Health Service Executive Chief Technology Office
Transcript of Health Service Executive Chief Technology Office
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Health Service Executive
Chief Technology Office
Infrastructure Technology Strategy
2018 - 2020
Author(s): Chief Technology Office
Date: 18th January, 2019
Status: Approved – V3.0
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1 TABLE OF CONTENTS
2 Version History ..................................................................................................................................... 3
3 Executive Summary .............................................................................................................................. 4
4 Context ................................................................................................................................................. 5
4.1 eHealth Strategy ........................................................................................................................... 5
4.2 Sláintecare .................................................................................................................................... 6
4.3 Office of the CIO Strategic Imperatives ........................................................................................ 7
5 HSE Technology Strategy ...................................................................................................................... 9
5.1 Strategic Themes .......................................................................................................................... 9
5.1.1 5 Key Strategic Themes ........................................................................................................ 9
5.2 Infrastructure Technology Strategy Scope ................................................................................. 10
5.3 Next Generation Strategy Development .................................................................................... 10
6 Our People .......................................................................................................................................... 11
6.1 Capacity ...................................................................................................................................... 11
6.2 Capability .................................................................................................................................... 11
6.3 Engagement ................................................................................................................................ 11
6.4 Strategic Action Plan - People .................................................................................................... 12
7 Stabilisation ........................................................................................................................................ 12
7.1 End User Interfaces .................................................................................................................... 13
7.2 Infrastructure - Server ................................................................................................................ 13
7.3 Storage Services ......................................................................................................................... 14
7.4 Networks, Internet Infrastructure & Data Centre ...................................................................... 14
7.5 Telephony – Fixed and Mobile ................................................................................................... 14
7.6 Emergency Services .................................................................................................................... 15
7.7 Strategic Action Plan - Stabilisation ............................................................................................ 15
8 Modernisation .................................................................................................................................... 16
8.1 End User Interfaces including Identity ....................................................................................... 16
8.2 Servers & Storage ....................................................................................................................... 17
8.3 Networks, Internet Infrastructure, Data Centre ........................................................................ 18
8.4 Telephony (Mobile &Fixed) ........................................................................................................ 18
8.5 Strategic Action Plan - modernisation ........................................................................................ 19
9 Governance ........................................................................................................................................ 20
10 Innovation ...................................................................................................................................... 20
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2 VERSION HISTORY
Version Changes Author Reviewer
Draft V0.2 Initial Draft Helen Coughlan None
Draft v0.3 -0.4 CTO Mgmt. Input Pat Thornton
Tadgh Buckley
James Carroll
Internal
Draft V1.0 CTO Finalised
Actions agreed
CTO Team CTO Team
Draft V 2.1 Minor aesthetic changes
Sláintecare Actions added
Circulated for DHGG Review/Feedback
Helen Coughlan DHGG
Draft V2.2 Admin changes
Sláintecare Alignment added
Submitted to SMT
Helen Coughlan IT SMT
Final V3.0 Published Version - Approved at SMT Helen Coughlan IT SMT
Distribution for Approval Approval Authority Name Version Date Approval Date
Project Sponsor Helen Coughlan V1.0 17/12/2018
National Director Fran Thompson V2.2 18/01/2019
IT SMT IT SMT V3.0 18/01/2019
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3 EXECUTIVE SUMMARY
The purpose of this document is to outline the HSE Technology Strategy, required to
enable both the eHealth Strategy and the success of Sláintecare.
Our Vision
“Patient Centric HealthCare you can believe in, delivered through Resilient, Secure and
Agile Technology at the heart of our customer health lives.”
Our Commitment
Every technology decision will be patient centric with a view to enhancing their journey through the Irish Healthcare system.
We will Deliver
Modern, Agile, Stable Technology platforms enabling the delivery of a Consistent & Connected Patient/Staff Experience
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4 CONTEXT
4.1 EHEALTH STRATEGY In January 2015 the eHealth Strategy was formed with the objective to deliver high quality
care for the entire population through the use of modern technology-enabled solutions
with a vision to ‘Bring improved population wellbeing, health service efficiencies and
economic opportunity through the use of technology-enabled solutions’.
