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Index Position Description
Management Summary
A Purpose - 4 (elements)
B Responsibilities
a Mission & Values - 2
b Business Efficiency and Support project- 5
c Stakeholder Management - 2
d People & Leadership - 4
e Compliance - 4
C Key Performance Indicators [KPI] - to be determined
D Experience - 10
E Qualifications - 3
F Skills
a People & Leadership - 9
b Technical - 6
MANAGEMENT SUMMARY
The Principal Purpose of this "Group Manager Business Efficiency and Support" position
is to "Develop the methodology and implement Business Efficiency and Support program".
I have been working with a number of CIT Professionals including members of the Halisa
International Network [HIN], Open Interchange Consortium [OIC] and the E-Health Training
Services Consortium [EHTSC] over the last 15 years to develop and prototype applications
that provide Business Efficiency and Support using an XML [eXtensible Markup Language]
Methodology called the RUBAC Electronic Information Interchange [EII] Management
Methodology.
XML is the basis of HL7 as the attached 1999 HL7 & XML Power-point presentation confirms
The RUBAC Methodology will provide the Business Efficiencies desired by St Vincent's
Health Australia [SVHA].
The RUBAC methodology has been proved in numerous applications at different
installations over the last 12 years since it won the 1st prize in the "IT for SME"
Category at the prestigious International Competition "Global Bangemann Challenge"
In Jun 1999 The King of Sweden presented the Trophy for a true On-line Business
Efficiency Application to 3 OIC members
The RUBAC EII Methodology overcomes shortcomings of the IBM Zachman Methodology,
which is the foundation for the Government TOGAF Methodology, particularly with the
exchange of information at the sub-contractor level (E)
The foundation for Business Efficiency is detailed Structured AND Coded Information
formats.
An example is codifying this Position Description.
The reasons why information has to be Structured AND Coded include the need to design
effective templates that can be simple to update and only require variable information
to be sent electronically (this is how the Blackberry operates).
In the absence of Selection Criteria for the SVHA Position Description, it has been coded
and a response is provided for each element
Index Position Description
A Purpose - 4 (elements)
B Responsibilities
a Mission & Values - 2
b Business Efficiency and Support project- 5
c Stakeholder Management - 2
d People & Leadership - 4
e Compliance - 4
C Key Performance Indicators [KPI] - to be determined
D Experience - 10
E Qualifications - 3
F Skills
a People & Leadership - 9
b Technical - 6
A PURPOSE:
The purpose of this position is to:
a Develop the methodology and implement Business Efficiency and Support program.
b Review 15 facilities within 12 months
c Complete appropriate documentation in relation to the reviews and identify
savings to be achieved through implementation of Best Practice
d Maintain effective relationships with and give regular updates to the Group
Executives and Regional Executive Teams on progress with implementation.
SVHA may wish to evaluate the RUBAC Electronic Committee Information
Management [ECIM] Methodology to provide regular updates to Group
Executives and Regional Executive Teams
B RESPONSIBILITIES:
a Mission & Values - 2
1 Work within the Mission, Vision and Values of SVHA in accordance with the Mission
Framework and SVHA Code of Conduct by ensuring that these principles are effectively
integrated in all areas of responsibility
RBa1 The Mission Framework and SVHA Code of Conduct have been reviewed and understood
The SVHA Code of Conduct was the basis of a second set of questions "Business
Efficiency and Ethics" submitted by 24-hr Express Post to the Group General Manager
Service Integration [GGMSI] on 29 Jun 2011
2 Model the Values and Code of Conduct of SVHA and promote an ethical work environment
RBa2 A Model of the Values and Code of Conduct has been prototyped so that it can
be linked On-line as part of an ethical work environment
b Business Efficiency and Support project - 5
RBb1 Manage all aspects of project delivery to ensure the reviews are appropriately
scoped, designed and delivered within agreed timeframes.
Including:
a Based on best practice develop the methodology of the program to
be implemented.
