The Agency ‘at a glance’

Sections


The Agency 'at a glance'

Purpose

The Agency was established to improve health outcomes for Australians through the delivery of digital innovation, health systems and services.

Delivery priorities for 2016-17

The Agency’s 2016-17 Operational Plan, produced in accordance with the Agency Rule requirements, prioritised the following programs of work:

  • My Health Record
  • Secure messaging;
  • Medicines safety;
  • Pathology and diagnostic imaging;
  • National Digital Health Strategy;
  • Core clinical programs; and
  • Organisational excellence.

These priorities were published in the Agency’s Corporate Plan 2016-17, and performance against each priority is captured in Part 2 of this report.


Focus

The Agency’s focus is on engagement, innovation and clinical quality and safety – putting data and technology safely to work for patients, consumers and the healthcare providers who look after them.

Foundations

The Agency was established on 30 January 2016 and commenced operations on 1 July 2016, with a vision of:

“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.”

Enabling legislation

Public Governance, Performance and Accountability (Establishing the Australian Digital Health Agency) Rule 2016 (Agency Rule) created the Agency and governs its operations.

The Rule was made by the Commonwealth Minister for Finance under Section 87 of the Public Governance, Performance and Accountability Act 2013 (PGPA Act) which allows for the creation of commonwealth corporate entities. The Agency is the first in the Commonwealth to be established by this new mechanism.

Products and services

The Agency has a lead role in operating and developing Australia’s digital health foundations, the national infrastructure underpinning the delivery of digital health in Australia.

These digital health foundations include:

  • The My Health Record system;
  • The Healthcare Identifiers (HI) Service;
  • The National Authentication Service for Health (NASH);
  • Secure Messaging Delivery;
  • Supply Chain;
  • Australian Medicines Terminology (AMT) and SNOMED CT‑AU; and
  • Clinical Document Specifications.

Operating and maintaining this infrastructure is a core activity for the Agency. Part 1 provides further detail on work in this important space.

Governance structure

The Agency is a statutory authority designated as a Corporate Commonwealth entity under the PGPA Act, and is a body corporate with a separate legal personality from the Commonwealth.

Information about our governance, management and accountability frameworks can be found in Part 3 of this report.

Board as an Accountable Authority

During the 2016-17 year, an 11 member Board, chaired by Jim Birch AM, is the Accountable Authority of the Agency. As Accountable Authority, the Board sets the strategic direction for the Agency and is responsible for its operations.

Inherited functions – My Health Record System Operator

The Agency became the My Health Record System Operator from 1 July 2016. On that date, all of the My Health Record operations managed by the Department of Health and the resources and digital health governance activities of the National e-Health Transition Authority (NEHTA) transitioned to the Agency.

Advisory committees

The Board is supported in the performance of its functions by independent advisory committees. Some are established expressly by the Agency Rule:

  • Clinical and Technical Advisory Committee
  • Jurisdictional Advisory Committee
  • Consumer Advisory Committee
  • Privacy and Security Advisory Committee
  • One is created by the Board, pursuant to a power under the Rule:

  • Digital Health Safety and Quality Governance Committee
  • Another is compulsory under the PGPA Act:

  • Audit and Risk Committee

Portfolio and ministerial oversight

The Agency sits within the Health portfolio and is accountable to the Commonwealth Minister for Health. During 2016-17, two ministers were responsible for the Health portfolio:

  • The Hon Sussan Ley MP: 1 July 2016 to 23 January 2017

  • The Hon Greg Hunt MP: 24 January 2017 to 30 June 2017

The Agency also reports to state and territory Health ministers through the COAG Health Council.

Inter-jurisdictional

The Agency operates under an Intergovernmental Agreement between members of the Council of Australian Governments (COAG). Under this agreement the Agency works closely with the states and territories to align the implementation of national infrastructure with jurisdictional health IT strategies and investments.

Our people and their location

At 30 June 2017, the Agency had 247 staff (permanent and temporary) working from offices in Brisbane, Sydney and Canberra.

Funding 2016-17

The Agency is jointly funded by the Commonwealth ($120.892 million) and the states and territories ($32.25 million) reflecting the commitment at all levels of government to the delivery of digital health reform.

Financial outcome

Comprehensive Income of $20.213 million

  • Operating revenue – $144.099 million
  • Operating expenses – $181.361 million
  • Other gains and revaluations – $57.475 million

The Agency’s financial performance, and ANAO-audited financial statements are presented in Part 4 of this report.