It is clear that technology will be integral to support the ‘hub and spoke’ delivery approach
required to share patient information securely and seamlessly across the sites, thereby
ensuring efficiency, patient safety and personalised care throughout the care delivery
model.
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4.2 SLÁINTECARE The Sláintecare Implementation Strategy is the Government’s plan for delivering a
sustainable and equitable health and social care service over the next ten years. It is the
roadmap for building a world-class health service for the Irish people.
Technology in the HSE is critical to delivery of eHealth and Sláintecare in an era where
technology is no longer a supporter of the business but an integral part of it. If Ireland is
to deliver on Sláintecare the HSE will need to:
1. Have appropriate governance in place to ensure the secure, effective and
efficient management of our technology. (Goal 1).
2. Put in place the infrastructure to enable a connected, mobile workforce with
appropriate decision-making tools and information. (Goal 2 and Goal 4).
3. Manage ICT in the HSE as a business - ensuring public money spent in the
public interest, driving real value. (Goal 3).
4. Build a sustainable, resilient workforce supported and enabled to deliver on
technology strategy. (Goal 4).
5. HSE has primary responsibility in the delivery of Strategic Action 10 (Appendix A)
to enable the Healthcare System to deliver its goals.
Initial mapping of this Technology Strategy to Sláintecare has been carried out with high
level view in Appendix B.
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4.3 OFFICE OF THE CIO STRATEGIC IMPERATIVES The Office of the CIO has outlined 6 Strategic Imperatives, aligned with the ‘Shift Left,
Stay Left’ paradigm for Healthcare delivery. The technology strategy will use these
imperatives as the guide rails for technology design and delivery.
The OoCIO imperatives of Stability, Cyber Security and the One Programme
acknowledge and address the legacy of the past while imagining the future of Healthcare.
This will be achieved through Digital Innovation, unlocking the value of Information and
delivering Core Programmes such as eHR. Infrastructure Technology strategy will play
a critical role in the delivery of these imperatives.
The 6 strategic imperatives can be aligned across 5 pillars of actionable technology
strategy:
1. Our people. Having the right people in the right roles is a key factor in the
success of any organisation. It is critical we have:
a. The appropriate capacity and capability to deliver on our strategy.
b. An engaged workforce performing to the best of their ability delivering
service excellence.
2. Stabilisation. Imperative 1 specifically calls out the requirement to stabilise our
technology to deliver current services and form a platform for growth. Another
key imperative connected to stable infrastructure is the One Program, this will
implement a standardised identity, email and application platform, critical for the
delivery of Imperative 2 core programs.
3. Modernisation. This is aligned to Imperatives 2, 3, 4 and 5 where programmes
of work will be put in place to deliver a modern eHealth infrastructure to enable:
a. Mobility for our people – local and wider HSE.
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b. Connected experience for staff and patients.
c. Consistent experience for staff and patients.
d. Better collaboration.
e. Confidentiality, Integrity and Availability of Information.
4. Technology Governance. Ensuring technology is delivered in line with business
requirements and industry best practice will deliver value (Imperative 3,4) for the
organisation in a secure (Imperative 6) manner.
5. Digital Innovation for Value (including Information). Technology needs to
enable business innovation through technology innovation. (Imperative 3,4).
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5 HSE TECHNOLOGY STRATEGY
The HSE Technology strategy will enable consistent, connected experiences for staff and
patients across the health eco system. This will happen through the stabilisation of
current technologies and a programme of modernisation to implement new and upgrade
old.
Key success factors to deliver on this are an engaged workforce performing to the best
of their ability delivering service excellence and robust governance ensuring Technology
is delivered in line with business requirements and industry best practice.
5.1 STRATEGIC THEMES The technology strategy is centred on 5 Strategic Themes each critical to the delivery of
the Healthcare vision outlined by eHealth Ireland and Sláintecare and the CIO vision of
‘Shift Left, Stay Left’.
It is worth noting that the HSE is a complex organisation with legacy challenges and, for
the successful delivery of healthcare and technology services, this must be
acknowledged and considered as part of an overall strategy. It is important we recognise
we are not working with a greenfield site and we ensure that any legacy challenges do
not negatively impact the strategy but are an integral part of it with a clear resolution path.