RBb1a A key issue for best practice is understanding the Legislation and
Regulations prior to developing the methodology to enable consistent
best practice throughout all the SVHA Health Care Providers
Examples include:
1 Healthcare Identifiers Act 2010
2 Healthcare Identifiers Regulations 2010
3 Aged Care Act 1997
4 Aged Care (Bond Security) Act 2006
5 Electronic Transactions Act 1999 (both Federal and State)
6 Electronic Transactions Regulations 2000
b Prepare an annual resourcing plan to deliver the program
RBb1b It may only be possible to prepare a realistic resourcing plan after a number of the
facilities have been reviewed
c Develop a schedule of facilities to be reviewed in the first 12 months
RBb1c As I understand it, only 15 out of 31 SVHA facilities in 3 States will be reviewed
in the first 12-months
d Identify and recruit the team members
RBb1d As I understand it, 5-10 team members will be seconded from within SVHA not
engaged from outside
e Confirm the KPI benchmarks to be applied
RBb1e As I understand it, the KPI benchmarks are to be agreed with the GGMSI
f Develop templates to be completed for reviews and ongoing monitoring of
implementation
RBb1f I have considerable experience developing templates for reviews including On-line
Computer Based Training [CBT] to
1 accelerate the induction process for new employees,
2 train existing employees on new processes and procedures and
3 assist employees with weakness identified during Reviews
2 Monitor the external environment (health industry and wider commercial sector) to identify
relevant trends and issues and their implications for the project
RBb2 I am a member of several health industry groups like the NEHTA weekly update
list, E-Health Training Services Consortium [E-HTSC] and the OIC E-Health Special
Interest Group as well as a member of other commercial sector networks
3 Provide high quality written contributions in relation to the project for the Board, Group
Executive Committee and Regional Management.
RBb3 I have provided many high quality written contributions including
1 Business Paper Process Review for the British Standards Institute [BSI]
which produced and distributed by post 14,000,000 pages-a-year for BSI
Committees (This joint-venture was a foundation for Electronic Committee
Information Management [ECIM])
2 Event Process Review for the UK Institute of Electrical Engineering [IEE]
which has 105,000 members and holds more than 400 events per year
This joint-venture was afoundation for Electronic Event Information Management
[EEIM])
3 Analysis of the Documentation for the Aged Care Financial Instrument [ACFI]
for the development of an ACFI On-line Training Program for the staff of
Aged-Care Providers sponsored by the E-Health Training Services
Consortium [EHTSC]
4 Support the Group General Manager Service Integration [GGMSI] to fulfill their
responsibilities in relation to the Business Efficiency Review Project.
RBb4 I have received a response from the GGMSI confirming that a uniform email
reporting process is under development within SVHA.
As a former Director of Office Automation strategy for Burroughs (now Unisys) I
understand the importance of a uniform email reporting policy to enable me to
support the GGMSI and provide regular updates to key Stakeholders
5 Drive best practice and continuous improvement of business review methodologies,
processes, information systems and tools to increase the value contributed to SVHA
RBb5 It is Continuous Improvement Programs [CIP] when processes are changed that really
benefit from Structured Information Standards with appropriate structure coding systems
In 1990 a friend of mine was engaged as the MIS Manager for the new Eurofighter
project in Germany.
Eurofighter was a European Aerospace Association [AECMA] Collaborative Framework
Electronic Data Interchange [EDI] Project with different aircraft part manufacturers in
4 Countries (Germany, England, Spain & Italy)
This AECMA project identified that Electronic Procurement (Purchasing) was only a very
small part of the total Electronic Information Interchange [EII] requirement for the project.
