Public Health Data Modernization and Transformation Updates

 
Public Health
Data Modernization and Transformation
 
Monthly CDPH Updates
August 2023
 
 
 
 
 
Dana Moore, MPH CPH
Deputy Director, Center for Health Statistics and Informatics
State Registrar
Chief Data Officer
 
Agenda
 
Purpose
Updates
Next Steps
Q&A
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Purpose
 
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:
 
California Health and Human Services
Agency Departments
 
Data Exchange Framework (CDII)
Person Identity Matching Capability Project
(CDII)
CalHHSA Data Governance and Standards
(CDII)
Data Disaggregation Guidelines (CDII)
Common Data Application/ Business Use Case
Proposal
 
California Department of Public Health
 
Data Systems Transformation
Data Modernization Initiative-DMI-CDC
Infrastructure
Information Technology-Future of Public Health
Self-Assessment Tool and TA Guide
CDPH 
Data Governance and Standards
Committees
Workgroups and Taskforces (e.g., SOGI, Surveillance,
Epi Forum)
Syndromic Surveillance/Center for
Preparedness and Response 24-7 Data Hub
Vital Records and Vital Statistics
Modernization and Transformation
 
Updates
 
Data Systems Capabilities
Self-Assessment Tool
 
Data Systems Capabilities
Technical Assistance Guide
 
 
Data
Modernization vs. Transformation
 
Modernization
 
All about applying the latest technologies,
methodologies, and models—including cloud,
agile, automation, and containerization—to an
organization’s legacy IT infrastructure,
architecture, and products to maximize resiliency,
efficiency, agility, and speed.
Enhances the performance of existing products
and systems without changing the business
operating model, while digital transformation
fundamentally improves the business operating
model itself.
Refers to the updating or upgrading of existing
technology systems.
 
Transformation
 
Transformation relies on digital technologies to
dramatically improve how our organization
meets the changing needs of public health and
our stakeholders or improves process
efficiencies.
Transformation involves a radical change in the
way an organization operates, fundamentally
improving the operating model itself.
While modernization shares some of the key
benefits of digital transformation, the key
difference lies in the span of influence within
the department.
 
 
 
Data Systems Capabilities:
Maturity Model Foundational Concepts
 
Data-sharing capacity is likely to be highly variable across and within LHJs
Public health, health care, and social and community service organizations
operate in increasingly data-rich environments
Information is generally collected in silos, by individual organizations, funders and
payers
Challenges with constraints on sharing to ensure compliance with HIPAA and
other health information and privacy policies
Data is more easily share first within an organization/agency/sector, then across
sectors/organizations
Data sharing moves at the speed of trust
 
Data Systems Capabilities
Self Assessment Tool
 
Voluntary
 resource to aid in planning and priority setting for data
and IT modernization/transformation at local and state levels
Information and information technology as a shared and strategic asset
Public Health Informatics Institute, RWJF, CDC, CHOIR (UCB)
LHJs and CDPH programs at different stages of readiness and
capacity for data modernization and transformation
Not uncommon for organizations, even successful ones, to be at
relatively low levels of this model
This reflects the organizational challenges that are inevitable with formally
establishing new ways of working across an organization and then rigorously
evaluating that work.
 
 
 
Data Systems Capabilities
Self Assessment Tool
 
 
Data Systems Capability Maturity Model
Examples
 
 
Data Systems Capabilities
 
Vision, Strategy, Purpose, Aim
Governance
Policies, Procedures, and Practice
Project Management
Data Exchange
Data Management and
Data Quality
Automation
Privacy and Security
Informatics and Analytics
 
 
 
Infrastructure
Funding
IT and Enterprise Architecture
Interoperability
Systems and Data Inventory/
Metadata
Effectively Used and
Well-Designed Systems
Workforce
Communications
Relationships/Buy-in /Stakeholders
 
 
Next Steps
 
Release draft tool and guide for input
Host Local input and listening sessions
Host CDPH program input and listening sessions
CDPH continue to 
update and refine the tool
and TA guide
Release of tool and TA guide
Voluntary, and highly encouraged
Collect data and identify gaps and trends
Inform the CDPH data modernization and
transformation strategy and LHJ outreach
Share findings
Establish a community of practice
 
Feedback
and
Questions
 
THANK YOU!
 
Contact Information
 
Data
 
Dana Moore, Deputy Director, State Registrar, Chief Data Officer
Center for Health Statistics & Informatics
Dana.Moore@cdph.ca.gov
 
Technology
 
John Roussel, Deputy Director, Chief Information Officer
Information Technology Services Division
John.Roussel@cdph.ca.gov
Slide Note

Public Health Data Modernization

CDPH Updates

CDC Public Health Data Strategy/Governance

Vital Records/Statistics Modernization- Digital ID + CalIVRS

Data Governance and Standardization-

Syndromic Surveillance

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Explore the latest updates and key areas in Public Health Data Modernization and Transformation, including California Health and Human Services Agency initiatives, data governance standards, and system enhancements. Learn about the distinction between data modernization and transformation, and how these processes impact organizational operations and efficiencies.


