2.2 Current state assessment, bottom up approach (1/2)
To assess the maturity of our LHD’s digital capabilities, the NSW Health ICT Capability Blueprint was utilised as a framework. Assessing the maturity of each area helps identify gaps and thus opportunities for improvement. The assessment uncovered the following findings against the 6 high level blueprint areas.
Patient Health and Engagement
Clinical Applications
Business Management
The introduction of the eMR has created a good technology foundation for clinical functions. However, functionality gaps exist in the areas of anaesthesia, outpatient, medical device integration, nursing care plans, second level clinical decision support and others. These gaps directly inhibit the organisational goal of reaching a HIMSS EMRAM stage 6 maturity.
► The workforce engagement and business management functions utilised by the LHD are provided by statewide bodies (HealthShare NSW and eHealth NSW) and have a high degree of maturity. ► Misalignments exist in some areas between supported processes and local nuances resulting in perceived
► Patient engagement and population health are major gaps for the LHD. There are a series of technology gaps (e.g. digital bookings, appointment management, consumer entered data) that stop patients taking a more proactive role in their care. ► Majority of patient and population health functions are undertaken manually. This is undermining the LHD’s ability to achieve its strategic ambition of supporting a healthier community. ► No standardised technology capability exist to support research and trials, the management and execution of which are done through a mix of point systems and manual processes. ► Education and training capabilities are well supported by technology. However, staff identified issues with creating on-demand content and multimodal material, as well as giving the public access to quality education materials.
►
maturity gaps. Systems can be integrated and interlinked further to ensure more efficient and
► A number of specialties are not covered by a single integrated eMR e.g. haematology, oncology, anaesthesia. This has resulted in a hybrid patient medical record creating risk in quality of care and inefficiency for staff. ► The Patient Administration System is functioning well but, in its current form, does not meet the growing expectations of consumers and patients in enabling a better patient experience. For example, an electronic integrated request for admission solution.
seamlessly automated processes. For example, SARA, StaffLink and HealthRoster could be better integrated to support end-to-end human capital processes. ► Reporting across the board can be improved, for example to track and measure the success of investments and commissioned services. ► Supporting functions such as ethics management, legal services and project accounting require dedicated tools.
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