The Eurofighter MIS Manager and I attended a number of European EDI Meetings and
Austrade London provided additional support to meetings held with the European
Aerospace Association [AECMA]
In 1994 the Open Interchange Consortium [OIC] was formed and the web-site was
developed in 1997 after financial funding from Commonwealth Bank, Halisa International
Network [HIN], AIDC, Optus and OurWorld Global Network [OGN] and in-kind support
from other members
In 1999 the Organisation for the Advancement of Structured Information Standards
[OASIS] was formed by IBM and Sun in the USA
In 2006 I was invited to speak at the International OASIS meeting on "XML in the
Government Tendering Process"
This experience will enable me to work with SVHA to drive best practice to increase
the value to SVHA.
Possibly this value could be used to develop a Best Practice and CIP process that
could be licensed to other hospital groups to provide long-term intellectual property
royalties for SVHA
c Stakeholder Management - 2
1 Proactively develop a trusted advisor relationship with senior management that
enables us to effectively influence positive changes within the Group
RBc1 As a former Director of a major Computer Company I have extensive experience
of developing trusted advisor relationships with senior management including my
projects with the Association of Australian Port and Marine Authorities [AAPMA],
European Customs and the Open Interchange Consortium [OIC].
Funding for OIC projects has been provided by a number of significant companies
like Commonwealth Bank, Halisa International Network [HIN], AIDC, Optus and
CSC Australia to develop OIC and Small & Medium-size Enterprise eBusiness
Management Services [SMEEMS] XML projects after funding submissions
managed by myself
2 Respond to requests for assistance and support (eg special reviews, additional
analysis, better practices) from key stakeholders to the agreed standards and
timeframes
RBc2 I believe I have a proven track-record of responding to request for assistance
and support from key stakeholders to the agreed standards and timeframes.
Examples include:
1 2002 requests from key Stakeholders in the OIC for clarification from
ebXML Australia on the two different Address formats in the Australian
Name and Address Standard AS:4590
2 2006 requests from key Stakeholders in the OIC for clarification from
OASIS (International Standards) on the two different Address formats
in the Australian Name and Address Standard AS:4590 and the
International Name and Address Standard UN/EDIFACT ISO:9735
3 2010 request from key stakeholders in the Electronic E-Health Network
for clarification from NEHTA on s5 "Identifying Information" of the
Healthcare Identifiers Regulations 2010 as to whether a Country Code
and State Code should always be included in the telephone number and
fax number XML details
d People & Leadership - 4
1 Build the team's capability through training, coaching, knowledge sharing and a
continued positive focus on the achievement of common goals
RBd1 The projects that I have led for the Halisa International Network [HIN] with AAPMA,
the OIC, Kids-Safe-at-Sport [KSAS] Network, the Sustainability Action Network
[SAN] and the E-Health Network [EHN] are an indication that I can build a team's
capability through training, coaching, knowledge sharing to provide a continued
focus on the achievement of common goals
2 Contribute to the development of a team culture that delivers high value-add
outputs and an environment where people excel
RBd2 The development of a team culture within the OIC led to the Formation
Management Committee meeting over a period of 9 months to develop the Mission
and Objectives
This was then developed to provide regular training/education seminars for the
OIC for 7 years
3 Actively collaborate with other colleagues within the Group to ensure the
highest quality advice and services are provided to our stakeholders
RBd3 I have the experience, knowledge of the Health Industry and contacts to actively
collaborate with other colleagues to ensure that the highest quality advice and
services are provided to SVHA Stakeholders
4 Actively collaborate with external colleagues to ensure SVHA is implementing
the best practice in relation business efficiency
RBd4 I have an extensive range of external contacts established over many years of
attending EDI and Health Industry Conferences to actively collaborate with
external colleagues to ensure SVHA is implementing the best practice in
relation to business efficiency
e Compliance - 4
1 Ensure compliance with the relevant legislation
RBe1 I have extensive knowledge of relevant legislation both from a technical
point-of-view and from the Health Industry perspective.
