2.2 Current state assessment, bottom up approach (2/2)
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.
The ICT Function
Access and Information
Security and Infrastructure
► Capacity is the major challenge associated with devices and channels at our LHD. Staff do not always have access to the right equipment in each clinical situation and many systems have not been designed or rendered for use on mobile devices. ► The lack of tools to track and manage devices through their lifecycle creates an administrative and financial burden. ► Analytics and reporting is embedded well within the organisation but further optimisation is needed as extracting data from systems, particularly statewide systems, is difficult and not timely. Data must be live and always available and accessible. ► Data literacy across the LHD must be enhanced to allow people to better utilise data and analytical tools. ► The Integration and interoperability function has ageing infrastructure that should be refreshed. Multiple integration engines across clinical and building management exist.
► While the security and infrastructure capabilities are generally mature, technology infrastructure must evolve to align with the greater demand for internet and cloud services. ► There is a need to upgrade ageing and outdated on- premises hardware. Continuous investigation and alignment is needed in the area of As-a-Service offerings be it from the state or cloud vendors. This will also have the impact of moving costs away from the traditional Capital expenditure model to a recurrent Operational expenditure model. ► Capacity constraints and loss of redundancy pose challenges for the LAN and WAN, respectively. ► Cyber security is a top-priority area for the LHD. Work is underway to lift maturity against state and national policies (e.g.: the “Essential 8” and “mandated 25”). More could be done to improve security tools, enhance encryption, and to foster cyber aware processes and culture.
► The ICT team has over the years developed a good partnerships with the clinical, operational and administrative parts of the organisation. However, they are limited by gaps: ► In capability (e.g. DevOps, immature Virtualisation and configuration management) and capacity ► In capacity issues are caused by a lack of staff in high demand areas such as in program and project management roles, service integration, application management, business analysis ► Processes that are still maturing. For example, release and deployment does not occur in a defined or transparent way. ► Management of health facilities is highly manual, which make the management of equipment and assets difficult, undermining financial sustainability and effectiveness. Even though asset management systems exist, they are not mature and lack integration with other corporate systems. ► Communication tools such as nurse call and paging are in need of modernisation. ► Wayfinding is limited and not rolled out effectively across all facilities.
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