Executive Summary | Digital Strategy Key Considerations
Partnerships WO R K I N G T O G E T H E R T O AC H I E V E T H E AS P I R A T I O N S O F T H E D I G I T A L S T R A T E G Y
Managing Change
R E D U C I N G D I S R U P T I O N W H I L E M E AS U R I N G O U T C O M E S AN D R E A L I S I N G B E N E F I T S
All of the proposed initiatives require significant change management and benefits realisation focus to ensure the resulting technology is successfully embedded in everyday use, staff are adequately trained, and the expected benefits are realised.
Implementing this Digital Strategy requires internal and external stakeholders working together in partnership to achieve the envisioned outcomes. This includes LHD executives, staff, the local ICT function, the Central Coast LHD (as we share the ICT function), as well as NSW Health (Agencies, Pillars and Shared Services organisations), the community, and other government agencies.
Funding
E N S U R I N G F I N AN C I A L S U S T A I N AB I L I T Y
Single Digital Patient Record
Funding is an important consideration without which the vision and outcomes outlined in the Digital Strategy cannot be achieved. In many cases, a business case will be required to seek funding support for major initiatives as BAU funding will not be sufficient. Recurrent operational expenditure funding will play an increasingly important role as technology continues to move away from the traditional capital expenditure funding models.
B A L AC I N G I N V E S T M E N T W I T H P AR T N E R S H I P
A significant focus of the Digital Strategy is enhancing and supplementing the eMR, in alignment with the NSW Health vision for a Single Digital Patient Record (SDPR). This is a key consideration that must be continually reassessed to ensure the current decision of aligning to the SDPR continues to be the most viable option for the NSLHD.
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