llow

cus

tom

er v

iew

ing

and

uplo

adin

g to

MH

R.

•M

igra

ted

over

4M

pre

scrip

tion

and

disp

ense

do

cum

ents

from

the

Nat

iona

l Pre

scrip

tion

and

Disp

ense

Rep

osito

ry (d

ecom

miss

ione

d)

to M

HR.

•Al

l WA

hosp

itals

conn

ecte

d an

d up

load

ing

to

MH

R.

•Pu

blic

Hos

pita

ls: 2

31 m

ore

conn

ecte

d to

M

HR.

•Pr

ivat

e H

ospi

tals:

95

mor

e co

nnec

ted

to

MH

R.

•Pa

thol

ogy

Labo

rato

ries:

12

publ

ic p

atho

logy

la

bs c

onne

cted

to M

HR

(NSW

7 a

nd N

T 5)

–77

,893

pat

holo

gy r

epor

ts u

ploa

ded

(in

2016

/17)

.

•Di

agno

stic

Imag

ing

Prov

ider

s: 5

pub

lic D

I pr

actic

es in

NT

conn

ecte

d to

MH

R –

52,8

59

radi

olog

y re

port

s up

load

ed (i

n 20

16/1

7).

2016

-201

7

•25

indu

stry

agr

eem

ents

est

ablis

hed

with

pa

thol

ogy

and

DI so

ftw

are

vend

ors

to

deve

lop

conf

orm

ant s

oftw

are

to c

onne

ct w

ith

MH

R.

•Q

LD H

ealth

(Too

woo

mba

Hos

pita

l) se

ndin

g pa

thol

ogy

and

DI re

port

s to

MH

R.

•AC

T H

ealth

(Can

berr

a H

ospi

tal)

send

ing

and

view

ing

path

olog

y an

d DI

repo

rts

to M

HR.

•N

T an

d N

SW c

omm

ence

d up

load

ing

dire

ct

disp

ense

reco

rds

for d

ischa

rge

med

icat

ions

.

•Pu

blic

Hos

pita

ls: 5

5 m

ore

conn

ecte

d to

MH

R

•Pr

ivat

e H

ospi

tals:

17

mor

e co

nnec

ted

to

MH

R.

•Pa

thol

ogy

Labo

rato

ries:

27

addi

tiona

l pub

lic

path

olog

y an

d 97

priv

ate

labs

con

nect

ed –

1.58

M p

atho

logy

rep

orts

upl

oade

d (in

17/

18)

•Di

agno

stic

Imag

ing

Prov

ider

s: 2

28 a

dditi

onal

pu

blic

DI s

ites

and

32 p

rivat

e DI

site

s co

nnec

ted

–95

,843

radi

olog

y re

port

s up

load

ed (i

n 20

17/1

8)

•Co

mm

unity

Pha

rmac

ies:

193

5 (3

5%)

phar

mac

ies

regi

ster

ed to

the

MH

R (in

17/

18).

2017

-201

8

•Co

ntra

cts

esta

blish

ed w

ith a

ll ju

risdi

ctio

ns to

co

nnec

t and

upl

oad

path

olog

y re

port

s to

M

HR

by Ju

ne 2

019.

•Pu

blic

Hos

pita

ls: 7

5% c

onne

cted

to v

iew

and

co

ntrib

ute

core

clin

ical

con

tent

to M

HR.

•Pr

ivat

e H

ospi

tals:

58%

con

nect

ed to

vie

w a

nd

cont

ribut

e to

MH

R.

•Pa

thol

ogy

Labo

rato

ries:

50%

con

nect

ed to

vi

ew a

nd c

ontr

ibut

e to

MH

R.

•Di

agno

stic

Imag

ing

Prov

ider

s: 3

0% c

onne

cted

to

vie

w a

nd c

ontr

ibut

e to

MH

R.

•Co

mm

unity

Pha

rmac

ies:

86%

regi

ster

ed a

nd

65%

con

nect

ed to

vie

w a

nd c

ontr

ibut

e to

M

HR.

•G

ener

al P

ract

ice:

82%

con

nect

ed to

vie

w a

nd

cont

ribut

e to

MH

R.

