Building an Informatics-Savvy Health Department

Slides:



Advertisements
Similar presentations
Benchmarking as a management tool for continuous improvement in public services u Presentation to Ministry of Culture of the Russian Federation u Peter.
Advertisements

PHAB's Approach to Internal and External Evaluation Jessica Kronstadt | Director of Research and Evaluation | November 18, 2014 APHA 2014 Annual Meeting.
Assessing Capabilities for Informatics Enabled Change: The LISA Toolset Informatics Capability Development LISA – Local Health Community Informatics Strategic.
Important Information Have you got a username and password for the school SRF account? If your school has not registered before then you can do this if.
Commissioning Self Analysis and Planning Exercise activity sheets.
District Leadership Module Preview This PowerPoint provides a sample of the District Leadership Module PowerPoint. The actual Overview PowerPoint is 73.
Monitoring & Evaluation Capacity Strengthening Workshop WORKSHOP INTRODUCTION AND OVERVIEW.
Phase-1: Prepare for the Change Why stepping back and preparing for the change is so important to successful adoption: Uniform and effective change adoption.
Mini INTRODUCTION Evidence-Informed Policy Making Training.
Stages of Research and Development
JMFIP Financial Management Conference
Mgt Project Portfolio Management and the PMO Module 8 - Fundamentals of the Program Management Office Dr. Alan C. Maltz Howe School of Technology.
Information for Parents Statutory Assessment Arrangements
Evaluation Of and For Learning
SCHOOL BASED SELF – EVALUATION
Office 365 Security Assessment Workshop
Information for Parents Statutory Assessment Arrangements
Welcome! Enhancing the Care Team May 25, 2017
Position Descriptions for Public Health Informaticians
Items in red require your input
Discussion of CRVS strategies
National Association For Court Management
Program Review For School Counseling Programs
Investment Logic Mapping – An Evaluative Tool with Zing
Building the foundations for innovation
Thank you..
KP to add NSF Logo and Grant #
Lisa Raphael Laura Costello Jack Lumbley Melissa Dodson SEDL
QUALITY IMPROVEMENT FINAL QUARTERLY COLLABORATIVE WORKSHOP
HEALTH IN POLICIES TRAINING
Continuous Improvement through Accreditation AdvancED ESA Accreditation MAISA Conference January 27, 2016.
Improve Business Satisfaction by 10% Through Business Relationship Management Relationship management is the #1 driver of business satisfaction with IT.
Collective Impact Fall 2017.
9/16/2018 The ACT Government’s commitment to Performance and Accountability – the role of Evaluation Presentation to the Canberra Evaluation Forum Thursday,
TSMO Program Plan Development
One ODOT: Positioned for the Future
Chapter 16 Nursing Informatics: Improving Workflow and Meaningful Use
Research Program Strategic Plan
Board and Staff Roles 2014 Capacity Building Institute
Asset Governance – Integrated Strategic Asset Management
Getting Started with Your Malnutrition Quality Improvement Project
Telling Your SSIP Story
Establish Process Governance
Roadmap to an Organizational Culture of QI
Items in red require your input
Items in red require your input
My Performance Journey
An Introduction to Senior Friendly Care
Implementation, Monitoring, and NM DASH
Engaging Institutional Leadership
Chicago Public Schools
Family and Community Services
Connecticut Core Standards for English Language Arts & Literacy
K–8 Session 1: Exploring the Critical Areas
Standard for Teachers’ Professional Development July 2016
Employee engagement Delivery guide
School-Wide Positive Behavioral Interventions and Supports (SWPBIS)
Working SMART How Leaders can Align Attendance with School Goals, Structures and Functions Welcome - Introductions Name of the session – We all know that.
Welcome to Your New Position As An Instructor
Environment and Development Policy Section
Developmentally Appropriate Practices (DAP)
KEY INITIATIVE Financial Data and Analytics
KEY INITIATIVE Shared Services Function Management
KEY INITIATIVE Financial Data and Analytics
MODULE 11: Creating a TSMO Program Plan
Using State and Local Data to Improve Results
Tracie Wills Senior Commissioning Officer
College of Social Sciences
Module 9: Capability Maturity Model (CMM) and Self-Assessment
INTERNATIONAL GENDER UNIT
Presentation transcript:

Building an Informatics-Savvy Health Department Defining, assessing and strengthening our information capabilities Notes to the facilitator: Feel free to use your agency’s design template for these slides or add images from your agency to make the presentation more visual and engaging. The speaking notes below and on the following slides are suggestions only, largely based on what seemed to work in health departments conducting similar events. Depending upon the number of people participating, the size of your agency and how programs are involved, you would likely start with introductions. Be sure to introduce yourself and why you are facilitating. This slide deck would presumably occur after opening remarks by a senior leader, who would lend legitimacy and support to the meeting. Suggested speaking notes: Welcome and thank you to everyone who made the effort to attend today. It’s a rare opportunity for so many staff from across the health department to convene to discuss what is arguably the most important resources we have other than our staff: information. Information is the life blood of all of our programs, the basis upon which we make our decisions, and the basis for our relationships with many of our community partners. <your logo here>

Overview of the day Welcome, introductions and opening remarks Introduction to building an informatics-savvy health department <insert rest of the agenda> Suggested speaking notes Here is a view of our agenda for today. <Provide a high-level review of the day, not the details of the large and/or small group process or the self-assessment instrument itself. <Include something about lunch plans> We plan to end at _________.

