Bryan Sivak 7-24-14
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Bryan Sivak's presentation on innovation in government and the different tools we are connecting people with to help them act on their ideas.
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Bryan Sivak 7-24-14
- 1. The Innovation in Health Care and Government Bryan Sivak // CTO & Entrepreneur-in-Residence U.S. Department of Health and Human Services @BryanSivak / @HHSIDEALab
- 3. U.S. Department of Health and Human Services 0
- 4. U.S. Department of Health and Human Services National Institutes of Health NCI NEI NHLBI NIA NINR NINDS NIAAA OD CC FIC CSR CIT NLM NIAID NIAMS NIBIB NICHD NIDCD NIDCR NIDDK NIDA NIEHS NIGMS NIMH NIMHD NHGRI NCCAM NCATS U.S. Department of Health and Human Services
- 5. National Institutes of Health NCI NEI NHLBI NIA NINR NINDS NIAAA OD CC FIC CSR CIT NLM NIAID NIAMS NIBIB NICHD NIDCD NIDCR NIDDK NIDA NIEHS NIGMS NIMH NIMHD NHGRI NCCAM NCATS NIDCR National Cancer Institute CCR CCCT CGH FNLCR DCB OAR OCNR DCP CRCHD HIV & AIDS CBIIT OGA OCCPR OGCR OCC OCE OBF DCEG DCTD CCT CSSI TTC OA DEA OCG OPSO OPARC OSPA DCCPS U.S. Department of Health and Human Services
- 6. CREATING A MODERN AND EFFECTIVE GOVERNMENT
- 7. CORE BELIEFS 1 Every individual has the ability to improve the health and well-being of all Americans 2 People are more powerful when working together 3 There is a solution to every problem
- 8. Innovation is a direct result of the freedom to experiment
- 9. Design is critical to effectively communicate ideas
- 10. Entrepreneurship allows us to take advantage of underutilized talent
- 11. Action, above all else is encouraged
- 13. Problem: An antiquated organ transplant system Solution: Bring in outside expertise to modernize it Internal and External Entrepreneurs came together to solve a critically important problem. Pairing Internal Ideas with External Expertise
- 14. Incubating New Ideas Problem: Inability to explore and manipulate data to support data- driven decision making Solution: More intuitive way to present the data based on feedback from staff and use of a data visualization tool
Editor's Notes
- Good Morning! Thanks! My name is Bryan Sivak and I am the CTO and EIR at HHS, and I run the HHS IDEA Lab.
- This is the Department of Health and Human Services. There are roughly 80,000 employees, organized into 11 operating divisions.
- This is the Department of Health and Human Services. There are roughly 80,000 employees, organized into 11 operating divisions.
- From there, any operating division can be organized into a large number of centers, offices, branches, and in this case for NIH, institutes. There are a total of 27 institutes
- And in one of those institutes, in this case, the National Cancer Institute, there can be a number of Offices, Divisions and Centers. At the National Cancer Institute, there are a total of 28 – and in those 28, there can be even more division based on offices, branches and groups. I would also like to point out the ridiculous number of acronyms on the screen right now. Welcome to government!
- The IDEA Lab is a new entity in the Department which is focused on the goal of creating a more modern and effective government.
- We have three core beliefs: Anyone - inside the department or out - can improve the health and well being of all Americans People are more powerful when working together There is a solution to every problem
- In the best government tradition, IDEA is itself an acronym: Innovation is the direct result of the freedom to experiment.
- Design is critical to effectively communicate ideas.
- Entrepreneurship allows us to take advantage of underutilized talent.
- Action, above all else, is encouraged.
- The IDEA Lab as an entity contains six pathways — programs that are designed to help move people and groups from the old world to a new, networked world, And two projects we execute inside the IDEA Lab. I’m going to focus on the HDI today, but first I want to go back to the A in IDEA and talk about action and start off with a couple of stories.