5.1.1 5 Key Strategic Themes
1. Our People
2. Stabilisation
3. Modernisation
4. Technology
Governance
5. Digital
Innovation for
Value
Create an engaged workforce performing to
the best of their ability delivering service
excellence.
Ensure Technology is delivered in line with business requirements
and industry best practice
Enable business innovation through technology innovation.
Creating the modern technology platforms required to deliver the eHealth Strategy.
Enhancement of existing platforms to ensure stability
for current services and support future
growth.
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5.2 INFRASTRUCTURE TECHNOLOGY STRATEGY SCOPE
The Technology Strategy addresses stabilisation, modernisation and innovation across
the following Technology capabilities:
▪ End User Experience
▪ Network Services
▪ Storage Services
▪ Infrastructure Services
This will be underpinned by a robust strategy for the management of technology
including service, people and governance.
A high level view of HSE Technology is given in Appendix C.
5.3 NEXT GENERATION STRATEGY DEVELOPMENT
Technology Strategy is a dynamic entity and, therefore this document is a ‘living’
artefact which needs to be updated and reviewed regularly to ensure it continues to
enable the business strategy as defined by eHealth and Sláintecare. The next iteration
of this document will build on the development of our identity strategy and the
technology enablement of the HSE data and information strategy.
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6 OUR PEOPLE
The right people in the right role, with high levels of engagement will determine the
success of any strategy. The strategy for the staff in OoCIO is to ensure there is adequate
capacity and capability to enable them to deliver service excellence in a professional
manner. OoCIO will provide growth and development opportunities for the staff from a
personal and technical perspective, seeking to increase levels of engagement and job
satisfaction.
6.1 CAPACITY The following levers will be used to create capacity:
1. Fulfilment of the 2019-2020 resource plan.
2. Explore opportunities to further leverage and enhance our partner network.
3. Exploit technology for self-service and automation.
6.2 CAPABILITY The HSE will increase the capability in a number of key areas to deliver on the Digital
Strategy. This will be achieved through
1. Internal training and skills pathways.
2. External recruitment for key skills.
3. Short term access to external expertise.
4. Partnerships with external specialists.
Staff Upskilling:
▪ Cyber Security
▪ Cloud Computing (including O365, CRM)
▪ Technology Architecture
▪ Technical Project Management
6.3 ENGAGEMENT We need to engage our staff to ensure the right person is in the right role and there is a
supported development pathway for each individual. Staff engagement is more
challenging in a dispersed organisation such as the HSE and as such needs additional
focus. We will do the following:
1. Create development pathways for our staff.
2. Focus on getting specialist training for specific skills gaps.
3. Enable One to One meetings with our staff.
4. Schedule All Staff days at least annually.
5. Create cross functional teams to lead out on strategic initiatives.
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6. Set up a communications team to lead out on our communications strategy.
7. Create a collaboration culture through the use of technology and joint initiatives.
6.4 STRATEGIC ACTION PLAN - PEOPLE
ID Programme Strategic Theme Date
P-1 Fulfil 2018 Resource Plan People Q4-2018
P-2 Fulfil 2019-2020 Resource Plan People
P-3 Temporary uplift to teams People Q4-2018
P-4 Investigate partner
opportunities
People Q3 -2019
P-5 OoCIO Workforce Planning People Q1 -2019
P-6 Cloud Operating Model People Q4 -2018
P-7 Specialist Development
Pathways for staff
People 2019
P-8 Specialist Training for Staff People 2019
P-9 Innovation fund for automation People Q2 -2019
P-10 All Staff Day People December
P-11 Communications Strategy People Q1-2019
P-12 Self Service Initiatives People Q2-2019
7 STABILISATION
The HSE is making good progress in terms of paying down the legacy debt built up over
the previous number of years due to under-investment, with a number of critical
infrastructure programmes of work underway. This type of activity will remain, albeit at a
lower level and will form a key element of our strategy. This element will concentrate on
three elements:
1. Addressing particular technology pain points across:
a. Timeliness of technology upgrades
b. Performance
c. Capacity
d. Risk
2. One Programme to create a stable identity, email and application platform.
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3. Creating plan for the prevention of future legacy, including asset management.
Specific areas of our technology need a refresh as they are having negative impacts on
the performance and security profile of business services and also have implications for
the delivery of the eHealth Strategy.