What does it mean to be “informatics-savvy?” And what exactly is informatics? Suggested speaking notes But first, what does it mean to be “informatics-savvy?” What is informatics and why do we care about it? How is it relevant to us? <You might ask participants if they have a definition of informatics that works for them.>

An applied science and discipline 5/27/2019 An applied science and discipline Public health informatics is the science that supports effective use of information and information technology to improve population health outcomes. Suggested speaking notes This definition comes from the Public Health informatics Institute and is meant to convey the applied and practical nature of informatics. It is applied, it’s about effective use of both information and information technology, especially effective use of information. In fact, PHII says that informatics is most often more about sociology than technology. And it’s ultimate purpose is improved population health outcomes. So, like epidemiology, public health informatics supports effective decision making through useful and high quality information.

Defining Informatics-Savvy Informatics-Savvy Health Department Informatics vision and strategy Skilled workforce Well-design, effectively used systems Suggested speaking notes If that is informatics, what is an “informatics-savvy health department?” How would we know one if we saw one and, most important, are we one? PHII defines an informatics-savvy health department as having three core attributes: A clear vision and strategy for how information and information technology are managed strategically, as critical resources. A staff skilled in using information and information technology tools. Information systems are thoughtfully designed to effectively and efficiently support the work of the staff.

Defining Informatics-Savvy How the agency uses information and IT Organizational approach to interoperability Effective relationship with community partners and IT Policies to ensure confidentiality, security and data integration Informatics Vision & Governance Strategies to improve informatics knowledge and skills Informatics unit with agency-wide responsibilities Program managers with knowledge and skills in informatics principles, methods and tools Skilled Workforce Information systems effectively meet the information needs, workflows and practices of staff and programs Interoperable systems Sound project management principles guide IT projects Well-designed & effectively used systems Suggested speaking notes The self-assessment questionnaire we are going to work through today is based on those three core attributes, each of which has 10-12 specific and measurable capabilities, which you will become familiar with shortly if you haven’t already reviewed them.

Why be informatics-savvy? 5/27/2019 Why be informatics-savvy? Effective use of information and information technology increasingly seen as critical for health departments Pressing external drivers Meaningful Use, population health initiatives, demand for more current information Pressing internal factors Shrinking budgets and workforces, challenges getting information out of systems for decision making, aging information systems, health department accreditation, central IT absorbing IT staff (and informatics knowledge) Informatics now seen as a core science within public health to help meet these demands Note: You may want to change this slide to include specific factors and drivers for your health department. Suggested speaking notes Why is this important to us today? HDs struggling to keep up with new information demands, both internal and external. Informatics now widely seen as a core science within public health. Any staff person working with information or information technology needs at least some basic informatics knowledge and skill. So how do we assess how informatics-savvy we are currently? And how do we identify what new skills, policies, strategies and technologies will help get us where we want to be?

We will begin with a self-assessment instrument developed by the Public Health Informatics Institute. The instrument has been used by local, state and territorial health departments of all sizes since 2014, helping them to see where their strengths were, and where they needed to improve. In all cases, the fact that staff from across the entire health department came together to discuss information – something critical to each of their areas – was a huge step forward in thinking more strategically and in a more coordinated way about information and information technology The instrument is based on the Capability Maturity Model which describes the progressive stages an organization advances through as it adopts a new process or practice.

CMM Response Categories CMM Level Name General Description 0 - Absent No capability is evident; “starting from scratch.” 1 - Initial No organized, systematic efforts to build informatics capacity, only ad hoc efforts and isolated, individual heroics. 2 - Managed Some organized efforts begun or completed, but not systematically documented or institutionalized. 3 - Defined Systematic, ongoing efforts underway, but no overall method to measure progress or to ensure coordination. 4 - Measured Systematic, ongoing efforts underway to measure progress and ensure coordination. 5 - Optimized Systematic, ongoing efforts underway with quality improvement activities to align results with guiding vision, strategies and performance metrics. As you see when we get into the self-assessment, there are defined response categories for each of the questions. This makes it more objective and repeatable than using a simple Likert scale. It will make it easier for us to actually measure progress over time. The Capability Maturity Model also works well for both non-technical and technical staff. By the way, most organizations only score in the 1-3 range; it’s rare for organizations to score 4 or above. Since our information demands and needs are evolving so fast, we should not be worried that we are not as far along as we might like.

Lessons from other health departments Staff coming together from across the agency to discuss information capabilities and challenges is a rare and valuable undertaking. Staff/programs realize they have more challenges in common than expected. Strategies for addressing challenges collaboratively or at the agency level have a more lasting impact.

Questions? Suggestions?