1.1 A Digital Strategy to guide future digital investments
Diverse district, distinct challenges
Much has been achieved working together
A Digital Strategy to guide technology investments
Northern Sydney Local Health District (NSLHD) spans nine local government areas across a 9,000 km 2 area. It is home to one million people who access services through ten hospitals, along with affiliated health organisations and public private partnerships. Population and demographic trends create distinct challenges and opportunities that NSLHD must meet, including: ► Our population is growing and ageing . By 2036, 20% of the population will be over 65, the largest growth compared to any other demographic over the next
NSLHD has made big strides in the last five years, not least through the use of digital solutions, to be agile in response to the COVID-19 global pandemic. Key technology achievements beyond the pandemic response include: ► Australia’s first implementation of the Clinical Health Information Exchange product to enable continuity of care with NBH. ► Implementation of COVID-19 vaccination and testing clinics and the award winning Virtual Hospital for monitoring COVID-19 patients. ► Implementation of multiple major eMR enhancements including eMeds, Advance Care Planning and End of Life Care as well as the Clinical Application Reliability Improvement (CARI) program to improve business continuity for the eMR. ► Implementation of the new Intensive Care Clinical Information System (eRIC), an enterprise-wide ICU clinical information system integrated with other systems including the eMR, Radiology and Pathology. ► Rollout of the Radiology Information System and Picture Archive and Communication System (RIS-PACS) to replace the previous medical imagine system.
Significant improvements in technology have helped NSLHD provide better health outcomes for our population. However, much has changed since the last IT plan released in 2016: ► Demographic trends in our population create new challenges and expectations from our communities. ► The local aspirations of our staff have evolved to be more ambitious and demand more from the technology we use in our work environment. ► The ICT organisational design changed to provide greater focus on business relationships, improve service delivery and cyber security. ► Changes in the macro healthcare landscape demand new technology to support emerging models of care. To meet these challenges, and to ensure that future digital investments enable our Strategic Plan and are in alignment with statewide NSW Health strategies, it is the right time to refresh our Digital Strategy. By more effectively leveraging technology, we can deliver affordable and accessible patient-centred care, improve the overall health of our communities, engage and develop our workforce and ensure our organisation is agile and insights driven fuelled by real time access to data. The Digital Strategy 2021-2026 sets the technology vision and focus areas for our LHD over the next five years and articulates a roadmap to achieve this vision. This document should be used as a guide for priorities, a way to plan the project pipeline and a reference point for proposed work.
decade. While we must plan services and meet demand accordingly, we expect that technology will play a role in enhancing the continuity of integrated care and help support our community through irrespective of setting. Our residents compare favourably on most socioeconomic and health indicators against the rest of NSW, including a lower standardised mortality ratio. However, there is a higher mortality for stroke than the NSW average and sub-groups of NSLHD do not enjoy the same socioeconomic or health status. We need to
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continue supporting healthy lifestyles through preventative health interventions and virtual care options, and use data to drive community wellness. Ensuring our services are equitable and accessible is paramount. ► Our residents have, on average, greater access to both public and private health services , with 71% of
► Rollout of the new statewide Incident Management System (ims+).
► Implementation of the Oncology Management Information System.
► Implementation of digital health technology at Hornsby Hospital including the patient queue management system and the pharmacy robot. ► Patient Wi-Fi services for patients and visitors on personal devices.
the population having access to private health insurance. This creates greater opportunities for partnerships.
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