The difficulty is incorporating the compliance issues into the training process
for Business Efficiency hence the need for Structured Information Standards
and suitably coded structures for Continual Improvement Process and
rocedure updates
2 Operate within delegated responsibilities and authorities as approved by
the SVHA Board
RBe2 I understand the importance of clearly defining delegated responsibilities
and authorities as part of a job description and employment contracts
including Key Performance Indicators [KPIs]
This is why I have proposed that this is a requirement that many other
Health Care Groups would have, hence the proposal for a joint venture
to develop a process that could be licensed to other Hospital Groups
This joint-venture would generate considerable long-term revenue for
SVHA from Intellectual Property Royalties [IPRs]
3 Ensure that relevant personal professional qualifications, registrations,
and memberships are maintained at the required level
RBe3 As an indication of my commitment to update my professional qualifications
I completed a PMBOK Diploma of Project Management earlier this year.
PMBOK is the USA Project Management Process which I consider is
now a more appropriate qualification after the Australia-USA Free Trade
Agreement [Aus-USA FTA] 2004 than the UK PRINCE 2 Project
Management Process
In 2004 I was the only person invited to give Expert Evidence to the
Senate Inquiry into the Aus-USA FTA on "Chapter 15: Government
Procurement" and "Chapter 16: Electronic Commerce"
4 Ensure personal compliance with mandatory training requirements
RBe4 I will ensure there is personal compliance with SVHA mandatory
training requirements
C KEY PERFORMANCE INDICATORS:
Key performance Indicators will be determined annually in consultation with
the Group General Manager Service Integration [GGMSI].
D EXPERIENCE:
a Essential - 9
1 At least 10+ years relevant professional experience
RDa1 I have been involved with Business Efficiency ever since I was employed
by Burroughs Corporation in 1973.
My first job description as a Trainee Marketing Representative included
the administration of the Burrough's Dealer Accounts.
Even though Burroughs was a Computer Company, the accounts were
impossible to rely on as an accurate record of trading balance because
the President Ray MACDONALD had made the commitment to the New
York Stock Exchange that, while he was President, each quarter would
how an increase in revenue and profit.
Consequently, as many of the senior managers' contracts included share
bonuses based on increased revenue and profit, it was not possible to get
credits issued or orders cancelled hence the business was highly inefficient.
See attached Time Article 07 Aug 1972 "Burroughs Fat Figures"
In 1980 the new incoming president Michael BLUMENTHAL ex-Secretary
of the Treasury in the President Carter Administration had to negotiate a
merger with Sperry Univac to form Unisys
When I left Burroughs in 1982 after 9 years to form my own Office Automation
Consultancy I knew Office Automation could really produce excellent Business
Efficiency particularly if the problems of automatically filing incoming emails
and documents could be resolved
Between 1984-1987 my family funded research into a coding algorithm
developed by my father Leonard Arthur GOULD in 1964 when he represented
the British Overseas Aircraft Corporation [BOAC] on the International Airline
Association [ATA] Committee ATA100 for a standard paper-based coding
system for Aircraft manuals.
In 1971 all the Aircraft manufacturers and Airlines adopted the LAGOULD
Coding system for aircraft Technical Manuals.
The LAGOULD Coding system greatly enhanced the Business Efficiency
of all airlines so that any Aircraft could be serviced and repaired efficiently
world-wide.
The initial research as to how the 32-Bit ASCII RUBAC (Rational Universal
Business Automation Code) Methodology including an 8-bit Bard-code
section could be used with any Computer or telephone device was
completed in 1987.
In Sep 1987 the USA Yankee Group was commissioned by the Federal
Government to produce a report on "EDI in Australia"
A review of RUBAC was included in that report which stated "Certainly
RUBAC offers a level of integration that would go far beyond the current
level of EDI, fulfilling the long term goals of EDI".
