Provincial Health System: A $25M ICT Capital Portfolio Across 50+ Concurrent Projects
50+ concurrent ICT capital projects delivered across a provincial health system.
Situation
A $1B provincial healthcare program carried a $25M ICT capital portfolio: 50+ concurrent projects covering new construction, infrastructure renewal, clinical systems, and technology decommissioning, including two new-build hospitals. With that many projects in flight and no unified delivery governance, execution was inconsistent and oversight was reactive.
Challenge
The program operated in a complex, politically sensitive public sector environment with strict budget accountability, multiple ministry-level stakeholders, and significant constraints on risk and disruption. Prioritization was reactive, contract scope was loosely managed, and the highest-profile projects lacked a consistent escalation framework.
Approach
As Program Director of ICT capital projects, Morris directed the $25M portfolio through a distributed, fully remote team. He built ICT and clinical technology investment cases for the two hospital construction projects, developed capital plans, roadmap sequencing, and delivery governance, and aligned technology investment with clinical, operational, security, and governance priorities in a highly regulated, audit-intensive environment.
Outcomes
- 50+ concurrent capital projects governed through a distributed, fully remote delivery model
- ICT and clinical technology investment cases built for two new-build hospitals
- Capital plans, roadmap sequencing, and delivery governance established for the portfolio
- Hybrid and remote-work infrastructure stood up for provincial operations
- Roughly $3M in annual savings generated through infrastructure and operating-model changes
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