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Overview of the Agency

Our role

The Agency is the accountable organisation for the evolution of digital health in Australia through the leadership, coordination and delivery of a collaborative and innovative approach.

The Agency’s functions, as defined in Section 9 of the Agency Rule,5 are:

  1. To coordinate, and provide input into, the ongoing development of the National Digital Health Strategy;
  2. To implement those aspects of the National Digital Health Strategy that are directed by the Ministerial Council;
  3. To 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;
  4. To 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;
  5. To develop, monitor and manage specifications and standards to maximise effective interoperability of public and private sector digital health systems;
  6. To develop and implement compliance approaches in relation to the adoption of agreed specifications and standards relating to digital health;
  7. To liaise and cooperate with overseas and international bodies on matters relating to digital health;
  8. Such other functions as are conferred on the Agency by the Agency Rule or by any other law of the Commonwealth; and
  9. To do anything incidental to or conducive to the performance of any of the above functions.

The Agency’s responsibility for all national digital health operations, functions and activities includes the role of the My Health Record System Operator (the System Operator), which transitioned from the Department of Health to the Agency upon its creation.

The System Operator works with a range of agencies and organisations to deliver the My Health Record system. Many of the System Operator’s functions are delivered by Accenture, contracted by the System Operator as the My Health Record system’s National Infrastructure Operator (NIO), and the Chief Executive Medicare, Department of Human Services (DHS).

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National Digital Health Strategy

Having been developed during the 2016-17 financial year, the National Digital Health Strategy was approved by Australia’s Health Ministers on 4 August 2017, and made publicly available on the same day. It is titled Safe, seamless and secure: evolving health and care to meet the needs of modern Australia.6

The Strategy articulates the need for a coordinated approach to the delivery of digital health within Australia, as well as the strategic priorities to be delivered by 2022 and the principles that will underpin its execution.

The seven strategic priorities described in the Strategy were formulated from the inputs of the extensive ‘Your health. Your say’ consultation process, and are as follows:

  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; and
  7. A thriving digital health industry delivering world-class innovation.

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Our principles

The following guiding principles support the ongoing operation of the Agency, and underpin the National Digital Health Strategy:

  • Putting users at the centre – User needs and their context of use are placed at the centre of decision making, supporting improved prioritisation and user experience.
  • Ensuring privacy and security – Australians expect strong safeguards to ensure their health information is safe and secure, respected, and their rights protected. They expect that their health data is only used when necessary and with their consent. The strategic priorities described in the Strategy consider security, privacy and the protection of sensitive personal information, balanced with safe information sharing and maintaining consumer and clinician trust.
  • Fostering agile collaboration – Appropriate co-design and co-production methodologies are important for ensuring that digital health solutions developed for use in Australia meet the evolving needs of users and stakeholders.
  • Driving a culture of safety and quality – The safety and quality of digital health solutions and services are of critical importance. The Strategy will embed a systems approach to safety, quality and risk management throughout the design, development, implementation and use of digital health solutions and services.
  • Improving equity of access – Digital health solutions and services have the potential to empower and to address longstanding barriers to equity of access in healthcare. All Australians deserve to benefit from the opportunities presented by digital health, and the strategic priorities are aimed at improving health system accessibility across the socio-economic spectrum.


“We know that when consumers are activated and supported to better self-manage and coordinate their health and care, we get better patient experience, quality care, and better health outcomes. Digital health developments, including My Health Record, are ways in which we can support that to happen. It’s why patients should also be encouraged to take greater control of their health information.”

Leanne Wells, CEO, Consumers Health Forum of Australia



Melbourne, VIC

Case study – My Health Record ‘connects the dots’ for mother of five

As more providers connect to the My Health Record, more patients and carers will benefit, especially those who see multiple providers. The Agency’s 2016-17 work program includes a number of initiatives designed to improve user experience by connecting more providers to My Health Record.

Paige, a mother of five children from Northern Queensland, is one such example. She was diagnosed with epilepsy at the age of 15 and hearing loss after the birth of her first child.

“I have several health conditions and was pregnant with my fifth child earlier this year,” Paige explained.

“At one point during my pregnancy I had to keep track of more than 12 obstetric outpatient hospital visits, three neurology appointments, various pathology tests as well as GP visits. To add to this, my husband and I have five children. I’m often required to ‘join the dots’ between my healthcare providers to ensure I am provided with the best possible outcome for my family, but it became increasingly difficult to keep track of everything. My Health Record helps me keep a single record of my own health information, and the whole family has an individual My Health Record that is accessible by both me and my husband. Personally, it means my medical history is easily accessible to manage my health and this gives me the assurance that I’m receiving the best possible care. As a parent, it empowers me to take control and gain visibility of my family’s healthcare and make the most informed decisions. Knowing that my family’s medical history is easily accessible to treating clinicians and other healthcare providers is extremely reassuring.”