2018

-201

9

•N

o sp

ecifi

c fu

ndin

g. In

20

19-2

0 O

ngoi

ng M

HR

conn

ectio

ns w

ill b

e pa

rt

of th

e ‘E

nhan

ced

Mod

els

of C

are’

Pro

gram

2019

-202

0

Not

e: 2

018-

19 a

chie

vem

ents

are

cur

rent

as

at 1

8 M

ay 2

019

OFF

ICIA

L

OFF

ICIA

L

SECURE MESSAGING

•Te

chni

cal W

orki

ng G

roup

est

ablis

hed

to

enab

le c

olla

bora

tive

deve

lopm

ent o

f sec

ure

mes

sagi

ng te

chni

cal s

peci

ficat

ions

.

•De

velo

pmen

t and

indu

stry

agr

eem

ent o

f se

cure

mes

sagi

ng c

ore

arch

itect

ure.

•Tw

o Pr

oof-o

f-Con

cept

pro

ject

s in

itiat

ed w

ith

vend

or-le

d co

nsor

tium

s (T

elst

ra a

nd

Hea

lthLi

nk).

•An

alys

is an

d de

sign

of a

MH

R di

gita

lly

enab

led

shar

ed c

are

plan

cap

abili

ty t

o su

ppor

t ‘H

ealth

Car

e H

omes

’ ini

tiativ

e.

2016

-201

7

•Pr

ogre

ssio

n of

Tel

stra

and

Hea

lthLi

nkPo

Cpr

ojec

ts a

cros

s sp

ecia

list,

GP

and

allie

d he

alth

pa

rtic

ipan

ts.

•In

dust

ry c

olla

bora

tion

wor

ksho

ps (5

0+

vend

or re

ps a

t eac

h) to

val

idat

e pr

opos

ed

desig

n ap

proa

ch a

nd p

rogr

ess

adop

tion

of

secu

re m

essa

ging

acr

oss

sect

or.

•Ac

hiev

ed in

dust

ry-w

ide

agre

emen

t on

payl

oad

mes

sagi

ng s

tand

ards

(HL7

v2.4

and

CD

A).

•Id

entif

ied

thre

e co

re e

nabl

ers

for s

uppo

rtin

g se

cure

mes

sagi

ng –

a tr

ust f

ram

ewor

k; a

pa

rtic

ipat

ion

agre

emen

t; an

d an

agr

eed

‘Indu

stry

Alli

ance

’ mod

el.

2017

-201

8

•FH

IR b

ased

API

dev

elop

ed to

ena

ble

shar

ed

acce

ss /

sear

ch o

f mul

tiple

pro

vide

r di

rect

orie

s, ir

resp

ectiv

e of

cus

tom

er

plat

form

.

•Re

leas

ed a

n in

dust

ry o

ffer t

o dr

ive

adop

tion

of se

cure

mes

sagi

ng c

apab

ilitie

s in

CIS

so

ftw

are.

•AP

I and

pay

load

cap

abili

ties

built

into

Bes

t Pr

actic

e an

d M

edic

al D

irect

or s

oftw

are.

•De

velo

ped

educ

atio

n, a

war

enes

s an

d im

plem

enta

tion

supp

ort p

lan

for p

rimar

y,

spec

ialis

ts a

nd a

llied

hea

lth to

driv

e ac

cele

rate

d ad

optio

n ac

ross

use

rs.

•Es

tabl

ished

ven

dor a

gree

men

t to

colla

bora

te

in th

e de

sign

of th

e fe

dera

ted

prov

ider

ad

dres

sing

solu

tion.

•Fa

cilit

ated

the

rele

ase

of 2

nat

iona

l co

mm

uniq

ues

from

indu

stry

wor

king

gro

ups,

th

e m

ost s

igni

fican

t con

firm

ed a

gree

men

t w

ith in

dust

ry o

n a

conc

eptu

al m

odel

for a

n ‘In

dust

ry A

llian

ce’ t

o he

lp d

rive

secu

re

mes

sagi

ng c

apab

ilitie

s ac

ross

sec

tor.