7.1 END USER INTERFACES End user interfaces provide staff and clinicians their route to technology and the first
touch point with the OoCIO. Much of the device real estate is overdue modernisation
and frameworks haven’t matched requirements. User experience, workflow and
productivity can be impacted by delivering the most appropriate end user interface for
the persona. Delivering a comprehensive, integrated digital workspace will help all staff
transform how they work:
1. Modernise the device real estate while implementing a rolling upgrade
programme
2. Where applicable upgrade desktops to Windows 10
3. Implement a next generation desktop through virtual desktop infrastructure (VDI)
4. Implementation of next generation access management striking the necessary
balance between security, clinical workflow and identity management
5. Introduce a technology-agnostic approach to integrate, manage, and secure
every new device and service
7.2 INFRASTRUCTURE - SERVER The server environment today is dispersed, decentralised and in some environments
unmanaged. The commitment to Microsoft as the core server technology stack that
supports enterprise-level management, data storage, applications, and communications
is a pillar of the technology strategy.
1. Virtualise first, physical is the exception.
2. Implement the new VCentre architecture providing optimum balance of compute
and memory to maximize performance across the widest range of applications
3. Ensure all Windows Server operating systems are N-2 and an enterprise solution
underlines patching and application delivery
4. Ensure management tools create proactive visibility that decreases the risk of
outages balanced with optimal performance
5. Establish elasticity within the server environment focussing on the provisioning
and de-provisioning of resources in an autonomic manner
6. Migrate Lotus Notes email to a national exchange solution
7. Ensure the Exchange, Active Directory and Skype for Business server solutions
are built for 100,000 users
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7.3 STORAGE SERVICES Storage ensures data is available, accessible and managed. A simple, yet intelligent,
storage architecture that aligns with business and application demands—eliminating
static, purpose-built and inefficient hardware with dynamic, agile and automated
solutions.
1. Tiered storage architecture best placing data with the appropriate investment
2. Stretch and replicate storage and SAN clusters across primary data centres
3. Introduction of Flash-based SAN Storage
4. Implementation of an archiving solution addressing email archival
5. Implementation of an enterprise converged data management solution
7.4 NETWORKS, INTERNET INFRASTRUCTURE & DATA CENTRE The network and internet infrastructure are critical to deliver a digital organisation, to
enable resilient connectivity across all locations with the appropriate performance and
availability to deliver clinical services. There are specific programmes of work in progress
which will put in place the networking foundations required to deliver our eHealth strategy:
8. Peer NHN with GCN to enable the provision of high capacity network to the sites
where this is needed.
9. Adoption of GCN as a primary network link in these same high capacity network
sites.
10. Design and implement a new modern national wireless platform using an
innovative approach to deliver wireless services to the community sites.
11. Provide a resilient internet service, including centralisation of Firewall services.
12. Network Hardware Upgrade Programme.
13. Complete New Data Centre implementation, including new data centre, primary
& backup data centre sites.
7.5 TELEPHONY – FIXED AND MOBILE Mobility and telephony are synonymous with each other, and voice services (fixed and
mobile) aligned with intelligent devices are critical tools for HSE staff to be effective.
There is a high level of technology turnover and a high expectation of agility in this area
and to meet the requirements of an increasingly demanding organisation we need to
address the current challenges:
