Increasing the Ability to Track Data Requests from Internal and External Partners

Summary

Impact Statement:

The health department improved the process for tracking data requests from internal and external partners. The interventions made the staff more aware of the tracking process and offered education on the use of the Access database. The results included greater use and an increased number of staff using the tracking database, and the better tracking of these requests allows managers to see who is using our data and how much time is spent filling requests. Ideally, tracking can reduce workload for analysts by avoiding duplication of effort.

Organization that conducted the QI initiative:

Vermont Department of Health

Citation:

Jones, K. Public Health Quality Improvement Exchange. Increasing the Ability to Track Data Requests from Internal and External Partners. Wed, 06/03/2015 - 15:25. Available at https://phqix.org/content/increasing-ability-track-data-requests-internal-and-external-partners. Accessed October 5, 2024.

Background and Aim

Aim statement:

The Health Surveillance division of the Vermont Department of Health will increase the number of requests entered in the request log, increase the number of analysts using the request log system, and improve data quality in the request log by reducing the percentage of records with “other” selected from drop-down menus by December 1, 2014.

Need For The QI Initiative:

Analysts and leadership in the Health Surveillance division recognize the potential of the data request tracking system. However, the consensus is that few people use it, and even fewer use it consistently. Because the benefits of the tracking system include potentially reducing workload for analysts and potentially noticing trends in frequently requested data and topics, it was decided that a quality improvement (QI) initiative could begin to examine what changes should be made to the system.

Area for Improvement:

Analysts in the Health Surveillance division spend much of their time filling data requests for internal and external partners. Tracking these requests allows managers to see who is using the data and how much time is spent filling requests. Ideally, tracking can reduce workload for analysts by avoiding duplication of effort. However, use of the current tracking system for requests is not consistent; not all analysts use the system, and those who do may not always remember to use it.

Root Cause:

Root causes included a lack of awareness and accountability, as well as a perceived need for the project.

Planning and Execution Details

QI Implementation:

A group of request tracking system users met and brainstormed possible changes that could be made to the current system. Many ideas were too broad, but the group decided to include two ideas for change. These changes would be easy to make and measure results for, and one would potentially have a high impact. The group decided that one analyst would send an e-mail to staff to remind them to use the request log or, in the case of newer staff who may have been unaware of the log's existence, to introduce them to the log. The people affected by this initiative include data analysts in the Health Surveillance division because they are the primary intended users of this tracking system.

Focus activities

Administration:

Data collection and management/Information Technology

Policies / internal procedures and processes

QI Methods:

PDCA/PDSA Cycle (Plan, Do, Check/Study, Act)

QI Tools:

Brainstorming

Other QI tools:

Impact effort plot

QI Tool Documentation:

AIM Project Meeting.docx

Initiative Dates:

12/18/13 to 12/15/14

Initiative Duration:

Between 6-12 months

Methods of evaluation:

A pre-test/post-test was used as the method for evaluating the initiative. The request tracking system resides in a Microsoft Access database. The group determined that the system could easily be queried to measure the items that were focused on for improvement. The idea was to see how many analysts were using the system and how many requests were entered in a time period before the change action, measure the same items for a period after the change action, and calculate the percentage of “other” responses before and after taking a change action.

Supplemental Materials:

Sample of materials produced

Supplemental Files:

Attachment	Size
AIM Storyboard_HSURV.pdf	156.85 KB
AIM_HSURV_Emailtoanalysts.pdf	10.3 KB

Results

Measurable QI Outcomes:

Simple frequencies and rates were used to measure the outcomes. The rate of requests being entered rose from 1.3 per week to 2.0 per week after the e-mail reminder was sent. Eleven analysts used the log after the reminder, including seven new users who had not entered any requests during the baseline (before the change period).

Other QI Outcomes:

The e-mail reminder appeared to have a positive impact on request log use among the analysts. The Health Surveillance division director recognized this, and as a result, a follow-up QI initiative has been planned.

Lessons Learned, Observations and Insights:

The e-mail reminder appeared to have a positive effect on request log use among the analysts. Periodic reminders would likely be helpful in sustaining increased participation in request tracking. Changes need to be made to the drop-down menus to determine whether a reduction in the percentage of “other” being chosen from drop-down menus occurs. Feedback from analysts regarding what topic areas and data sources were included in “other” selections should help add meaningful categories to the drop-down choices. It will also be important to define and gather more meaningful data from the system to help better manage analyst work and reduce time spent on frequent data requests.

Future Plans:

Improvement of the request tracking system now aligns with goal 3.1.1 of the Health Surveillance Strategic Plan to “revise the system for tracking and streamlining requests for data.” To maintain the gains, ideas for continuing this work were discussed, and a new group has been put together to undertake the follow-up QI initiative.

