Data Governance Talking Points: Simple Lessons From the Trenches
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The document discusses the importance of soft skills and executive endorsement in successful data governance, emphasizing that data governance is more about people and culture than just technology. Key elements include maintaining data quality, literacy, and utilization while addressing challenges like balancing access and security. It suggests establishing a governance structure with a centralized committee and decentralizing execution to effectively support data-driven initiatives in healthcare.
Data Governance Talking Points: Simple Lessons From the Trenches
- 1. Talking Paper On Data Governance, 17 Oct 2018 1. Technology of data is important, but data governance success is more about the soft, human skills associated with data and leadership 2. We are missing data and the data we have is poor a. 80% of healthcare outcomes are attributable to events outside the four walls of traditional healthcare…it’s the dark zone of data 3. Executive sponsorship: Data is our new asset of the future that will outlive all of us a. Triple Aim of Data Governance i. Data Quality: Completeness x Validity ii. Data Literacy iii. Data Utilization 4. Vital signs of a healthy data governance function a. Define your values and principles of data governance, first—maximize the use and value of data to provide personalized care at the lowest cost possible-- then your org chart, leadership, and processes b. Pick 4-5 demonstration projects at the early phases of data governance to exercise the processes, relationships, and mission of data governance c. Soft side of being data driven is critical: How are we applying data to the benefit of our people’s Mastery, Autonomy, Purpose? i. I would argue that, in the case of physicians, the industry is applying data in a way that diminishes their sense of each d. Endorsement from the CEO that data is a critical asset. They send and reinforce the message in their behavior. i. From the CEO: “We are a data-driven culture. Digital health is coming. We trail almost all industries in our use of data to improve our mission. Our Data Governance Committee is responsible for helping us ensure that we collect, utilize, and acquire data as a strategic asset to improve the health our patients, lower our costs, and improve our margins.”
- 2. e. The person leading the DG effort has a solid vision and expertise for leveraging data to the benefit of clinicians and administrators f. They have skills that motivate people around this vision; they are respected in the organization g. They realize that data governance is just a means to and ends; it’s not the ends h. Effective data governance is like effective cybersecurity. When it’s working, it’s ambient; you don’t notice it. When it’s not working, you have a process for reacting and resolving. i. They don’t look for something to govern j. Data stewards play a very important role. They are facilitators, not watchdogs. They know their data content area help others turn it into enterprise value. k. They have a strategic data acquisition roadmap l. They have a formal data literacy training program m. They evolve quickly from data governance to include algorithm governance 5. Governance structure: Centralized principles, decentralized execution and adherence a. Make the Data Governance Committee a subcommittee of an existing Executive committee b. As CIO, I was the chair of this subcommittee; it was a natural fit but you mustpick an executive that’s right for your culture. i. Don’t overload the subcommittee with C-levels…2 is fine, 3 is almost too much…they don’t have time…this should be a working group ii. Authority to resolve the tactical issues iii. The Executive Committee is the “Supreme Court” when issues loom larger than the subcommittee c. Data stewards who are facilitators, not barriers, to data access, literacy, and utilization i. Measures Manager and Atlas: Tools for data stewards, data engineers, and analytics engineers
- 3. d. Data analysts who are keen to ensure accuracy of reports, and avoid analytic homonyms and synonyms… sounds the same but is a different report; different name but same report 6. Tension between Information Security and Data Governance a. The former wants less access, the latter should want more access to data 7. Problems with data governance in general a. Too little, too much b. Govern to the least extent necessary to achieve the common good c. Data governance being driven from a very techie perspective… “What’s the standard format for gender?” and asking Executives to resolve every one of those details d. Putting too many clicks on the backs of physicians and nurses to collect more data 8. Digitician: Sits between the clinician and the patients and is responsible for managing the data profile, quality, and refresh rate of patients a. Could be an extension of a Care Manager b. What type of data do we need to manage this specific patient type? i. The data profiles differ—the data profile for optimizing the health of a diabetic patient is different than a total knee replacement, etc. 9. Additional Study: a. Demystifying Healthcare Data Governance, Dale Sanders i. https://www.healthcatalyst.com/demystifying-healthcare-data- governance b. McKinsey Digital Assessments: What’s your Digital Quotient? i. https://www.mckinsey.com/solutions/digital-20-20/our- assessments/strategy c. HIMSS Adoption Model for Analytics Maturity based on the Health Catalyst model i. http://www.himssanalytics.org/amam