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  1. Public Health Data Modernization and Transformation Monthly CDPH Updates August 2023 Dana Moore, MPH CPH Deputy Director, Center for Health Statistics and Informatics State Registrar Chief Data Officer

  2. Purpose Updates Next Steps Q&A Agenda

  3. Purpose

  4. Provide highlights and critical updates and solicit input in key areas: Provide highlights and critical updates and solicit input in key areas: California Health and Human Services Agency Departments Data Exchange Framework (CDII) Person Identity Matching Capability Project (CDII) CalHHSA Data Governance and Standards (CDII) Data Disaggregation Guidelines (CDII) Common Data Application/ Business Use Case Proposal California Department of Public Health Data Systems Transformation Data Modernization Initiative-DMI-CDC Infrastructure Information Technology-Future of Public Health Self-Assessment Tool and TA Guide CDPH Data Governance and Standards Committees Workgroups and Taskforces (e.g., SOGI, Surveillance, Epi Forum) Syndromic Surveillance/Center for Preparedness and Response 24-7 Data Hub Vital Records and Vital Statistics Modernization and Transformation

  5. Data Systems Capabilities Self-Assessment Tool Updates Data Systems Capabilities Technical Assistance Guide

  6. Data Modernization vs. Transformation Modernization All about applying the latest technologies, methodologies, and models including cloud, agile, automation, and containerization to an organization s legacy IT infrastructure, architecture, and products to maximize resiliency, efficiency, agility, and speed. Enhances the performance of existing products and systems without changing the business operating model, while digital transformation fundamentally improves the business operating model itself. Refers to the updating or upgrading of existing technology systems. Transformation Transformation relies on digital technologies to dramatically improve how our organization meets the changing needs of public health and our stakeholders or improves process efficiencies. Transformation involves a radical change in the way an organization operates, fundamentally improving the operating model itself. While modernization shares some of the key benefits of digital transformation, the key difference lies in the span of influence within the department.

  7. Data Systems Capabilities: Maturity Model Foundational Concepts Data-sharing capacity is likely to be highly variable across and within LHJs Public health, health care, and social and community service organizations operate in increasingly data-rich environments Information is generally collected in silos, by individual organizations, funders and payers Challenges with constraints on sharing to ensure compliance with HIPAA and other health information and privacy policies Data is more easily share first within an organization/agency/sector, then across sectors/organizations Data sharing moves at the speed of trust

  8. Data Systems Capabilities Self Assessment Tool Voluntary resource to aid in planning and priority setting for data and IT modernization/transformation at local and state levels Information and information technology as a shared and strategic asset Public Health Informatics Institute, RWJF, CDC, CHOIR (UCB) LHJs and CDPH programs at different stages of readiness and capacity for data modernization and transformation Not uncommon for organizations, even successful ones, to be at relatively low levels of this model This reflects the organizational challenges that are inevitable with formally establishing new ways of working across an organization and then rigorously evaluating that work.

  9. Data Systems Capabilities Self Assessment Tool Ranking General description 0 - Absent No capability is evident; starting from scratch. No organized, systematic efforts to build informatics capacity, only ad hoc efforts and isolated, individual heroics. 1 - Initial Some organized efforts begun or completed, but not systematically documented or institutionalized. 2 - Managed Systematic, ongoing efforts underway, but no overall method to measure progress or to ensure coordination. 3 Defined Systematic, ongoing efforts underway to measure progress and ensure coordination. 4 - Measured Systematic, ongoing efforts underway with quality improvement activities to align results with guiding vision, strategies and performance metrics. 5 - Optimized

  10. Data Systems Capability Maturity Model Examples

  11. Data Systems Capabilities Infrastructure Funding IT and Enterprise Architecture Interoperability Systems and Data Inventory/ Metadata Effectively Used and Well-Designed Systems Workforce Communications Relationships/Buy-in /Stakeholders Vision, Strategy, Purpose, Aim Governance Policies, Procedures, and Practice Project Management Data Exchange Data Management and Data Quality Automation Privacy and Security Informatics and Analytics

  12. Release draft tool and guide for input Host Local input and listening sessions Host CDPH program input and listening sessions CDPH continue to update and refine the tool and TA guide Release of tool and TA guide Voluntary, and highly encouraged Collect data and identify gaps and trends Inform the CDPH data modernization and transformation strategy and LHJ outreach Share findings Establish a community of practice Next Steps

  13. Feedback and Questions

  14. THANK YOU! Contact Information Data Dana Moore, Deputy Director, State Registrar, Chief Data Officer Center for Health Statistics & Informatics Dana.Moore@cdph.ca.gov Technology John Roussel, Deputy Director, Chief Information Officer Information Technology Services Division John.Roussel@cdph.ca.gov

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