people, technology, and change

Health Applications Management

health-ams-teamThe Company: Northern Territory Department of Health

Overview: Recover a contract for delivery of ICT and applications support and projects for the NT Department of Health, managing a team of 15-20 staff and supporting over 200 clinical and business applications.

The Challenge: A private IT firm had been providing Applications Managed Services (AMS) for the NT Department of Health, and the department were not happy with services being delivered. Cathryn was brought in specifically at the request of the Department, to identify and resolve issues within the Applications Services group and from the point of view of the private firm, to improve service delivery so that company might re-win the contract when it came up for renewal. The contract had experienced some significant issues including high staff turnover, low morale, and some outages of major clinical applications. Cathryn’s brief was to ‘fix it’ to ensure all contractual conditions were met and high levels of staff and customer satisfaction achieved.

In this role Cathryn led a team of approximately 15 – 20 full time staff in the support and management of over 200 corporate and clinical (patient-care) applications and associated infrastructure, providing services to the Department’s 4000+ staff at over 100 separate locations including regional, remote and very remote health centres.

The Outcome: Cathryn undertook a complete review and assessment of current services, and the findings were documented in a report to the CIO entitled “Application Management Services: Improvement Plan”. The plan was welcomed and supported both by the AMS group, and the Departmental staff.  The plan made several recommendations across the following areas:

  • Organisational structure
  • Process management
  • Change management
  • Project management
  • Human resource management
  • Communication management
  • Information management
  • Contract and commercial management

The recommendations were progressively rolled out, and  achieved considerable improvements in service delivery, including reduced staff turnover, more efficient work processes and communication, increased client satisfaction and most importantly, higher levels of reliability, stability, and availability and business and clinical applications.

The contract was subsequently re-awarded to the private firm.