1. Legacy Voice Platforms across our Estate (PBXs).
2. Legacy Mobile Estate (Mobile Phones out of Support/Contract).
3. Mobile Proxy Infrastructure not fit for purpose.
4. Legacy Carrier agreements for delivery of voice traffic
5. Legacy Infrastructure providing Telemedicine applications (e.g Trasna).
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7.6 EMERGENCY SERVICES The delivery of Emergency Services is a critical element of the support provided to the
organisation by OoCIO and an area where technology is already making a significant
difference. There are some specific areas which need updating to maintain this critical
service:
1. Legacy technology to alert Community First Responders
2. Contract Expiration for delivery of Tetra Service
7.7 STRATEGIC ACTION PLAN - STABILISATION
ID Programme Strategic Theme Date
S-1 Explorer Upgrade Stabilisation Q1-2019
S-2 Windows 10 Rollout Stabilisation
S-3 Rivers Data Centre Stabilisation Q1-2019
S-4 VMWare Capacity Stabilisation Q1-2019
S-5 Skype for Business Stabilisation
S-6 Backup/Restore Stabilisation
S-7 One Programme Stabilisation Q4 -202
S-8 Storage Capacity Upgrade Stabilisation
S-9 Resilient Internet Infrastructure Stabilisation
S-10 Fixed Line Carrier Engagement Stabilisation
S-11 Telephony/UCS Framework Stabilisation
S-12 Mobile Patch Management Stabilisation
S-13 Telephony Support Framework Stabilisation
S-14 Network Hardware Upgrade Stabilisation Q4-2020
S-15 Peer NHN with GCN Stabilisation
S-16 New National Wireless Platform Stabilisation
S-17 Community First Responders
Technology Upgrade
Stabilisation
S-18 Tetra Service Contract Stabilisation
S-19 Inventory Management Stabilisation Q2-2019
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8 MODERNISATION
The key outcomes from this theme is the delivery of a modern eHealth infrastructure
which will enable the delivery of the eHealth strategy and Sláintecare. At the heart of
any digital organisation is user experience:
“The What, the Where, the When and the How of Information - What they want, where
they want it, when they want it and how they want it i.e. presented in a manner that
enables them to deliver services in a patient centric manner.”
In technology terms this requires our strategy to deliver
▪ Mobility for our people – Information where they want it.
▪ Connected experience for staff and patients – What and When.
▪ Consistent experience for staff and patients –Where and How.
▪ Better collaboration – What, Where, When and How.
▪ Confidentiality, Integrity and Availability of Information – Securely.
▪ IT will target Self-Service to give autonomy to the business and deliver IT more
efficiently.
The strategy outlines the strategic direction and future investments required across End
User Interfaces and the Infrastructure layers – servers & storage, network, internet
infrastructure, data centres, telephony – fixed/mobile etc.
8.1 END USER INTERFACES INCLUDING IDENTITY The technology strategy for user interfaces is a key enabler of consistent, connected
experiences for staff and patients across the health eco system. User interfaces
encompass traditional desktop and laptop devices, tablet devices, mobile devices and
more modern natural user interfaces. The HSE have a large number of devices within
the estate which has increased organically and is a combination of new and legacy
technology. There are significant challenges for business and IT in terms of the use
and management of this estate, exasperated by the following factors:
▪ Geographic distribution of this estate ~90K devices across 1000+ locations.
▪ Physical nature of the majority of the devices.
▪ Currency of a large proportion of the estate (Windows Desktop, Windows Server)
▪ Connectivity challenges to legacy applications.
▪ Devices spread across multiple active directory domains.
▪ Coverage Issues (Wireless/Cellular)
▪ Building Environments of where services hosted
The strategy for user interfaces must deliver the mobility and flexibility healthcare
workers require in a framework which is cost effective, agile and secure.
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Key principles of the strategy for end user devices are:
1. Desktop and/or Applications available on all supported device types.
2. Look and feel consistent across all supported device types.
3. Desktop/Applications delivered from the data centre.
4. Mobility will be achieved through virtualisation.
5. Services will be available from multiple locations – HSE and non-HSE.
6. Desktop/Applications are maintained at minimum N-1.
7. Desktop/Applications will have a regular patching schedule.
8. Identity management centralised.
9. Single Sign on solution available.
10. Remote access with multi-factor authentication available as required.
HSE Technology will design solutions which align to these principles with a target to
reduce the physical desktop footprint.
Note: The use of non-HSE devices and Cloud as a service for end user computing will
be given consideration during the evolution of the strategy.
8.2 SERVERS & STORAGE The HSE 3-5 year strategy for servers and storage is a hybrid model which will utilise
IAAS and PAAS, both private and public.
Key principles of the strategy for servers, storage:
1. Servers will be consolidated into the primary data centres in Clonshaugh/Rivers
and Regional Data Centres.
2. Cross site replication of storage will be implemented for critical services.
3. Implement a tiered Storage Architecture.
4. Reduce the number of physical servers, all new and modernised servers will be
virtualised.
5. Consolidate storage into data centres.
6. Implement a converged data management solution decreasing risk around
backup, recovery and eDiscovery.
