Case study · Health & Aged Care
Building an IT investment agenda for a care and community organisation
Australian faith-based care and community organisation
A technology and shared-service strategy for an organisation dealing with underinvestment, fragmented systems and an IT service model that was not meeting need.
Challenge
Years of underinvestment, governance complexity and service-model issues had left the technology environment and IT function unable to meet operational needs.
The organisation operated across aged care, foster and kinship care, family support, youth support and social housing.
The digital footprint was not fit for purpose and the IT function was not meeting internal customer needs. The constraints ran from employee and client experience through business applications, data, integration, infrastructure and network services.
It needed both near-term technology and service improvements and a longer-term shared-service direction that could support better care across a diverse organisation.
Approach
Catalogue the current environment. Reviewed applications, data architecture, security, integration and technical longevity, then assessed the IT function’s digital maturity. The work created a complete view of the environment and the immediate pain points.
Address near-term gaps. Defined immediate solutions across organisational structure, service delivery, asset management and governance. The near-term portfolio addressed urgent service issues while remaining aligned to the future state.
Explore the strategic options. Considered shared-service strategies, enterprise application and data architecture, vendor collaboration and an IT operating model for the longer term.
Create the investment path. Built the target architecture, transition plan, programme roadmap and business case around scope, timing, costs, capability and resources. Each initiative had a defined place in the transformation agenda.
Transformation pathway
From current-state evidence to an investable agenda
The strategy connected immediate service repair with the architecture, operating model and programme required for sustained change.- 01
Current-state discovery
Catalogue applications, data, integration, security, infrastructure and IT maturity.
- 02
Near-term diagnostic
Resolve urgent gaps in service delivery, governance, structure and asset management.
- 03
Innovation and vendors
Explore sector-relevant technology with specialist partners and test practical fit.
- 04
Strategic options
Define shared services, enterprise architecture and the future IT operating model.
- 05
Roadmap and business case
Sequence the investment, capability, resourcing and governance required to execute.
Outcomes
The investment case set out a $17 million programme across technology and operational change. The board approved it at first submission and backed the transformation agenda.
The programme established clear objectives for service delivery, modern digital applications, reporting, data governance, security and IT-service efficiency, with the resources and guidance required to execute.
- Board approval at first submission
- $17m programme defined
- Target architecture and execution roadmap