•Se

rvic

e Re

gist

ratio

n As

sista

nt M

VP g

o-liv

e

2018

-201

9

•Se

rvic

e Re

gist

ratio

n As

sista

nt G

TM

•In

dust

ry A

llian

ce

oper

atio

nal

•N

atio

nal m

essa

ging

st

rate

gy –

Inte

rgov

ernm

enta

l ex

chan

ge d

evel

oped

•5

maj

or G

P CI

S’ &

5

maj

or S

MDs

are

co

nnec

ted

to th

e PA

S &

SR

A

•30

% o

f GPs

usin

g se

cure

mes

sagi

ng to

se

nd re

ferr

als

•25

% o

f Spe

cial

ists

usin

g se

cure

mes

sagi

ng to

se

nd re

port

s

2019

-202

0

Not

e: 2

018-

19 a

chie

vem

ents

are

cur

rent

as

at 1

8 M

ay 2

019

OFF

ICIA

L

OFF

ICIA

L

INTEROPERABILITY

•U

nder

took

a ‘c

urre

nt s

tate

revi

ew’ t

o ex

amin

e th

e op

timal

rol

e fo

r ADH

A in

fo

ster

ing

an in

tero

pera

ble

heal

th c

are

envi

ronm

ent,

incl

udin

g im

pact

s on

in

tero

pera

bilit

y an

d m

ake

com

paris

ons

with

ot

her j

urisd

ictio

ns a

nd in

dust

ries.

2016

-201

7

•In

tero

pera

bilit

y pr

ogra

m e

stab

lishe

d

•Ea

rly ta

rget

ed c

onsu

ltatio

n un

dert

aken

to

info

rm s

take

hold

er a

naly

sis. 4

2 or

gani

satio

ns

part

icip

ated

in th

e co

nsul

tatio

n pr

oces

s. T

his

prov

ided

sub

stan

tial

dire

ctio

n to

info

rm th

e po

tent

ial f

ocus

are

as w

ithin

the

Nat

iona

l In

tero

pera

bilit

y Ro

adm

ap (d

ue fo

r co

mpl

etio

n in

June

201

9).

•CS

IRO

eng

aged

to id

entif

y th

e ch

alle

nges

in

man

agin

g m

edic

ines

cat

alog

ues

and

form

ular

ies,

to id

entif

y ju

risdi

ctio

nal

requ

irem

ents

and

mak

e re

com

men

datio

ns

for n

ext s

teps

to e

stab

lish

a M

aste

r Dru

g Ca

talo

gue.

2017

-201

8

•Dr

aft r

oadm

ap d

evel

oped

(pla

nned

for

deliv

ery

in Ju

ne 2

019)

.

•Co

mm

ence

d cr

eatio

n of

a c

omm

unity

st

anda

rds

deve

lopm

ent m

odel

to s

uppo

rt

colla

bora

tive

stan

dard

s de

velo

pmen

t acr

oss

indu

stry

–re

com

men

ding

a w

orki

ng

stru

ctur

e, d

evel

opm

ent p

roce

sses

, or

gani

satio

n ro

les a

nd re

spon

sibili

ties,

go

vern

ance

and

ong

oing

ope

ratio

nal s

uppo

rt.

•CS

IRO

hav

e de

liver

ed th

e M

aste

r Dru

g Ca

talo

gue

revi

ew p

aper

that

out

lines

the

prob

lem

sta

tem

ent,

high

-leve

l req

uire

men

ts

and

scop

e.

•Co

mm

ence

d th

e de

velo

pmen

t of a

mat

urity

m

odel

for i

nter

oper

abili

ty a

nd a

ssoc

iate

d as

sess

men

t too

ls to

sup

port

sta

keho

lder

sel

f-as

sess

men

t and

impl

emen

tatio

n pl

anni

ng (b

y Ju

ne 2

019)

.

•Ex

tens

ive

stak

ehol

der e

ngag

emen

t act

iviti

es

to in

form

a p

acka

ge o

f sta

ndar

ds, r

oadm

ap

and

appr

oach

to im

plem

enta

tion

for n

atio

nal

inte

rope

rabi

lity

are

bein

g co

nduc

ted

thro

ugh

till J

une

2019

. 2018

-201

9

•N

atio

nal I

nter

oper

abili

ty

Road

map

agr

eed

by

COAG

•N

CTS

2.0

rele

ased

•M

obile

Hea

lth F

ram

ewor

k de

velo

ped

•M

inim

um R

efer

ence

Set

s Pu

blish

ed fo

r Alle

rgie

s &

Al

erts

/ Pa

thol

ogy

•Pr

ivac

y Fr

amew

ork

rele

ased

for c

onsu

ltatio

n

2019

-202

0

Not

e: 2

018-

19 a

chie

vem

ents

are

cur

rent

as

at 1

8 M

ay 2

019

OFF

ICIA

L

OFF

ICIA

L

MEDICINES SAFETY

•M

edic

ines

Saf

ety

Prog

ram

est

ablis

hed

in D

ec

2016

.