7. Implement Records Management.
8. Local printers an exception, primary printing through managed print services
9. Hardware refreshed regularly.
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8.3 NETWORKS, INTERNET INFRASTRUCTURE, DATA CENTRE A key success factor for delivery of digital healthcare is the capacity and resilience of
our network infrastructure with internet and data centre connectivity becoming more
important with the centralisation of services and move to the cloud.
Key principles of the strategy for networks and data centre:
1. Network will continue to be dual provider
2. Connectivity will be provided to all locations within the HSE
3. Network will continue to be a flat design
4. Network segmentation will be considered with a risk based assessment approach.
5. NHN will peer with the GCN but continue to be the primary transportation for the
HSE outside of the main high capacity sites
6. Pervasive and secure WLAN coverage will be provided at all HSE locations and
we will seek to do so in an innovative manner
7. Internet Infrastructure is deemed a critical service and will be configured in a highly
available manner.
8. Quality of Service will continue to be deployed as and where required.
9. Servers will be consolidated from regions into the primary data centres in
Clonshaugh and Rivers in a more proactive manner where the exception will be to
use a local data centre.
10. Establish a single national network management platform.
11. Finalise the IP addressing program of work.
Note: The implementation of IPV6 will be given consideration during the evolution of the
strategy.
8.4 TELEPHONY (MOBILE &FIXED) The importance of telephony and in an organisation as dispersed as the HSE cannot be
underestimated. These are the technologies most aligned with natural user interfaces
and telephony, in particular, is the most prevalent communication tool in use by staff
and patients. This factor, along with the emergence of the smart mobile as a way of
working, requires a clear strategy in terms of not just the technology but also the
management of the various carrier networks. The strategy we implement needs to
deliver a resilient, secure design but to also create value opportunities for the business.
Key principles of the strategy for telephony
Telephony: Mobile
1. Mobile Network will continue to be multiple providers.
2. Mobile Network will route through the national network, reducing costs.
3. Call management should be available.
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4. Voice Services is deemed a critical service and will be configured in a highly
available manner.
5. Voice will be prioritised on network.
6. Mobile Access to business applications will be available anywhere at any time.
7. Business applications will be delivered securely while not limiting functionality of
device.
8. One Number - Business Number to be delivered across multiple devices.
9. Develop HSE Store for mobile devices for Clinical/Business APP’s.
10. Self Service Portal for ordering mobile devices
Telephone: Fixed Unified Communications
1. IVR solutions for intelligent call routing.
2. Frameworks for Carrier and UCS solutions.
3. Contact Centre Technology for one number access for general public
4. Web Chat services to be deployed
5. Utilise UCS as a broadcast tool to disseminate information to our staff
8.5 STRATEGIC ACTION PLAN - MODERNISATION
ID Programme Strategic Theme Date
M-1 O356 Modernisation Pilot Q4 - 2018
M-2 GCN Pairing Modernisation Q4 - 2018
M-3 Enterprise Wireless Modernisation Q4 - 2019
M-4 Virtual Desktop Modernisation Pilot Q1-2019
M-5 Single Sign On Modernisation Pilot Q1-2019
M-6 On Premise Collaboration toolset Modernisation
M-7 End User Device Standardisation Modernisation
M-8 Internet Infrastructure Upgrade Modernisation Q4 - 2019
M-9 Next Gen SAN Modernisation
M-10 National Wireless Modernisation
M-11 Data Centre Consolidation Modernisation
M-12 Managed Print Services Modernisation
M-13 Patch Management Solution Modernisation
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M-14 GCN rollout Modernisation Q4-2019
M-15 Mobile APP Store Modernisation
M-16 Azure & AWS Cloud Services Modernisation Q1-2019
M-17 Next Generation Identity Strategy Modernisation Q2-2019
9 GOVERNANCE
In an age where technology is a critical to the delivery of health care we need
appropriate governance to assure the business that services are delivered in line with
business requirements and industry best practice. This is achieved through having
standards and policies in place underpinned by processes and procedures to ensure
adherence.
Key principles for our governance strategy:
1. Technology Strategy will be aligned with business strategy.
2. Technology Risk will be aligned with business risk.
3. Technology will have appropriate standards and policies to ensure the delivery of
business strategy and the management of technology risk.
4. Technology will have a framework for the management of risk with appropriate
escalation path up the organisation.
