Impediments to advancing our strategic plan
Healthy communities Major advancements were made in virtual care models during the COVID-19 pandemic, yet more can be done. Significant investment will be needed for our LHD to expand the use of virtual technologies through enhanced models of care, where appropriate, that address health issues or patient deterioration before or post hospitalisation for instance. Connected person-centred care The digital end-to-end patient experience is at its infancy, underpinned by a combination of manual and digital processes. Patients do not have the ability to ‘take control’ of their health journey with self -service tools or services e.g.: electronic bookings, appointment management, digital pre-admission forms etc. Furthermore, the process of unifying records across care settings is still highly disconnected creating the need for the patient to continue being the conduit of information sharing. For example, most referrals from GPs to hospitals are still paper based and the quality of discharge summaries is lacking, if ever delivered back to the referrer. Evidence-based decision making While we collect a lot of data in our day to day work, and while we have many reports and dashboards, it is still very difficult to derive insights from the data to truly drive change. Often, our staff must manually join data across multiple systems and reports to achieve something useful. For example, there are many missed opportunities to use the eMR collected data to help clinicians make better decisions. Responsive and adaptable organisation The ICT team have fostered and built good relationships and partnerships with the clinical, operational and administrative parts of the organisation. To continue responding to the needs of the organisation, the ICT function must improve a combination of existing capacity constraints, capability gaps, a lack of cohesiveness across ICT teams and improve the governance surrounding how demand is managed. Engaged and empowered workforce The usability of many clinical systems requires focused investments to be more intuitive, to enhance staff productivity and improve user experience for example through decision support that goes beyond basic alerts. Our staff should feel empowered in using the eMR and our other tools, rather than feel that it is the laborious part of their job. Mobility is improving, however more focus is needed to enable native mobile applications so clinical, operational and administrative work can be completed on the go using the right device for each job.
Executive Summary | Enabling the Strategic Plan
Advancing our strategic plan
While our LHD has, over the years, utilised technology to improve delivery of care and enhance operations, many opportunities still exist to better enable delivery of our strategic plan and focus areas through digital technologies.
These are the key digital impediments to advancing our strategic plan as articulated by our staff.
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