“Doctors need access to secure digital records. Having to wade through paperwork and chase individuals and organisations for information is archaic. The AMA has worked closely with the ADHA on the development of the National Digital Health Strategy and looks forward to close collaboration on its implementation.”

Dr Michael Gannon, AMA President


  • Leveraging existing assets and capabilities – Australia is making significant advances in the delivery of digitally enabled health and care across Australia, through the development and operation of national digital health foundations.
  • Judicious use of taxpayer money – Development of strategic activities is based on sound investment of funds to eliminate waste, deliver value for taxpayers, and to ensure that investments are assessed on the basis of delivering the best health and care outcomes for all Australians. Whether it be through increasing our proportion of public transport versus taxi trips for official purposes, a policy of economy fares for all domestic travel and high compliance with best fare of the day flights, or adopting the policy of compliance with Commonwealth Procurement Rules – we are building a culture to think like a patient, act like a taxpayer.

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Our values

The values and culture of the Agency, reflected in conduct, interactions, and how decisions are made are an integral part of living out the Agency’s purpose and strategy.

As a new Commonwealth public sector organisation, the Agency embraces the Australian Public Service (APS) ICARE values found in section 10 of the Public Service Act 1999: Impartial, Committed to service, Accountable, Respectful and Ethical.

To strengthen our values-based culture, the Agency has developed its own set of complementary values with the purpose of embedding them in both policy and practice.

  • Working together – We get our best results working collaboratively. We set challenging but realistic goals and pursue them together. We value the open and robust exchange of opinions, views and ideas. We approach our work with balance, enjoyment and passion.
  • Respect and trust – All our intentions are based on trust, support and open feedback. We show consideration and support for one another and for our customers. We embrace diversity in people, opinions and skills.
  • Transparency – We take stewardship of public resources seriously. We are open in the way we do our work. We are open to scrutiny. We operate ethically and with professionalism.
  • Leading through learning – We learn from others. We seek new information and find bold ways to apply that learning to digital health. We continuously evaluate and improve the way we do our work. We support innovative health solutions that have a positive impact.
  • Customer focus – We never lose sight of the impact our work will have on patient care and the safety and efficiency of the Australian healthcare system. Understanding customer needs is our first priority. We maintain effective internal and external customer relations. We listen to understand.

“The Guild is committed to helping build the digital health capabilities of community pharmacies and advance the efficiency, quality, and delivery of healthcare to improve health outcomes for all Australians.

We are working with the Agency to ensure that community pharmacy dispensing and medicine related services are fully integrated into the My Health Record – and are committed to supporting implementation of the National Digital Health Strategy as a whole.”

George Tambassis, President, Pharmacy Guild of Australia


Awabakal Medical Service, Hamilton NSW

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Our structure

The Agency is structured to support its purpose, strategy, principles and values by providing clear lines of reporting and responsibility, aligning resources to core priorities, and supporting stakeholder engagement activities.

The CEO of the Agency, Tim Kelsey, is responsible for the overall management of the Agency. He is assisted by a Chief Medical Adviser and five Executive General Managers, as shown in the following diagram:

Figure 1 Agency CEOs and EGMs (as of 30 June 2017)

These Executive General Managers lead the following divisions:

  • Government and Industry Collaboration and Adoption Division – Is responsible for leading and driving collaboration and education, and the non-clinical input to the strategy, design, implementation of national digital health systems and non-clinical adoption approaches. The division has a key role in the management of strategic relationships with consumers, state and territory, federal government, health Non-Government Organisations (NGOs), software vendors and professional association stakeholders. Additionally, it oversees the coordination and management of the National Digital Health Strategy and associated work program and is responsible for the Digital Program Office which guides the successful delivery of the organisation’s annual program of work.

  • Core Services Systems Operations Division – Operates the core national digital health systems and services providing technical support and leadership. These include the My Health Record and other foundation systems and services such as the Health Identifiers (HI) Service, National Authentication Service for Health (NASH), eHealth reference platform, National Clinical Terminology Service (NCTS) and Clinical Informatics. The division provides the Cyber Security Centre function and is responsible for the development, operation and risk management of the security, privacy, fraud compliance conformance, release management and testing functions for Agency and core digital health systems.

