The document discusses merging the Information Technology and Informatics programs at a health district. It notes they currently operate separately and compete for resources and talent. The vision presented is to cultivate data partnerships to generate knowledge and improve public health outcomes. The proposal is to merge IT and Informatics into an Information Services department with defined roles and responsibilities aligned across the organization to focus on data analysis, systems integration and producing actionable information. Leadership buy-in for restructuring is needed to realize benefits like improved population health, partnerships and innovation. District investment is required for changes to organizational structure and training.

1. MAY 13, 2016

2. Current Situation
 Information Technology and Informatics
are separate programs
 Both groups are performing similar activities
 Competing for resources
 Competing for talent
 Most employees do not know or understand
the difference between the two
 Relationship between programs has been
improving

3. Informatics Needs
Roles & Responsibilities
Leadership
Understanding & Buy-In
Vision &
Direction
Organizational
Alignment

4. My Vision for
Informatics at SNHD
We will cultivate partnerships
to obtain, effectively use, and
securely exchange data
electronically so that we can
turn this data into actionable
information, generate
knowledge and develop the
wisdom needed to improve
public health practices and
population health outcomes in
the Las Vegas Valley.

5. Changing Roles &
Responsibilities
CurrentFocus
Software
Development
Grant
Deliverables
Report
Development
Project
Management
InformaticsReimagined
Partnership
Development
Data Feed Creation &
Analysis
Data Science /
Big Data
Systems Integration
Production of
Actionable Information

6. ORGANIZATIONAL
ALIGNMENT
Information Technology
merged with Informatics
Information Services
organized into functional
teams
Roles & responsibilities
defined and shared district
wide
Organizational focus for
Information Services
implemented and functioning

7. Leadership Buy-In
Questions
Answered
Guidance
Shared
Restructuring
Approved

8. Improved population health
More community partners
District reputation strengthened
Increased grant opportunities
Enhanced teamwork
Increased innovation
Strengthened programs
Improved processes
Benefits Going Forward
Internal External

9. District Investment
Organizational
Structure
Change
Internal
training
throughout
district
Funding new
and upgraded
positions
Trust & time to
allow for
changes to
take effect