Cargando…

2514: Governance for a decentralized informatics academic environment

OBJECTIVES/SPECIFIC AIMS: Due to scope and breadth of research activity and infrastructure capacities at academic medical centers, the discipline of Biomedical Informatics is often deployed in a decentralized manner through geographically dispersed and unrelated organizational units. As a result, wi...

Descripción completa

Detalles Bibliográficos
Autores principales: Fogg, Thomas, Demment, Margaret, Chang, Jack, Holt, Kathleen, Li, Dongmei, McMurray, Helene, Pinto, David, Dye, Timothy De Ver
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Cambridge University Press 2018
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6799350/
http://dx.doi.org/10.1017/cts.2017.86
_version_ 1783460265227976704
author Fogg, Thomas
Demment, Margaret
Chang, Jack
Holt, Kathleen
Li, Dongmei
McMurray, Helene
Pinto, David
Dye, Timothy De Ver
author_facet Fogg, Thomas
Demment, Margaret
Chang, Jack
Holt, Kathleen
Li, Dongmei
McMurray, Helene
Pinto, David
Dye, Timothy De Ver
author_sort Fogg, Thomas
collection PubMed
description OBJECTIVES/SPECIFIC AIMS: Due to scope and breadth of research activity and infrastructure capacities at academic medical centers, the discipline of Biomedical Informatics is often deployed in a decentralized manner through geographically dispersed and unrelated organizational units. As a result, without a conscious strategy, an academic medical center risks redundant effort and gaps in resources, and perhaps poor coordination. A mechanism to bring together disparate organizational entities to identify, discuss, and negotiate Informatics-related concerns may produce a better institutional research environment. The University of Rochester (UR) has implemented such a strategy of Informatics governance, adapting tactics from team science, diplomacy, and deliberative engagement. METHODS/STUDY POPULATION: Based on current needs and institutional Informatics priorities, the UR’s Clinical and Translational Science Institute (CTSI) established 6 Informatics “clusters” in distinct but deliberately overlapping focal areas: (1) Data—capture, management, and analysis of all types of data for research. (2) Analytics—quantitative research across the spectrum of translational research. (3) Infrastructure—technical and computing infrastructure to support informatics. (4) Electronic health records (EHR)—(i) features within the EHR explicitly designed to address the needs of research; (ii) accessing and procuring EHR data for research. (5) Population health—Informatics design and systems expertise relevant to population health research (a key CTSI focus area). (6) Education—development, deployment, and assessment of Informatics learning opportunities for learners at all levels. Each cluster facilitates access to expertise and resources around the institution, promotes collaboration, identifies redundancy, and serves as a forum to strategize regarding institutional needs related to Biomedical Informatics. A CTSI faculty or staff member leads each cluster. To maximize effectiveness of the cluster, other members are decision-makers in the organizations they represent, or serve in a critical staff function. Clusters meet in person on a quarterly basis with more frequent electronic interaction. The clusters share documents via Box, a secure online file sharing app. The cluster coordinators meet as a group on a biweekly basis to monitor progress and make plans. RESULTS/ANTICIPATED RESULTS: There were 45 different people representing 46 distinct centers, departments or offices, and 2 outside agencies agreed to participate in the clusters. In total, 20 people represented a single organizational unit; 15 represented 2 units; 8 represented 3 units, and 2 represented 4 units. The richness and complexity of these organizational linkages illustrates the decentralized nature of Informatics at the institution and the promise of the cluster approach. DISCUSSION/SIGNIFICANCE OF IMPACT: Adapting to a decentralized Informatics environment, the CTSI established clusters that recognize and respect autonomy and capacity of a wide range of units throughout the university, creating a collaborative atmosphere for steering and implementing an overall Informatics vision. As Informatics capacity rapidly expands throughout growing biomedical research institutions without a centralized Informatics hub, this distributed, deliberative approach could offer an effective governance solution that promotes cooperation. In this model, the CTSI provides the leadership and staffing necessary to ensure progress at the institutional level around Informatics and creates a venue for communication and coordination on Informatics-related topics.
format Online
Article
Text
id pubmed-6799350
institution National Center for Biotechnology Information
language English
publishDate 2018
publisher Cambridge University Press
record_format MEDLINE/PubMed
