The Health Board has a clear Digital Strategic Framework that is aligned to national priorities and supports long-term service improvement. The Health Board has strengthened its governance arrangements for digital transformation, and a structured programme of digital projects is in place. However, weaknesses in financial planning, benefits realisation, and assurance reporting limit the Board’s ability to fully understand progress, risks, and impact. While digital infrastructure and cyber controls have improved, assurance over long-term resilience remains limited, particularly in relation to capital planning, legacy systems, and disaster recovery. 
Although the Health Board recognises the potential of AI, governance arrangements remain underdeveloped. The Digital Strategic Framework sets out high-level ambitions but lacks clarity on implementation, resourcing, risk management, and oversight. At the same time, the organisation does not yet have a comprehensive understanding of its digital skills and workforce capacity, with low uptake of self-assessment tools, no co-ordinated training plan, and reliance on small numbers of specialists creating resilience risks. 
Engagement with staff and service users has supported some positive digital developments, but approaches are inconsistent and lack formal structure, including the absence of a Board-approved digital engagement or inclusion plan. Overall, the Health Board is progressing a range of digital initiatives and shows commitment to transformation. However, gaps in strategic risk management, workforce planning, benefits evaluation, and long-term investment planning weaken assurance that digital investment will consistently deliver sustained improvements in service quality, efficiency, and accessibility.