•M

edic

ines

Saf

ety

Prog

ram

Ste

erin

g G

roup

w

as e

stab

lishe

d in

par

tner

ship

with

Au

stra

lian

Com

miss

ion

on S

afet

y an

d Q

ualit

y in

Hea

lth C

are.

•N

ew C

linic

al M

edic

ines

Vie

w b

uilt

in M

HR.

•La

unch

ed th

e Co

mm

unity

Pha

rmac

y Di

spen

sing

Soft

war

e Pr

ovid

ers P

artn

ersh

ip

indu

stry

offe

r.

•Ag

reem

ent b

etw

een

ADH

A an

d Ph

arm

aceu

tical

Soc

iety

of A

ustr

alia

fina

lised

to

dev

elop

pro

fess

iona

l pra

ctic

e gu

idel

ines

th

at s

uppo

rt w

orkf

low

inte

grat

ion

with

MH

R.

•Ph

arm

acist

MH

R O

nlin

e Re

gist

ratio

n G

uide

an

d to

ol k

it de

velo

ped.

2016

-201

7

•Co

nsum

er M

edic

ines

Vie

w b

uilt

in M

HR.

•De

velo

ped

natio

nal P

harm

acy

Enga

gem

ent

Stra

tegy

and

revi

sed

educ

atio

n m

ater

ials

to

driv

e ad

optio

n of

MH

R.

•N

T an

d N

SW c

omm

ence

d di

rect

disp

ense

re

cord

upl

oads

for d

ischa

rge

med

icat

ions

.

•19

35 p

harm

acie

s w

ere

regi

ster

ed fo

r MH

R.

•N

atio

nal I

ndus

try

offe

r lau

nche

d -1

1 ou

t of

14 d

ispen

sing

soft

war

e pr

oduc

ts b

ecam

e co

nfor

man

t to

MH

R st

anda

rds.

•Ch

emist

War

ehou

se’s

disp

ensin

g so

ftw

are

(MyS

crip

t) g

rant

ed p

rodu

ctio

n ac

cess

to M

HR

(>40

0 ph

arm

acie

s un

der t

he C

hem

ist

War

ehou

se b

anne

r).

•Ph

arm

acy

Shar

ed M

edic

ines

List

pro

ject

co

mm

ence

d –v

endo

rs e

ngag

ed to

dev

elop

up

load

ing

capa

city

.

2017

-201

8

•Ph

arm

acist

Sha

red

Med

icin

es L

ist (P

SML)

do

cum

ent t

ype

read

y fo

r MH

R Re

leas

e 10

.1

and

natio

nal d

eplo

ymen

t and

edu

catio

n co

mm

ence

d.

•El

ectr

onic

Pre

scrip

tions

Pro

ject

–so

lutio

n ar

chite

ctur

e an

d na

tiona

l con

form

ance

fr

amew

ork

deve

lope

d to

sup

port

ele

ctro

nic

pres

crib

ing

in A

ustr

alia

.

•Di

gita

l Med

icin

es S

afet

y Bl

uepr

int –

Stak

ehol

der A

dviso

ry G

roup

est

ablis

hed

and

disc

ussio

n pa

per r

elea

sed

for c

onsu

ltatio

n to

se

quen

ce p

riorit

y pr

ojec

ts fr

om F

FA.

•86

% c

omm

unity

pha

rmac

ies

are

regi

ster

ed

for M

HR

and

65%

are

upl

oadi

ng d

ispen

se

reco

rds.

•13

out

of 1

4 di

spen

sing

soft

war

e pr

oduc

ts

are

now

con

form

ant t

o M

HR

stan

dard

s.

2018

-201

9

•Di

gita

l Med

icin

es

Prog

ram

Blu

eprin

t la

unch

ed

•PS

ML

rele

ased

nat

iona

lly

(MH

R)

•25

0,00

0 PS

MLs

in M

HR

•EP

P Co

nfor

man

ce T

est

Envi

ronm

ent O

pera

tiona

l

•El

ectr

onic

Pre

scrib

ing

Ope

ratio

nal &

Sca

ling

2019

-202

0

Not

e: 2

018-

19 a

chie

vem

ents

are

cur

rent

as

at 1

8 M

ay 2

019

OFF

ICIA

L

OFF

ICIA

L

ENHANCED MODELS OF CARE

•N

atio

nal C

hild

ren’

s Di

gita

l Hea

lth

Colla

bora

tive

esta

blish

ed a

nd

mul

ti-ye

ar s

cope

of w

ork

deve

lope

d.