Training and Preparation

Technical Assistance Received:

Team leads received assistance from the health department's performance improvement manager (PIM). The PIM provided help with choosing a project, defining who the clients were, and creating the storyboard.

QI Related Training Received:

The lead and co-lead attended in-person trainings for the Agency Improvement Model (AIM, described as follows). Each lead attended two trainings, each of which lasted roughly 2–4 hours. The AIM is a simple, straightforward approach to identifying changes that will benefit the customer (internal staff or external customers) and to engaging staff on a change team to plan and measure incremental change. It is similar to Plan, Do, Study, Act (PDSA) cycles and the Network for the Improvement of Addiction Treatment (NIATx) model. The AIM is being used to identify and manage improvements related to Healthy Vermonters 2020 and State Health Improvement Plan (SHIP) priorities. The AIM engages staff by • including staff directly involved with the work; • using a structured methodology to recommend and implement changes; • being data driven, so staff know whether a change demonstrates an improvement; and • being customer focused, so staff know that the change serves customers. This model uses the central components found in most process improvement models, such as the PDSA cycles. The objective is to keep the approach simple and easy to use and to demonstrate results quickly, thus facilitating continued and expanded use in different divisions. Bringing together process improvement efforts in this configuration was developed by NIATx and was originally for use with organizations serving individuals with addictions, but the model is transferable and has been adopted in a wide variety of settings (Vermont Department of Health, 2013). Vermont Department of Health. (2013). State Health Improvement Plan: 2013–2017. Retrieved from http://healthvermont.gov/hv2020/documents/ship_full.pdf

Information about the Community

Population Size:

500,000 to 999,999

Population Characteristics:

The health department serves all Vermonters, which is slightly more than 625,000 people, according to the 2010 U.S. Census. • Of Vermont residents, 20% were younger than 18 years old, 64% were 18–64 years old, and 16% were 65 years old or older (2013). • Of Vermont residents, 6% were a racial or ethnic minority (2013). • Of Vermont residents, 5% spoke a language other than English at home (among those 5 years old or older) (2012).

Information about the Health Department

Local/State Relationship:

Centralized

State Health Department Governance:

Under a Larger Agency (Super Agency/Umbrella Agency)

PHAB Accreditation Status:

Accredited

Annual QI Initiative Frequency:

11-20 Initiatives

QI activity level:

Formal Agency Wide QI

Organization Type:

State Health Department

QI Staff Information

Total number of Staff on QI Team:

Total number of FTEs on QI Team:

0.30

QI team members:

Role in the Initiative:

Co-lead

Role in Organization:

Public Health Analyst

FTE:

0.10

Name (Optional):

Katie Jones

Role in the Initiative:

Lead

Role in Organization:

Public Health Analyst

FTE:

0.10

Name (Optional):

Mike Nyland-Funke

Role in the Initiative:

Team member

Role in Organization:

Vitals Unit Chief

FTE:

0.05

Role in the Initiative:

Team member

Role in Organization:

Program Tech

FTE:

0.05

Accreditation Details

PHAB Standards:

Domain 1: Conduct and disseminate assessments focused on population health status and public health issues facing the community›Standard 1.2 Collect and Maintain Reliable, Comparable, and Valid Data That Provide Information on Conditions of Public Health Importance and On the Health Status of the Population›Measure 1.2.4 S Provide reports of primary and secondary data to Tribal and local health departments located in the state

Domain 1: Conduct and disseminate assessments focused on population health status and public health issues facing the community›Standard 1.3 Analyze Public Health Data to Identify Trends in Health Problems, Environmental Public Health Hazards, and Social and Economic Factors That Affect the Public’s Health›Measure 1.3.2 L Provide public health data to the community in the form of reports on a variety of public health issues, at least annually

Domain 9: Evaluate and continuously improve health department processes, programs, and interventions›Standard 9.2 Develop and Implement Quality Improvement Processes Integrated Into Organizational Practice, Programs, Processes, and Interventions›Measure 9.2.2 A Implement quality improvement activities

Contact Information of the Submitter

First Name:

Katie

Last Name:

Jones

Organization:

Vermont Department of Health

Submission Status:

Completed

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Increasing the Ability to Track Data Requests from Internal and External Partners

Summary

Background and Aim

Planning and Execution Details

Results

Training and Preparation

Information about the Community

Information about the Health Department

QI Staff Information

Accreditation Details

Contact Information of the Submitter

QI Spotlight

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Increasing the Ability to Track Data Requests from Internal and External Partners

Summary

Background and Aim

Planning and Execution Details

Results

Training and Preparation

Information about the Community

Information about the Health Department

QI Staff Information

Accreditation Details

Contact Information of the Submitter

QI Spotlight