Creating a Culture of

Data Use to

Drive Quality

Improvement &

Innovation

Presented by: Marla Jackson & Jennifer VothAMHO ConferenceMay 28th, 2019

INTROS

Marla JacksonManager, Research & EvaluationHôtel-Dieu Grace HealthcareWindsor, ON

Jennifer VothResearch AssociateHôtel-Dieu Grace HealthcareWindsor, ON

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WE HAVE A PROBLEM

Many people don’t feel empowered to work with data…

Suffering from FUD (Fear. Uncertainty. Doubt)

Complicated Technology

Lack of Data UseProcesses

…which results in limited use of evidence to drive decisions about planning and delivery of services

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THE CHALLENGE

Data is everywhere right now. And people are demanding it.

But many organizations like ours are struggling to figure out how to build capacity to work with data.

You don't need a data scientist…

You need a data culture.

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CASE STUDY #1“BEFORE”

High profile programPerceived need Passionate staff Goals set Clinical assessments

Database

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Little planning for data No clear accountability for data No staff to enter data Dbase not operationalized No technical expertise for analysisNo dedicated time for review No professional development for data

Program Planning Current State Program Implementation

The Challenge: New, Innovative Program Implemented Without a Data Culture

321 Manual, compliance reporting Unable to do CQI Unable to demonstrate success Difficulty in ‘telling their story’ Challenged to grow

Building a Culture of Data Use…

WE HAVE A SOLUTION

…means making sure that staff at all levels use data everyday, for a variety of reasons

Data

ReportingAnalysis

Collaborative Interpretation

Decision-Making

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Improving outcomes for clients and communities

WHY BUILD A DATA CULTURE?

Communicating your message and showing your impact

Strengthening the mental health system

Data is an asset that supports…

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Continuously improving your programs and services

Two main functions of a data use culture:

Data Production

ESSENTIALCOMPONENTS

InformationUse

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POLICY

Having a strong data use culture means having …

Strong Data Leadership.

Communicate the value of using data to support clinical

judgement and improve programs and services to all staff– not just technical staff.

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PRACTICE

Having a strong data use culture means that …

People Demand Data.

Staff at all levels value, seek out, and use data as a way of

improving programs and services for clients and families.

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PRODUCTS

Having a strong data use culture means having …

The ability to process and analyze data into a useable

format.

The infrastructure and systems are in place to collect and produce high

quality data that is trustworthy, understandable, and actionable

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PEOPLE

Having a strong data use culture means having …

Broad Data Capacity.

Staff understand their role as data producers and users in collecting, analyzing, reporting, and applying

data to inform decisions.

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The Framework for a Data Use Culture

THE 4 Ps

1Policies

2Practices

3 4Products People

Management structures and policies in place to support a data use culture

Consistent practices in place to support a data use culture.

Systems and people in place to collect and produce timely, accurate, understandable and actionable data.

Workforce supports in place that are key to a data use culture

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CURRENT STATE ASSESSMENT

Handout: Data Use Culture Self Assessment

Complete each section as best you can. Calculate your total score for each section.

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PUTTING IT ALL TOGETHER

Improved programs and

services for clients and

communities

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A Theory of Change…

Products

PracticesPolicies

People

Information Use

Data Production

1. Lay the Foundation

2. Assemble the Team3. Put it in Motion

USING DATA TO MAKE DECISIONS:

CASE STUDY #2

HOW TO :Creating a Data

Culture

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Laying the Foundation

Putting it in Motion

Assembling the Team

Identifying the problems you are trying to solve, what you would liketo achieve, and establishing leadership support

Appropriately trained and supported stakeholders and resources.

Wide spread training and communication,as well as policy and procedure development.

1 2 3

Laying the Foundation

How To: Laying the

Foundation

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• Purpose and Goals

• Executive Sponsor and Leadership Support

• Data Strategy

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Tips for Laying The Foundation

Start small and build trust

Enlist champions from clinical areas

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Involve staff/end users early

Avoid labeling as a “Project”

Build policies and procedures only as needed

Tools for Laying the Foundation

Analytics Capability Assessment

Data Strategy Worksheet

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CCI | Center for Care Innovations

Assembling a Team

HOW TO: Assembling a Team

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• Data Governance ‘Committee’

• Data ‘Stewards’

• Data Analysts and Services

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Tips for Assembling

a Team

No need to establish separate committee at the beginning

Data Steward is usually a new responsibility given to an existing leadership role.

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Data Services positioned to serve internal clients with ‘products’ to meet expressed needs.

Data Governance Charter

Data Governance Committee Agenda

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CCI | Center for Care Innovations

Data Governance Committee Plan Data Steward

Responsibilities

Data Analyst Job Description

Tools for Assembling the

Team

Putting it in Motion

HOW TO: Creating a Data

Culture

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• Communications

• Training

• Policies and Procedures

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Tips for Putting itin Motion

Communication structure and plan are essential – accounting for all departments

Training in DATA LITERACY is key: Visualizations essential to increasing data literacy

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Importance of Data Visualization

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Before After

30+ pages x 2 Reports per Unit 1 Page Summary Per Unit

Tools for Putting it in Motion

Communications Plan Policies and Procedures

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CCI | Center for Care Innovations

Training and Data Literacy Plan

USING DATA TO MAKE DECISIONS:

CASE STUDY #2

Mobile Outreach and Support Team (MOST)

Laying the Foundation

• High profile program • Strong leadership support + multiple partners • Prioritizing evidenced based decision making and

continuous quality improvement • Engaged Research and Planning to support from the

beginning • GOAL: to demonstrate effectiveness to wide

audience

CASE STUDY #2: “AFTER”

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USING DATA TO MAKE DECISIONS:

CASE STUDY #2 Needs Based Planning

Case Study #2: AFTER

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USING DATA TO MAKE DECISIONS:

CASE STUDY #2

Project Charter

Case Study #2: AFTER

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Data Strategy

Mobile Outreach and Support Team (MOST)

Assembling a Team

• Regular, collaborative meetings with all stakeholders

• Engagement of Communications professionals onto team

• Staff at all levels involved in identifying sources of data and information to support decision-making

• Research and Planning staff dedicated as Data Stewards and Analysts for Pilot

CASE STUDY #2: AFTER

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Case Study #2:After

Policies Practices Products People

Management structures and policies in place to support a data use culture

Consistent practices in place to support a data use culture.

Systems and people in place to collect and produce timely, accurate, understandable and actionable data.

Workforce supports in place that are key to a data use culture

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Putting it in Motion

USING DATA TO MAKE DECISIONS:

CASE STUDY #2 Policies/Leadership

Case Study #2: AFTER

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“The intention of MOST is not to move folks in and out

but rather improve their quality of life at the point and

time of which they are seen,” said Janice Kaffer,

president and CEO of Hôtel-Dieu Grace Healthcare.

“Not only do we now have the ability to stock and

distribute basic care needs like socks and food, but also

provide a new opportunity of bringing services to this

vulnerable population,” said Joyce Zuk, executive

Director at FSWE.

USING DATA TO MAKE DECISIONS:

CASE STUDY #2 Practices

Case Study #2: AFTER

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USING DATA TO MAKE DECISIONS:

CASE STUDY #2 Products

Case Study #2: AFTER

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People

Case Study #2: AFTER

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KEY MESSAGES

Don’t wait for a miracle

Identify Champions

“Democratize” Data for Everyone

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Pay attention to data visualization

Focus on all 4 Ps

Thank you.

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