Technology will work with the Head of IT Compliance and Internal Audit to agree an IT
risk management framework and implement an IT controls improvement process.
ID Programme Strategic Theme Date
G-1 IT Risk Management Framework Governance Q1-2019
G-2 IT General Controls Review Governance Q1-2019
G-3 Define Critical Services
(business)
Governance Q2-2019
G-4 Critical Service/Technology
Alignment
Governance Q3-2019
10 INNOVATION
Innovation is key to any organisation and is critical to deliver the strategic intent of
eHealth in Ireland. OoCIO needs to not only support business innovation through
technology but also drive innovation for the business through technology.
Innovation does not happen by accident it must be fostered. Key elements for
innovation in any organisation are:
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▪ A Culture of Innovation.
▪ A Culture of Collaboration.
▪ Opportunity for Innovation – resource and time.
▪ Innovation Partnerships,
OoCIO will promote a culture of innovation and collaboration and create real opportunities
for our teams. We will initiate partnerships within the HSE and with external groups. We
will target a number of initiatives providing the opportunities to try new technologies,
determine business value and where viable bring to the enterprise.
We will look at a HyperConverged solution on premise for delivery of Private Cloud, with
a view to providing a Hybrid Compute Environment.
ID Programme Strategic Theme Date
E-1 HSE collaboration team Innovation Q4-2018
E-2 Create Innovation Space Innovation Q1-2019
E-3 Next Generation Community Innovation Q2-2019
E-4 Next Generation Hospital Innovation Q3-2019
E-5 BYOD (Personal Devices) Innovation Pilot Q2 – 2019
E-6 Collaboration 2.0 Innovation Q4-2019
E-7 3 A’s – AI, Automate, Action Innovation Q4-2019
E-8 HSE Green Energy Innovation Q1-2019
E-9 Investigate HyperConverged
Solutions for delivery of Private
Cloud.
Innovation Q2-2019
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11 APPENDIX A – SLÁINTECARE STRATEGIC ACTION 10
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12 APPENDIX B – ACTIONS ALIGNED WITH SLÁINTECARE
ID Programme Date Sláintecare Sláintecare
P-1 Fulfil 2018 Resource Plan Q4-2018 Goal 4, SA 9 IT Workforce
P-2 Fulfil 2019-2020 Resource Plan FY-2019 Goal 4, SA 9 IT Workforce
P-3 Temporary uplift to teams Q4-2018 Goal 4, SA 9 IT Workforce
P-4 Investigate partner opportunities Q3 -2019 Goal 4, SA 9 IT Workforce
P-5 OoCIO Workforce Planning Q1 -2019 Goal 4, SA 9 IT Workforce
P-6 Cloud Operating Model Q4 -2018 Goal 4, SA 9 IT Workforce
P-7 Specialist Development Pathways for staff FY-2019 Goal 4, SA 9 IT Workforce
P-8 Specialist Training for Staff FY-2019 Goal 4, SA 9 IT Workforce
P-9 Innovation fund for automation Q2 -2019 Goal 4, SA 9 IT Workforce
P-10 All Staff Day December Goal 4, SA 9 IT Workforce
P-11 Communications Strategy Q1-2019 Goal 4, SA 9 IT Workforce
P-12 Self Service Initiatives Q2-2019 Goal 4, SA 9 IT Workforce
ID Programme Date Sláintecare Sláintecare
S-1 Explorer Upgrade Q1-2019 Goal 4, SA 10 10.3.2 Clinical ICT Systems
S-2 Windows 10 Rollout TBC Goal 4, SA 10 10.3.1 Digital Workplace
S-3 Rivers Data Centre Q1-2019 Goal 4, SA 10
10.1.1 EHR 10.3.2 Clinical ICT Systems 10.4.1 Financial Systems