•G

over

nanc

e fr

amew

ork

deve

lope

d

•Le

sson

s le

arne

d / e

valu

atio

n of

fo

rmer

Bab

y Bl

ue B

ook

proj

ect

com

plet

ed

2016

-201

7

•Ch

ildre

n’s

Hea

lth C

olla

bora

tive

initi

ated

wor

kstr

eam

s fo

r chi

ld

digi

tal h

ealth

reco

rd in

pilo

t site

s,

gove

rnan

ce m

odel

dev

elop

ed a

nd

agre

ed, p

lann

ing

and

desig

n w

ork

for d

igita

l pre

gnan

cy re

cord

and

di

gita

l hea

lth c

heck

s in

clud

ing

high

le

vel c

once

ptua

l arc

hite

ctur

e de

sign.20

17-2

018

•Te

chni

cal a

nd s

trat

egic

pla

nnin

g in

clud

ing

tech

nica

l bui

ld o

f dat

a hu

b,

FHIR

API

s, a

nd in

tegr

atio

n fo

r the

di

gita

l chi

ldre

n’s

heal

th r

ecor

d (le

d by

NSW

Hea

lth).

The

first

pilo

t site

w

ill g

o-liv

e in

June

201

9.

•A

natio

nally

har

mon

ised

data

set

for

baby

boo

ks -

esta

blish

ing

foun

datio

nal s

tand

ardi

sed

info

rmat

ics

for t

he C

DHR

•N

atio

nal C

linic

al In

form

atio

n Sp

ecifi

catio

ns

•H

L7 F

HIR

Spe

cific

atio

ns

•1st

Child

Dig

ital H

ealth

Rec

ord

go-li

ve

com

plet

e an

d 2

x Q

LD s

ites

for D

igita

l Pr

egna

ncy

Hea

lth R

ecor

d id

entif

ied

•Al

l jur

isdic

tion

scan

and

pilo

t sco

ping

•DP

HR

test

site

s ag

reed

•Ch

ild d

igita

l hea

lth c

heck

s pr

ojec

t la

unch

ed2018

-201

9

•Ch

ild D

igita

l Hea

lth R

ecor

d 2nd

go-li

ve c

ompl

ete

(with

~3

00 c

onsu

mer

s an

d 40

0 pr

ovid

ers

enro

lled

in N

SW)

•Di

gita

l Pre

gnan

cy H

ealth

Rec

ord

go-li

ve (2

site

s)

•Ch

ild D

igita

l Hea

lth c

heck

s go

-live

(1 si

te)

•N

atio

nal C

DHC

scal

abili

ty b

usin

ess

case

& te

chni

cal

tran

sitio

n op

tions

to A

HM

AC

•N

atio

nal G

oals

of C

are

Colla

bora

tive

–up

load

and

vi

ewin

g of

AH

Ds +

Goa

ls of

Car

e cl

inic

al d

ocum

ent l

ive

in W

A, N

atio

nal G

uide

lines

rel

ease

d to

sup

port

nat

iona

l sc

alin

g

•10

,000

add

ition

al A

HDs

upl

oade

d to

MH

R

•O

ut o

f hos

pita

l car

e di

gita

l par

tner

ship

est

ablis

hed

in S

A

•10

% o

f priv

ate

spec

ialis

ts c

onne

cted

and

usin

g M

HR

•50

% in

crea

se in

MH

R vi

ewin

g ac

ross

em

erge

ncy

depa

rtm

ent p

roje

ct s

ites

in m

etro

and

regi

onal

Au

stra

lia

•83

% o

f com

mun

ity p

harm

acie

s, 8

0% o

f pub

lic h

ospi

tals,

60

% o

f priv

ate

hosp

itals,

40%

of d

iagn

ostic

imag

ing

sites

and

80%

of p

atho

logy

labs

con

nect

ed to

vie

w a

nd

cont

ribut

e to

MH

R.2019

-202

0

Not

e: 2

018-

19 a

chie

vem

ents

are

cur

rent

as

at 1

8 M

ay 2

019