CIO50 Australia 2024: Noel Toal, DPV Health

Name: Noel Toal
Title: Chief Information Officer
Company: DPV Health
Commenced role: August 2019
Reporting line: CEO
Member of the executive team: Yes
Technology Function: 20 IT staff with four direct reports. He also manages 60 non-IT staff across intake, reception and interpreter teams.
 
DPV Health (DPVH), like many community health providers, grapple with several technology issues ranging from fragmented patient data to siloed client management systems (CMS).
 
The healthcare service provider’s siloed CMS for dental, medical, disability and allied health, created a fragmented view of each client. This resulted in incomplete and inaccurate records, hindering quality care patient engagement, record quality and operational efficiency.
 
“Health organisations have always faced the challenge of fragmented patient data across siloed systems, impacting care quality, patient engagement, record quality and operational efficiency,” says DPV Health chief information officer, Noel Toal. “Traditional EMR [electronic medical record] is too complex and expensive for Community Health adoption.”
 
Unifying patient care
 
Toal joined the healthcare provider in August 2019, since then he has been active in Improving the maturity of its ICT operations.
 
This includes the integration of an innovative solution integrates data from multiple CMS into a single, unified patient record. This gives healthcare staff a unified view of each client’s demographics, appointments, services and clinicians.
 
“We developed a custom CRM with API linkage to other CMS and an RPA solution for near real-time Trakcare data updates,” he says. “The CRM unlocks a multitude of benefits for both patients and the organisation.”
 
According to Toal the CRM automates workflows, prioritises referrals based on clinical need, and handles complex funding source matching.
 
This automation has led to a 34 per cent increase in referrals processed and a 29 per cent increase in the provision of clinical services without additional staffing.
 
“CRM powered intake screening tools reduced clinician triage time by 46 per cent, freeing up 4,700 hours of clinical appointment time, expanding clinical appointment availability for new clients,” says Toal.
 
The CRM’s two-way data flow ensures all new client records are entered into the system and updated consistently across all CMS platforms with a unique reference number.
 
“This also enables centralisation of intake functions across services, allowing cross-skilling as we move to reduce team size by 20 per cent,” he says. “This translates to cost savings and a simplified client experience when booking.”
 
This success demonstrates Toal’s ability to influence stakeholders across all levels of the organisation.
 
Exemplifying leadership
 
Toal is known to employ consistent communication, strategic presentations and active engagement with executives to ensure that ICT is not just an afterthought but a vital partner in achieving these organisational goals.
 
He actively shows this through a variety of executive engagement initiatives including monthly CEO meetings to provide ICT insights, highlighting opportunities and potential issues impacting the organisation’s future.
 
Toal also organises major project steering committees to include relevant C-suite executives, which guarantees their direct involvement and buy-in to ICT projects.
 
His creative approach to simplifying complex concepts includes briefing papers and short videos. These easily digestible formats simplify intricate technology concepts and enhance executive understanding.
 
According to Toal consistent communication establishes trust and builds relationships.
“Complex concepts are presented in accessible ways,” he says. “Successful ICT outcomes speak for themselves.”
 
This strategy ensures ICT is an automatic consideration for organisational leaders as they strategise to achieve their objectives, says Toal.
 
“By providing authoritative advice early on, the nominee positions ICT as a vital partner in propelling the organisation forward.”
 
Building strong relationships
 
Toal also directly engages with front-line staff and leaders, understanding their concerns and identifying opportunities for improvement.
 
He believes that regular communication keeps both teams aligned on planned ICT initiatives and their impact on quality objectives
 
“Insights gleaned from meetings and site visits are translated into actionable service and project requests,” he explains.
 
Inclusive workplace culture
 
Along with consistent communication with stakeholders, inclusion is a core value for Toal.
This is evident in the dedication to building a diverse and supportive IT team.
 
He cultivates a thriving environment where everyone feels valued and empowered to contribute.
 
For Toal this starts at the recruitment phase where he actively seeks a diverse candidate pool, ensuring inclusion from the very beginning.  He champions unbiased processes, creating equal opportunities for growth and development within the team.
 
“A partnership with Melbourne Polytechnic provides work placements and permanent roles for students from their Overseas Qualified Program,” he says. “This initiative has led to a rich multicultural team composition, fostering a spirit of collaboration and cross-cultural understanding.”
 
Toal and other team leaders actively celebrate cultural differences. Important religious and cultural events like Ramadan, Holi, and Diwali are acknowledged with respect and support.
 
Flexible work arrangements and adjustments are also made for Muslim staff during Ramadan, allowing them to observe their faith without compromising work commitments.
 
“Every team member is treated with respect, valued for their skills and contributions, regardless of their gender, sexual orientation, disability, or cultural background,” he says.