spelling pubmed-67993502019-10-28 2514: Governance for a decentralized informatics academic environment Fogg, Thomas Demment, Margaret Chang, Jack Holt, Kathleen Li, Dongmei McMurray, Helene Pinto, David Dye, Timothy De Ver J Clin Transl Sci Biomedical Informatics/Health Informatics OBJECTIVES/SPECIFIC AIMS: Due to scope and breadth of research activity and infrastructure capacities at academic medical centers, the discipline of Biomedical Informatics is often deployed in a decentralized manner through geographically dispersed and unrelated organizational units. As a result, without a conscious strategy, an academic medical center risks redundant effort and gaps in resources, and perhaps poor coordination. A mechanism to bring together disparate organizational entities to identify, discuss, and negotiate Informatics-related concerns may produce a better institutional research environment. The University of Rochester (UR) has implemented such a strategy of Informatics governance, adapting tactics from team science, diplomacy, and deliberative engagement. METHODS/STUDY POPULATION: Based on current needs and institutional Informatics priorities, the UR’s Clinical and Translational Science Institute (CTSI) established 6 Informatics “clusters” in distinct but deliberately overlapping focal areas: (1) Data—capture, management, and analysis of all types of data for research. (2) Analytics—quantitative research across the spectrum of translational research. (3) Infrastructure—technical and computing infrastructure to support informatics. (4) Electronic health records (EHR)—(i) features within the EHR explicitly designed to address the needs of research; (ii) accessing and procuring EHR data for research. (5) Population health—Informatics design and systems expertise relevant to population health research (a key CTSI focus area). (6) Education—development, deployment, and assessment of Informatics learning opportunities for learners at all levels. Each cluster facilitates access to expertise and resources around the institution, promotes collaboration, identifies redundancy, and serves as a forum to strategize regarding institutional needs related to Biomedical Informatics. A CTSI faculty or staff member leads each cluster. To maximize effectiveness of the cluster, other members are decision-makers in the organizations they represent, or serve in a critical staff function. Clusters meet in person on a quarterly basis with more frequent electronic interaction. The clusters share documents via Box, a secure online file sharing app. The cluster coordinators meet as a group on a biweekly basis to monitor progress and make plans. RESULTS/ANTICIPATED RESULTS: There were 45 different people representing 46 distinct centers, departments or offices, and 2 outside agencies agreed to participate in the clusters. In total, 20 people represented a single organizational unit; 15 represented 2 units; 8 represented 3 units, and 2 represented 4 units. The richness and complexity of these organizational linkages illustrates the decentralized nature of Informatics at the institution and the promise of the cluster approach. DISCUSSION/SIGNIFICANCE OF IMPACT: Adapting to a decentralized Informatics environment, the CTSI established clusters that recognize and respect autonomy and capacity of a wide range of units throughout the university, creating a collaborative atmosphere for steering and implementing an overall Informatics vision. As Informatics capacity rapidly expands throughout growing biomedical research institutions without a centralized Informatics hub, this distributed, deliberative approach could offer an effective governance solution that promotes cooperation. In this model, the CTSI provides the leadership and staffing necessary to ensure progress at the institutional level around Informatics and creates a venue for communication and coordination on Informatics-related topics. Cambridge University Press 2018-05-10 /pmc/articles/PMC6799350/ http://dx.doi.org/10.1017/cts.2017.86 Text en © The Association for Clinical and Translational Science 2018 http://creativecommons.org/licenses/by/4.0/ This is an Open Access article, distributed under the terms of the Creative Commons Attribution licence (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted reuse, distribution, and reproduction in any medium, provided the original work is properly cited.
spellingShingle Biomedical Informatics/Health Informatics
Fogg, Thomas
Demment, Margaret
Chang, Jack
Holt, Kathleen
Li, Dongmei
McMurray, Helene
Pinto, David
Dye, Timothy De Ver
2514: Governance for a decentralized informatics academic environment
title 2514: Governance for a decentralized informatics academic environment
title_full 2514: Governance for a decentralized informatics academic environment
title_fullStr 2514: Governance for a decentralized informatics academic environment
title_full_unstemmed 2514: Governance for a decentralized informatics academic environment
title_short 2514: Governance for a decentralized informatics academic environment
title_sort 2514: governance for a decentralized informatics academic environment
topic Biomedical Informatics/Health Informatics
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6799350/
http://dx.doi.org/10.1017/cts.2017.86
work_keys_str_mv AT foggthomas 2514governanceforadecentralizedinformaticsacademicenvironment
AT demmentmargaret 2514governanceforadecentralizedinformaticsacademicenvironment
AT changjack 2514governanceforadecentralizedinformaticsacademicenvironment
AT holtkathleen 2514governanceforadecentralizedinformaticsacademicenvironment
AT lidongmei 2514governanceforadecentralizedinformaticsacademicenvironment
AT mcmurrayhelene 2514governanceforadecentralizedinformaticsacademicenvironment
AT pintodavid 2514governanceforadecentralizedinformaticsacademicenvironment
AT dyetimothydever 2514governanceforadecentralizedinformaticsacademicenvironment