Alicia Hall

• While EMR has been in use across Eastern Health since around 2017, since joining Eastern Health in 2024, as their EMR program manager, I have been managing the continued rollout of EMR capabilities with 2 distinct parts.
• Firstly, to extend the EMR Core functionality across Eastern Health by introducing EMR functionality to areas still using paper forms which includes EMR core foundation features, clinical notes, medication ordering and complex medication management with the intention to reduce the use of paper records across all acute sites and reverting to Electronic Medical records and use of digitally integrated medical equipment.
• The scope has also included extending the use of the SurigiNet and Anaesthesia Oracle Health Modules to all surgical sites including Maroondah Hospital, Angliss Hospital and Blackburn Public Surgical Centre which has included integration with biomedical devices.
• The second part of this Program of work has been focused on increasing Eastern Health EMR digital capabilities by delivering consistent and secure mobility toolset and device fleet.
• This component has involved integrating with mobile devices, existing integration, and cloud delivery, all of which has enabled end users to access a patient’s chart to review details and vitals, care and history and administer medication on a mobile handset.
• This capability has been provided for medical, surgical, nursing, administrators, and allied health staff, which combines the ability to manage patient care with ease of contacting staff as a secure way.
• Rollout of the mobile capabilities has resulted in delivery across 8 geographically dispersed sites in 20 months.
• Handheld Zebra HC50 devices procurement and integration with applications such as Rauland Nursecall and capable of EMR Login, Powerchart Touch, Nursing Connect, Messenger and Camera Capture
• Oversight of the build and configuration of the Oracle Mobility and EMR CORE solution - Powerchart touch, Nursing Connect, Mobile Device integration (Zebra HC50), Integration with Nursecall solution – Rauland, integration with messenger application and related reporting such as auditing and reporting tools = P2 Sentinel and CareAware Reporting
• Rollout of SurgiNet and Anaesthesia modules which integrates with BioMedical Devices – including anaesthetic machines, patient monitors and ventilators
• Documented responsibilities and achievements in device management and project oversight. include procurement and managing a team delivering devices – including 750 handheld devices, over 150 WOWs, Downtime Viewers (DTC) Desktop and Printers, Capital works oversight including electrical and power installation and installation of medical equipment such as Anaesthetic machines, Established and maintained a timeline which aligned across other organisation projects, Successfully delivering all changes on budget which included oversight of vendor deliver, working with internal Technology teams to delivery cloud infrastructure and integration with EMR functionality and mobile, additional devices and biomedical devices – approximately 19 multidisciplinary resources + 8 extra for Go live support, Management of Change Management elements of the delivery which included organisation wide communications, engagement, and Training of over 1000 Medical, Nursing, Allied Health, and administration staff, Benefits strategy, plan and reporting outcomes across Eastern Health directorates, Go Live planning including Development of Go Live Strategy encompassing paper record transcribing framework, set up go live roster and Command Centre for a Team of ~100 support staff to support 24x7x7days Go Live Support roster. Consisting of vendors, Internal Project Team members and Supernumerary operations staff, Increased my knowledge of tracking operational ticketing systems and operational reporting tools such as Power bi reporting, Oracle Health – Lights On, Oracle Health – Care Team Assignment, Maintained PMO 365 Monthly reporting, WOVG quarterly reports and Monthly SC and Project Control Group meetings

• I took on the role of Implementation Lead during the Design Phase of the project to deliver a new Shared Laboratory Information System (LIS) and related integration across 3 independent health agencies = Alfred Health, Monash Health, and Western Health.
• The scope of this project included delivery of: Infrastructure (hosting, integration, middleware, device integration, printers, scanners, and analysers), Design for integration with ancillary capability such as billing, statutory reporting, Operational Transition plan, Manage a team of highly skilled Pathology and EMR experts to work elements of standardisation including evaluation of reporting and workflow alignment, standardising of EMR configuration including same Primary Order Name, same new Orders to be set up across all health organisations and standardising of Event Set Hierarchy in the Oracle Health Pathnet solution.
• I established a Change Control Process by reviewing Change Strategies both internal and related to the Supplier for Domain Change control which included establishing and buy in for a Change Freeze timeframe and related Change Process.
• Consolidated individual team schedules into MS Project Master Schedule for oversight of design and build solution across all pathology disciplines and related infrastructure, integrating with newly commissioned project management tool.
• Facilitated closure of overdue design decisions by assessing team progress on data collection workbooks and workflow analysis.
• Augmented team with additional resources by preparing detailed resource plans for the executive program meeting.
• I have also commenced transition planning drawing upon experience to develop a plan for go live, strategy, cut over and RACI.

