Challenge to change institutional mentality

Jennifer Foreshew | April 15, 2008

cio files | David Johnston

WHEN South Australian Health Department chief information officer David Johnston set out to deliver real and tangible e-health outcomes, he was told by many it could not be done.

David Johnston is overseeing a revolution in SA

Joining the SA Department of Health in 2003 from SA Water Corporation, where he was chief information officer, Johnston found the technology division chronically under-funded and "largely ineffectual".

"Years have been spent subsequently by many people preparing detailed strategies, sourcing funding, setting up governance structures and establishing project management capability to enable a major reform," Johnston says.

"Now the rubber is hitting the road, and that is immensely satisfying."

The SA Health Department currently has an integrated $375 million decade-long program that consists of 65 interrelated individual projects, costing between $250,000 and $70 million.

The electronic health records program aims to link all clinicians and patient information.

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Establishing the technology base is one component, but building in the proper ongoing management and controls will be a challenge as we deal with over 27,000 staff."

At present, SA Health Department's ICT service has about 150 staff and an annual budget of about $40 million.

From July 1, all ICT functions across the health portfolio will be transferred to direct department control, increasing the staff to about 360 and the budget to about $110 million.

"The difference will be that the operational staff will be coming into ICT services, which means we can then start concentrating on consolidation of duplicated functions," Johnston says.

"For example, we have 17 help desks across health, so there are rather large efficiencies that we need to extract to reinvest in other areas such as information architecture and proactive network management."

The SA Health Department has 40 per cent of ICT staff in support roles, but Johnston expects this to drop to 15 per cent within five to six years. The staff who currently provide break-fix support services will be able to concentrate over time on much higher value-add activities to ensure the use of the ICT systems and infrastructure across health are maximised, he says.

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