2 Experience in developing Business Review methodologies and teams.
RDa2 Considerable experience has been gained on Business Efficiency through
joint ventures with Organisations including
A NSW Road & Traffic Authority
B SITA
C British Standards Institute [BSI]
D UK Institution of Electrical Engineers [IEE]
E European Customs
F European Aerospace Association [AECMA]
G Open Interchange Consortium [OIC]
H Business Management Trust [BMT]
I Fed Depart Employment, Workplace Relations & Small Business [DEWRSB]
J Sustainability Action Network [SAN]
K E-Health Training Services Consortium [EHTSC]
A Summary of my experiences including work on the European Commission EDI
Health Informatics Programme in 1992 can be reviewed on this web-site
Many of these Business Methodologies have been implemented by the OIC including
the OTMG Tender Information Management Service [TIMS]
I was commissioned by OTMG Pty Ltd to review the Business Process to provide a
twice-weekly e-mail Service for a XML Consolidated Uniform On-line Tender published
on 10 major Federal Government, State Government and Local Government Websites
in Australia and New Zealand
The System was designed to automate the Business Intelligence Reports to assist
OIC members decide which tenders they would like to review
There were over 18,950 tenders published on the OIC web-site from 01 Jul 2000 -
31 Mar 2007
3 Demonstrated experience in successfully understanding current business
processes and make recommendations for improvement.
RDa3 The demonstrated experience in successfully understanding current business
process and making recommendation for improvement is an IBM/Telstra
joint-venture project on which I worked in 2008
This was an eProcurement Warehouse Spare Parts Bar-code project that has
been documented as it is an important project for how recommendations on
business efficiency were ignored
However considerable experience was gained on an effective bar-code processing
This project is very relevant to SVHA because all the rooms, beds and
equipment used can be bar-coded to greatly enhance Business Efficiency
and Support
4 Proven experience in engaging with and managing the expectations of
stakeholder groups at all levels
RDa4 The Coding Structure of the TIMS project was designed to be able to
cope with the expanded expectations of the Stakeholders as they became
more sophisticated users of the eTendering process
Hence the continued funding from key Stakeholders like CSC Australia
5 Demonstrated ability to take initiative and generate ideas resulting in
continuous improvement and innovation
RDa5 The example of my demonstrated ability to take the initiative and confer
with key Stakeholders was the development stages of the TIMS Project
6 Strong project management experience
RDa6 An example of my strong project management experience is the
commissioning of the OIC Electronic Association Information Management
[EAIM] project in 1997
This details the stages of the project and the 3 key integrated modules of
EAIM namely
A Electronic Committee Information Management [ECIM]
B Electronic Event Information Management [EEIM]
C Electronic Membership Information Management [EMIM]
ECIM would be very useful to SVHA to keep Stakeholders regularly updated
on progress with the Business Efficiency and Support project
7 Demonstrated commercial acumen
RDa7 The demonstrated commercial acumen is the OIC Y2K Resource Asset
Management Process [OICY2KRAMP]
This project commissioned by the Business Management Trust in 1997 included:
1 a 2-year exclusive Distribution Agreement with Software Engineering
Australia-NSW [SEA-NSW]
2 Grant expense reconciliation to attend the GBC meeting in Stockholm
3 A long-term value to Business as a future Resource Asset Management
Process for all equipment
8 Advanced negotiation and conflict resolution skills
RDa8 The 1999 2-year exclusive Distribution Agreement with Software Engineering
Australia-NSW [SEA-NSW] is an illustration of my advanced negotiation
and conflict resolution skills
9 Knowledge and experience of the health industry
RDa9 I have been involved with the Health Industry since the release of HL7 in
1987and the accreditation of HL7 by ANSI in 1994.
ANSI-X12 has a totally different format for Name and Address elements hence
the concern that the eProcurement Data Element Formats within the Health
Industry will be very different to other industries.
