DHCW leads digital work for NHS Wales, focusing on national systems and programmes. However, its Organisational Strategy gives less attention to its own internal digital needs. Its Integrated Medium Term Plan (IMTP) offers more detail on internal improvements but does not clearly explain expected benefits or outcomes. 

The Board receives regular reports, but these mostly cover national programmes. Oversight of internal digital transformation is weaker. This means the Board cannot track progress, costs, and benefits closely. As a result, it has less confidence that internal investments provide value. 

DHCW supports work on cyber security and emerging technologies such as AI. However, reporting focuses mainly on NHS Wales-wide risks, with less attention on DHCW’s own infrastructure and cyber risks. As a result, it is harder to identify and manage internal risks. 

DHCW plans to strengthen the digital skills of its workforce, but its approach is still developing. It has made progress in assessing workforce capability, but this has been slower than planned. As a result, DHCW still does not fully understand or address all key skills gaps, which may affect its ability to deliver digital transformation effectively.

Financial uncertainty makes internal digital transformation harder. Most funding is short term and focused on national systems, which reduces flexibility for internal investment. Financial reports do not clearly separate internal and national spending, limiting transparency and assurance.