Case Study: A new ERP for the Southern Cross Health Foundation

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The Southern Cross Health Foundation (SCHF) is a private not for profit organization that was made to serve tertiary medical care. It was a project of two cardiologists from Melbourne who distinguished the requirement for a provincial medical services establishment to convey particular consideration to medicinally complex cases and fundamentally sick patients. Their operations were then joined by Vicente Borr who was a public health physician and was also the CEO. Uniting local city and political pioneers and benefactors, the foundation gathered the fundamental assets to dispatch the undertaking. At first centered on cardiology cases, they continuously extended their administration offer. Today, the SCHF offers clinical consideration in excess of sixty clinical claims to fame and serves as a showing clinic, where clinical understudies get preparing. The emergency clinic extended its administration offering by developing new offices to house extra beds, a trauma center (ER), and walking care administrations.

The hospital has various levels, top-down clinic made out of clinical units, each headed by an authority doctor. CEO, the chief medical director, the chief nursing officer, the chief administrative officer, and the heads of the medical units form the physicians’ medical council are answerable for conveying all senior administration choices to their units. There are various diagnostic tests and specialized medical treatments given to the patient such as chemotherapy, radiation therapy and cardiac rehabilitation. With that, there are administrative procedures as well which are governed by regulations. There are insurance contract guidelines and billings where insurers have agreements for the healthcare of their members. Then there is supply chain management where there have to be efficient management of supply and drug inventories. Archives that are so much in number have to keep accordingly since it is important to keep a track of medical records. 

The key strength of SCHF lies in the fact that they have a vast majority of services in the health care sector and the hospital is willing to automate all the processes for easy access and management. In 2008, they had at least thirty information systems working independently in different departments. The Synergy project was a strategic project that enabled growing demand for services faced by SCHF which enhanced service delivery and efficiency. The implemented learning-based strategy to ensure that their users were able to adopt the system. 

When shifting to a complete IT based solution for the administrative purposes, SCHF had to face many challenges. The medical records and doctor notes had to be carefully kept and were sometimes not found. With that, for insurance contracts, they need to be memorized and had to be kept in hard copy terms. The growing number of archives created a problem for the space and so it was hard to keep track of the medical records. The medical fee has to be managed and the issue became critical because if the system goes down for one to two day, a lot of other operations were highly affected. When introduced with this system, a lot staff personal didn’t know how to operate a computer or a system, hence it was a challenge in itself and training had to be done for this staff. And administrative staff who were already using the old systems were a bit reluctant in using the new system. With that, SCHF was open 24/7 so it was difficult to minimize workflow disruptions as well. 

The key stakeholders for SCHF were all the doctors, staffs, administrators, nurses, insurers and the vendors who were there behind the implementation of the ERP system. 

Business Problem

Critical thinking in business is characterized as executing measures that decrease or eliminate obstructions that are keeping you or others from achieving operational and key business objectives. 

In business, an issue is a circumstance that makes a hole between the ideal and genuine results. Also, a genuine issue regularly doesn't have a promptly evident goal (What Is Problem Solving in Business?, 2020).

An issue doesn't happen until somebody is accomplishing something and experiences at least one impediments (issues) that keep them from getting the result they need. A total business necessity portrays what somebody is doing, the result they eventually need, why it's essential to their prosperity, the obstructions holding them up, and the results of not getting the ideal result (2020).

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