This will cause serious business inefficiency as the hospitals will be ordering
goods and services from non-health Industry Suppliers
I have been involved with the National E-Health Transition Authority [NEHTA]
since Sep 2010
In Jan 2011 I was commissioned by the E-Health Training Services Consortium
as the Project Manager to evaluate how the Aged Care Financial Instrument [ACFI]
could be developed as an On-line Training process to improve the Business
Efficiency of Aged Care Providers
E QUALIFICATIONS:
a Tertiary qualifications in commerce, economics, health or other related field
REa1 The Tertiary qualifications that I have are:
1 Higher National Diploma [HND] in Business Studies with Computer Science.
This course includes economics, accounts and law
2 A Diploma in Project Management [PMBOK]
F SKILLS:
a People & Leadership - 9
1 An ability to understand and navigate complex stakeholder environments,
engage and influence stakeholders effectively and build consensus where
required. Ability to motivate and elicit cooperation from people at all levels
in the organization
RFa1 This has been proved with a range of complex projects in Europe like European
Customs and Eurofighter and in Australia with the OIC and SMEEMS Networks
2 High levels of self-motivation drive and initiative combined with the ability to
adapt to changes in circumstances. Thrives on working in a high performing
team environment
RFa2 The fact that many of the web-sites and business processes I researched,
specified and installed over the last 12 years are still in operation eg OIC
Website EAIM, OIC Electronic Event Management etc
3 A high level of professionalism and personal integrity
RFa3 My questions to SVHA particularly on "Business Efficiency and Ethics" illustrate
my high level of professionalism and integrity
4 Ability to be an effective team player
RFa4 The awards and projects that have been successful completed like the project for
OICY2KRAMP, DEWRSB to develop an series of On-line questionnaires for
273 NSW Local Government Authorities, TIMS and EAIM demonstrate my
ability to be an effective team player
5 Strong leadership, team building, mentoring and motivational skills
RFa5 The awards and projects that have been successful completed like the project
for DEWRSB to develop an series of On-line questionnaires for 273 NSW
Local Government Authorities, TIMS and EAIM demonstrate my ability as a
Strong Leader and motivator
6 Strength of character in presenting complex and sensitive issues to senior
management
RFa6 My reports to the Senate Committee about the Australia-USA Free Trade
Agreement [Aus-USA FTA] is one example of presenting complex and sensitive
issues to senior management
7 Flexibility to travel as required
RFa7 I am prepared to travel as required
8 A commitment to the Mission, Vision and Values of SVHA
RFa8 My questions to SVHA particularly on "Business Efficiency and Ethics" illustrate
my commitment to the Mission, Vision and Values of SVHA
9 An ability and willingness to promote the Catholic identity of SVHA and to
work within the SVHA Code of Conduct and code of ethical standards for Catholic
health providers
RFa9 My questions to SVHA particularly on "Business Efficiency and Ethics" illustrate
my ability and willingness to promote the Catholic Identity SVHA and to work
within the SVHA Code of Conduct and code of ethical standards for Catholic
health providers
b Technical - 6
1 Knowledge of business review processes
RFb1 The many joint-venture projects conducted with organisations like UK BSI,
IEE, AECMA and Austrade in Europe and in Australia the OIC illustrate my
knowledge of Business Review Processes
2 Demonstrated understanding of the role and function of public and private
hospitals, community health services and aged care within the Australian
health system
RFb2 The joint venture project with the E-Health Training Services Consortium
[EHTSC] demonstrates my understanding of the role and function of
public and private hospitals, community health services and aged care
within the Australian health system
3 Excellent verbal and written communication
RFb3 I have been informed I have excellent verbal and written communication skills
4 Advanced presentation and facilitation skills
RFb4 I have been informed I have Advanced presentation and facilitation skills
5 Financially and economically literate
RFb5 My projects with SEA-NSW and the OIC Y2KRAMP and the "Software-as-a-Service
[SaaS]" Contract with TIMS are illustrations of my financial and economic literacy
6 Ability to develop, prepare and present business plans and recommendations
to senior management groups
RFb6 The Formation of the OIC Management Committee in 1996 is an illustration
of my ability to develop, prepare and present business plans to diverse Senior
Management Groups and stakeholders
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