S-4 VMWare Capacity Q1-2019 Goal 4, SA 10
10.1.1 EHR 10.3.2 Clinical ICT Systems 10.4.1 Financial Systems
S-5 Skype for Business Q1-2019 Goal 4, SA 10 10.3.1 Digital Workplace
S-6 Backup/Restore Q4-2019 Goal 4, SA 10 10.3.2 Clinical ICT Systems 10.4.3 Information Architecture
S-7 One Programme Q4 -2020 Goal 4, SA 10
10.1.1 EHR 10.3.1 Digital Workplace 10.4.2 Cloud Infrastructure
S-8 Storage Capacity Upgrade WIP Goal 4, SA 10
10.1.1 EHR 10.3.2 Clinical ICT Systems 10.4.1 Financial Systems 10.4.3 Information Architecture
S-9 Resilient Internet Infrastructure Q3-2019 Goal 2, SA 4 Goal 4, SA 10
4.2.2 New Primary Care Centres 10.2.1 Citizen Health Portal 10.3.1 Digital Workplace
S-10 Fixed Line Carrier Engagement TBC Goal 2, SA 4 Goal 4, SA 10
4.2.2 New Primary Care Centres 10.3.3 Telehealth Solutions
S-11 Telephony/UCS Framework TBC Goal 2, SA 4 Goal 4, SA 10
4.2.2 New Primary Care Centres 10.3.3 Telehealth Solutions
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S-12 Mobile Patch Management TBC Goal 2, SA 4 Goal 4, SA 10
4.2.2 New Primary Care Centres 10.3.3 Telehealth Solutions
S-13 Telephony Support Framework TBC Goal 2, SA 4 Goal 4, SA 10
4.2.2 New Primary Care Centres 10.3.3 Telehealth Solutions
S-14 Network Hardware Upgrade Q4-2020 Goal 4, SA 10 10.3.1 Digital Workplace
S-15 Peer NHN with GCN WIP Goal 4, SA 10 10.3.2 Clinical ICT Systems10.4.2 Cloud Infrastructure
S-16 New National Wireless Platform WIP Goal 2, SA 4 Goal 4, SA 10
4.2.2 New Primary Care Centres 10.5.1 Digital Maternity System 10.3.1 Digital Workplace
S-17 Community First Responders Technology Upgrade TBC Goal 4, SA 10 10.3.3 Telehealth Solutions
S-18 Tetra Service Contract TBC Goal 4, SA 10
S-19 Inventory Management Q2-2019 Goal 4, SA 10 10.3.1 Digital Workplace 10.4.2 Cloud Infrastructure
ID Programme Date Sláintecare Sláintecare
M-1 O356 Pilot Q4 - 2018 Goal 4, SA 10
10.3.3 Telehealth Solutions 10.4.2 Cloud Infrastructure
M-4 Virtual Desktop Pilot Q1-2019
Goal 2, SA 4 Goal 4, SA 10
4.2.2 Primary Care Centres 10.5.1 Digital Maternity System 10.3.1 Digital Workplace
M-5 Single Sign On Pilot Q1-2019 Goal 4, SA 10
10.5.1 Digital Maternity System 10.3.1 Digital Workplace
M-6 On Premise Collaboration toolset TBC Goal 4, SA 10 10.3.1 Digital Workplace
M-7 End User Device Standardisation TBC Goal 4, SA 10 10.3.1 Digital Workplace
M-9 Next Gen SAN TBC Goal 4, SA 10
10.1.1 EHR 10.3.2 Clinical ICT Systems 10.4.1 Financial Systems 10.4.3 Information Architecture
M-11 Data Centre Consolidation WIP Goal 4, SA 10
10.1.1 EHR 10.2.1 Information Sharing 10.3.2 Clinical ICT Systems 10.4.2 Cloud Infrastructure
M-12 Managed Print Services TBC Goal 4, SA 10 10.3.1 Digital Workplace
M-13 Patch Management Solution Q2-2019 Goal 4, SA 10 IT Foundation
M-14 GCN rollout Q4-2019 Goal 4, SA 10 10.3.2 Clinical ICT Systems 10.4.2 Cloud Infrastructure
M-15 Mobile APP Store TBC Goal 4, SA 10
10.2.1 Citizen Health Portal 10.3.1 Digital Workplace 10.3.3 Telehealth Solutions
M-16 Azure & AWS Cloud Services Q1-2019 Goal 4, SA 10 10.3.1 Digital Workplace
M-17 Next Generation Identity Strategy Q2-2019 Goal 4, SA 10 10.3.1 Digital Workplace
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13 APPENDIX C – HSE TECHNOLOGY HIGH LEVEL OVERVIEW