  • Clinical and Consumer Engagement and Clinical Governance Division – Leads the engagement of the healthcare provider community and members of the public to raise awareness of the value of digital health in both clinical practice and the broader community, and to build knowledge and ability to use the My Health Record System effectively and appropriately. It also manages the clinical and clinical informatics input to the design of digital health systems, as well as the development, implementation, operation and monitoring of a clinical governance framework, clinical functional assurance, clinical incident management and safety review programs. The division is also responsible for the oversight, management and coordination of Clinical Programs, including the Medicines Safety, Pathology and Diagnostic Imaging programs.
  • “If our complex health system is to realise the benefits from information and technology, and become more sustainable, we need clinical leaders with a sound understanding of digital health.”

    Dr Louise Schaper, CEO, Health Informatics Society of Australia
  • Innovation and Development Division – Coordinates the strategic, innovative and technical aspects of the digital health program. It focuses on open innovation, specifications and standards, and product development. It provides overall design integration for all of the services developed to ensure that the national digital health systems and services provide the best user experience and deliver measurable improvements that are derived from evidence of user needs and deliver tangible benefits across the health ecosystem.

  • Organisational Capability and Change Management Division – Is responsible for the provision of quality delivery of a significant program of organisational capability and change management. This includes financial services, people and capability management, knowledge management and information and communications technology support, Agency performance reporting and Board and AdvisoryCommittee secretariat and legal services. The division also leads and collaborates with internal and external stakeholders to manage the day-to-day operations of the Agency.

These divisions are supported by the Office of the CEO, which includes the Office of the Chief Medical Adviser and communications and media functions. The Chief Medical Adviser is responsible for leading the approach to Research and Evaluation at the Australian Digital Health Agency coordinated by the Research Programs team, and provides advice and support to the Executive across all Agency Divisions. This includes the current domestic and international evidence to guide our policy, project and program delivery, and the application of digital health services and technologies to clinical practice settings. In addition, the Chief Medical Adviser quality assures our clinical governance approaches relating to the clinical safety processes applied to the development of our digital health systems and services.

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Our engagement approach

The Agency’s accountability extends beyond the Commonwealth and state and territory health departments, to a diverse group who have a stake in digital health improving the reach, impact and efficiency of modern healthcare. These include clinicians delivering frontline health services, patients, the community, and industry and government bodies:

  • The Australian community;
  • Clinicians and health care providers;
  • Peak and advisory bodies;
  • Industry associations;
  • Advocacy groups;
  • Government departments and agencies;
  • Technology sector;
  • Research and science community;
  • Business community;
  • Private health insurers; and
  • Primary Health Networks and other regional health service organisations.

In our own staff mix, we aim to reflect the communities we serve. Women hold 55% of executive leadership roles in the Agency, counting General Managers and Executive General Managers.

“The National Digital Health Strategy recognises the vital role industry plays in providing the smarts and innovation on top of government infrastructure. This means improved outcomes, research, and productivity. Industry is excited to work with the [Agency] to develop the detailed actions to achieve the vision which could lead to Australia benefitting from one of the strongest health software industries in the world.”
Emma Hossack, President, Medical Software Industry Association



Awabakal Outreach Truck, Hamilton NSW
Case study – Awabakal’s Medical Service and Outreach Truck

Mobile connectivity will greatly improve access to the My Health Record, especially for those patients with limited mobility or who have difficulty accessing traditional health and care providers. One notable example is Awabakal’s Medical Service, an Aboriginal community controlled health service in Hamilton NSW.

This service aims to deliver culturally appropriate primary health care services, advocacy and social and emotional support to Aboriginal people and their families. The popular service features a unique GP outreach truck that has serviced over 16,000 people in the surrounding remote and rural areas. Since ‘going electronic’ the outreach truck no longer has to cart around heavy patient files whilst out on the road. Having a digital system with real-time access to patient data reduces the time that the GP needs to spend verifying patient details.

The Agency’s 2016-17 work program includes a number of initiatives designed to improve innovation in mobile connection to My Health Record, so we can expect to see more innovation in this space in the near future.


The Agency is committed to an ongoing open and transparent dialogue with these stakeholders, ensuring that work remains informed and guided by the key issues facing its stakeholders in the short and longer term.

The Agency also continues to work closely with the Commonwealth Department of Health which has retained responsibility for digital health policy, and with state and territory governments, which share the goal of delivering a digital health capability that will improve health outcomes and quality and efficiency in healthcare.