• Led procurement and delivery of a new Laboratory Information System (LIS) and related integration across 3 independent health agencies: Austin Health, Eastern Health, and Northern Health while establishing mechanisms for a robust digital pathology service solution.
• I rapidly established knowledge of pathology environment ensuring alignment with the pathology service provision, becoming a trusted leader and advocate in the delivering a holistic solution and benefits which are strategic in nature.
• Established multidisciplinary team to oversee synthesis of requirements, collaborating with representatives from all pathology disciplines and organizational areas, including statutory reporting, billing, and technical support.
• The scope of this project included delivery of: Infrastructure (hosting, integration, middleware), Ancillary capability such as billing, statutory reporting, Management of change impacts to deliver of a new shared LIS and related solution including establishing standards and processes aligning to legislation and standards. Specific achievement related to building privacy and data management standards.
• Initiated discussions with downstream systems to align all organizations and their related applications, including EMR, Powerbilling, Revenue Collection (PBRC), and Data Warehouse.
• Created and facilitated signoff of procurement, evaluation, negotiation plans, board submissions, and committee approval briefing papers.
• I established overarching plan for the program of work which would encompass sub projects such as Data Migration Archive, Billing Solution and Results portal.
• Developed and secured signoff on strategic documents, including business capability modeling, benefits strategy per Department of Health framework, communications strategy, current state analysis, data management standards, and digital design roadmap, ensuring alignment with Department of Health strategy and privacy legislation.

• Led the first phase of the delivery of a new Patient Administration System (PAS) and integrated it across multiple independent agencies in the HUME region.
• Developed operational support model and handover mechanism, including support process, policy, and governance structure between HRHA and local teams.
• Instigated development of new governance structure for PAS delivery as direct report to CEO Yarrawonga.
• Presented to several Boards during Health Chief Executive Forum, building relationships with Health Agencies CEOs to gain trust and buy-in for new governance.
• This project ended up going on hold and was later delivered across the Hume Region Health Alliance in a later iteration of the delivery.

• I lead a multi-disciplined project team which delivered a new integrated Patient Administration solution across Eastern Health, complete with data migration and delivery of a single patient identifier and single encounter logic, across all sites.
• Established and managed a cross-functional team and schedule to successfully deliver the end-to-end solution.
• Developed and executed a hybrid plan utilizing Agile and waterfall methodologies for seamless integration with 36+ downstream systems and external services (Medicare, MyHR).
• Managed change affecting all Eastern Health patients, around 1700 end user and affiliated services providers such as GPs, DH, Ambulance Victoria and delivered of a Super User capability with tools delivered for ongoing support.
• Delivered a comprehensive Single Patient Management Index to ensure accurate patient tracking.
• Implemented a solution to minimize the creation of duplicate radiology images and resolve blood product issues caused by multiple UR numbers.
• Consolidated over 2 million patient records, ensuring thorough data cleansing and successful migration.
• Cultivated strong relationships with stakeholders, supporting executive leadership and sponsors with governed communications throughout the project.
• This included coordination of communications both internally and externally to ensure robust view of milestone during build and change management phase and tight control of communications for all impacted stakeholders during cutover/Go Live which were supported by robust Communications and Governance plans and processes.

• Established new information platform for Bureau of Meteorology, enhancing delivery of web products and services.
• Led multidisciplinary team across 5 sub-projects, managing $38m budget.
• Delivered updated end user portal to present existing content innovatively and created digital roadmap for managing web assets with millions of annual visits.

Coordinated end-to-end delivery of New Payments Platform (now OSKO payment) at Bendigo Bank over 2 years, managing multiple vendors and internal teams to establish compliant operations processes aligned with NPP Australia support agreements.

Delivered over 15 major projects, including billing/payment systems, fraud prevention, anti-money laundering (AML), compliance initiatives, and Group Property projects, establishing strategic roadmap for business continuity planning, relocating East Timor Data Centre, and commissioning Enterprise Data Warehouse platform.

Delivered the upgrade to the organisation’s authentication service to 3D Secure 2.1 EMVCo protocol for the NAB Payments and Compliance Program over a 6-month period. This industry wide compliance change drove improvements to cardholder authentication, enabling frictionless risk-based authentication for 8.5million cardholders for eCommerce transactions.

Held various roles within ANZ, focusing on project management and compliance with Australian and International legislation.

· NPP transformed the organisation by also delivering:

Online Customer Self Service capability and Customer Notifications capability (Centrelink Payment notifications)

o New Fraud management system

o New case management system, integrating with industry participants

o Tailored monitoring and alerting to support 24 x 7/real time processing

• Collaborated with diverse coworkers to achieve project goals and resolve product and service-related issues.