This mutual interest across jurisdictions is reflected in the Council of Australian Governments (COAG) Intergovernmental Agreement on National Digital Health, with Commonwealth, state and territory health ministers as signatories. The Agreement reflects a commitment to the work of the Agency and a recognition of the benefits of a coordinated and collaborative approach across jurisdictions.

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Our products and services

Upon its establishment, the Agency inherited a range of products and services from its predecessor organisations, which have been added to and enhanced through a range of new initiatives. These products and services are referred to collectively as “national infrastructure”, and constitute Australia’s digital health foundations. Operating and maintaining this infrastructure is a core activity for the Agency.

The major functions of the national infrastructure are to: securely connect people and organisations; standardise clinical communications; and to digitally identify physical goods. The My Health Record sits at the apex of these activities, bringing these functions together into a cohesive service for all Australians.

These core activities are supported and supplemented by a number of digital health services, namely, the Research and Evaluation Program; the Digital Health Cyber Security Centre; and the Digital Health Developer Program.


Bringing it all together

1. My Health Record

Since 2012, the national My Health Record system has provided a secure online summary of Australian patients’ health information. When the Agency was established, it became the System Operator for the My Health Record system (previously the Commonwealth Department of Health).

The My Health record connects key parts of the health system, such as general practices, pharmacies, private and public hospitals. Five million Australians are participating as of 12 July 2017. Connected healthcare providers are able to contribute to and use health information in the My Health Record on behalf of their patients to make more informed decisions about their health and care.

The system provides potentially lifesaving access to reports on an individual’s medications, allergies, laboratory tests and chronic conditions. The system supports significant improvements in the safety, quality and efficiency of healthcare for the benefit of individuals, the healthcare system and the economy.

The My Health Record system operates in accordance with Australian Government security standards and undergoes regular independent security compliance and vulnerability assessments. These standards are regularly updated to address emerging security threats. Access to the system is monitored in order to detect suspicious or inappropriate behaviour. Regular privacy risk assessments are conducted to identify privacy risks and implement measures to mitigate those risks.


Securely connecting people and organisations

2. Healthcare Identifiers Service

The Healthcare Identifiers Service (HI Service) is a national service for uniquely identifying healthcare providers and individuals, ensuring that the right health information is associated with the right individual as patients move through the health system. A healthcare identifier is a unique 16-digit number that identifies an individual, healthcare provider or healthcare organisation.

3. National Authentication Service for Health

The National Authentication Service for Health (NASH) is a service to support healthcare providers and organisations in securely accessing and sharing health information. NASH builds on the HI Service to provide healthcare providers and organisations with authentication credentials that assert their Healthcare Identifier, which means that the parties they transact with will be able to have trust in their identity.

4. Secure Messaging

Reliable, secure provider-to-provider communication is a key component of digitally enabled integrated and coordinated care across the Australian health sector. Secure Messaging is a foundational capability enabling interoperability and safe, seamless, secure information sharing between healthcare providers.

While there are significant pockets of secure messaging already in use, there has historically been an inconsistent approach to secure messaging and information exchange across Australian healthcare. This has exacerbated information sharing challenges across the sector.

The Agency’s Secure Messaging program is working collaboratively with industry, suppliers of secure messaging solutions and clinical software vendors to reduce existing barriers to adoption and provide pragmatic and implementable solutions.


Standardising clinical communications

5. Clinical Terminologies

Clinical Terminologies for clinical concepts and medicines are a key part of national infrastructure, supporting the sharing of high-quality data with a commonly understood meaning that can be used with confidence, driving greater safety, quality and efficiency. The Terminology program supports the ability to use a standard mechanism for describing data shared between healthcare providers.

The Agency manages and contributes to the ongoing refinement of clinical terminologies via the National Clinical Terminology Service (NCTS), Australia’s National Release Centre for SNOMED CT®.

The NCTS publishes monthly updates of SNOMED CT-AU (the Australian localisation of SNOMED CT), which now includes the Australian Medicines Terminology (AMT) and other code systems. These updates ensure that medicines content remains current with the Therapeutic Goods Administration and the Pharmaceutical Benefits Schedule, as well as continually enhancing clinical descriptions such as diagnosis, allergies, diagnostic order and results, supporting a shared meaning among the creators and users of health data.

6. Clinical Informatics Specifications

The Clinical Informatics Specifications program produces specifications with consistent underlying data models, enabling common and consistent structures for information exchange and supporting appropriate use of clinical terminologies.


Digitally identifying physical goods

7. Supply Chain

The national infrastructure supports the ability to digitally identify the physical goods used in healthcare to greatly improve the capability to track and manage these goods, improving clinical safety while delivering savings through the ability to ensure that the right products are received in the right location, at the right time.

The centrepiece of the Supply Chain program is the National Product Catalogue (NPC), a central repository of accurate, standardised information about products, ranging from large medical devices to consumables and medicines. The NPC currently boasts 413,650 products from 504 healthcare suppliers.

In addition, an eProcurement solution has been developed, which streamlines the electronic purchasing process. With the standardised data provided by the NPC, the eProcurement solution improves the efficiency of the purchasing process and reduces costs. Buyers and suppliers both benefit from eProcurement through reduced order errors, standardised catalogues, better product identification and greater traceability throughout the supply chain.


Digital Health Services

1. Research and Evaluation Program

The Research and Evaluation Program aims to facilitate and coordinate the creation of evidence to support our ongoing national investment in digital health services and technology, and position the Agency as lead partners with key stakeholders in this field. It is applied across the organisation using a structured and integrated approach. Its focus is upon priority areas within the National Digital Health Strategy and our Agency work plan deliverables, and supporting the national My Health Record expansion. The delivery of this approach requires an ongoing organisational capability and capacity to create, consider, and apply research evidence.

The key objectives of the Research and Evaluation program are to:

  • Embed an organisational focus on research and benefits evaluation across all Agency programs;
  • Establish capability and capacity to create and apply evidence at the Agency, and an environment where best practice evidence can easily be applied to future work programs;
  • Establish partnerships and collaborations with researchers, jurisdictions, and industry that drive evidence building both domestically and internationally on the benefits of digital health services;
  • Prioritise and promote research funding to support evidence creation for ongoing digital health investment; and
  • Support the capacity building of the digital health research and development workforce in academia and industry.

A key desired outcome is to successfully embed a culture across the Agency that draws upon research principles. This will be achieved by focusing program delivery on evidence-based outcomes, supporting the development of benefits measurement for our work programs with knowledge drawn from the current digital health evidence base, and to ensure cohesion and leverage investment across a broad range of projects occurring simultaneously within the Agency.

Highlight achievements of the Research and Evaluation program this year include:

  • Quality assuring the evidence base that supports the National Digital Health Strategy;
  • Ongoing domestic and international research and evaluation horizon scanning and collaborations;
  • Supporting organisational excellence through initiatives such as the ‘Grand Rounds’ speaker series;
  • Leading the matrix approach to the benefits evaluation of the My Health Record expansion;
  • Establishing an evidence collection for the Agency which informs project and program evidence queries and evaluation approaches across the organisation; and
  • Developing the Global Digital Health Partnerships project.

2. Digital Health Cyber Security Centre

The Digital Health Cyber Security Centre (Digital Health CSC) has been established to support secure operation of national digital health systems and protection for Australian personal health information that is stored and transacted through the Agency. In addition, the Digital Health CSC also aims to raise the security awareness and maturity across the Australian digital healthcare ecosystem.

Within the four themes of 'Partner, Secure, Inform and Respond', the Digital Health CSC provides a range of cyber-security capabilities to support secure national digital health operations across Australia. This enables the Agency to monitor and assess emerging and evolving cyber threats.

3. Digital Health Developer Program

The Agency’s Digital Health Developer Program seeks to engage with the developer community to support the evolution and improvement of third-party products and services, leveraging the functionality of the My Health Record system and supporting national infrastructure.

This program endeavours to provide a single place to connect, remove ambiguity from technical information, facilitate innovation and co-design and make connecting to the My Health Record as easy as possible.

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Our purpose, outcome and program structure

The Agency operates within the Commonwealth performance framework which focuses on an entity’s purpose, outcomes and programs of work supporting that purpose.

The Agency has a single purpose and outcome, with one contributing program. The Health Minister’s Portfolio Budget Statements 2016-17, released in the 2016 Budget, provide an overarching statement on the Agency’s purpose, and articulate the intended outcome for the Agency for the reporting year, and the program through which that outcome will be delivered:

Purpose

To improve health outcomes for Australians through the delivery of digital healthcare systems

Outcome

To deliver national digital healthcare systems to enable and support improvement in health outcomes for Australians

Program

Digital Health



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5 Public Governance, Performance and Accountability (Establishing the Australian Digital Health Agency) Rule 2016

6 Australia’s National Digital Health Strategy, 2016