- Brings in external talent to solve high-risk, high-reward projects across HHS. HRSA did just that when they decided to modernize the organ transplant system. The organ transplant system is a critical to the health care infrastructure but it is a system that is still managed by paper and pencil. Internal entrepreneurs at HRSA: Joyce Somsak and Richard Durbin decided that they wanted to modernize the system, but didn’t have the expertise in-house to get it done, so they turned to HHS Entrepreneurs. They ended up hiring David Cartier, who had experience with labeling and packing through UPS Last year there were 30,000 transplants, and just one mistake is critical because time and supply are in such short order. So what David has done with Richard and Joyce is develop a prototype that uses barcodes to scan and track organs while being transported. While the Entrepreneurs pathway only lasts for 12 months, David has come on to HRSA to continue his work. And the Organ Transplant System Project isn’t the only HRSA Project. Currently, Internal Entrepreneurs Ernia Hughes, Seth Marcus Harnam Singh and External Entrepreneur Krishna Malyala are participating in the 2nd cohort of HHS Entrepreneurs. They are working to build a Geographic Information Systems map application that displays medical malpractice data to allow the public to better view, analyze, and understand this information to support the development of novel tools and strategies to improve patient safety and protection. They started their work in October and are making some great progress. On Monday we are officially announcing the 6 projects for Cohort 3 of HHS Entrepreneurs. With that, we are starting to recruit people like David to come into government and work on some really interesting projects. Keep the streak of participation going. Apply to be part of the 3rd cohort of HHS Entrepreneurs. Applications are open now apply-idealab.hhs.gov/entrepreneurs/
- PROBLEM: Regional child welfare program specialists work closely with states and tribes to improve services to children and their families in the child welfare system. One area that has become increasingly more critical to their work is using data to identify, explore, and better understand state performance in child welfare outcomes. This task requires easy access to intuitive and relevant data, knowledge and understanding of key outcomes and data sets, and analytic skills. However, the way we typically present and report on data to child welfare staff is cumbersome and difficult to digest. For example, the most prominent data report for staff, the Children and Family Services Review Data Profile, is presented in a Word document consisting of 16 pages of text, 25 footnotes, and tables with almost 700 individual cells of data. Further, trainings offered to staff seeking to better understand the data tend to be provided in one or two-hour blocks of time via webinar format and are not recorded for later viewing. Regional office staff overwhelmingly reported in our baseline survey that this training format is not conducive to increasing their understanding and use of data. SOLUTION: Solution was to test a more intuitive way to present the data. Using an agile development approach and bi-weekly feedback from a Steering Committee composed of regional and central office staff, we used Tableau software to create a data tool that was intuitive, easy to use, and allowed staff the flexibility to drill down into the data and analyze performance by geographic dimensions and various child characteristics. 100% of survey respondents said that this new data tool would be useful in their work. Also indicated that the tool would make it easier to do their job, increase their productivity, and make it easier for them to make connections between data and child welfare practice. Many expressed eagerness to have the tool available for everyday use. Additionally, created 2 training videos to introduce staff to the new data tools
- PROBLEM: Regional child welfare program specialists work closely with states and tribes to improve services to children and their families in the child welfare system. One area that has become increasingly more critical to their work is using data to identify, explore, and better understand state performance in child welfare outcomes. This task requires easy access to intuitive and relevant data, knowledge and understanding of key outcomes and data sets, and analytic skills. However, the way we typically present and report on data to child welfare staff is cumbersome and difficult to digest. For example, the most prominent data report for staff, the Children and Family Services Review Data Profile, is presented in a Word document consisting of 16 pages of text, 25 footnotes, and tables with almost 700 individual cells of data. Further, trainings offered to staff seeking to better understand the data tend to be provided in one or two-hour blocks of time via webinar format and are not recorded for later viewing. Regional office staff overwhelmingly reported in our baseline survey that this training format is not conducive to increasing their understanding and use of data. SOLUTION: Solution was to test a more intuitive way to present the data. Using an agile development approach and bi-weekly feedback from a Steering Committee composed of regional and central office staff, we used Tableau software to create a data tool that was intuitive, easy to use, and allowed staff the flexibility to drill down into the data and analyze performance by geographic dimensions and various child characteristics. 100% of survey respondents said that this new data tool would be useful in their work. Also indicated that the tool would make it easier to do their job, increase their productivity, and make it easier for them to make connections between data and child welfare practice. Many expressed eagerness to have the tool available for everyday use. Additionally, created 2 training videos to introduce staff to the new data tools
- PROBLEM: Regional child welfare program specialists work closely with states and tribes to improve services to children and their families in the child welfare system. One area that has become increasingly more critical to their work is using data to identify, explore, and better understand state performance in child welfare outcomes. This task requires easy access to intuitive and relevant data, knowledge and understanding of key outcomes and data sets, and analytic skills. However, the way we typically present and report on data to child welfare staff is cumbersome and difficult to digest. For example, the most prominent data report for staff, the Children and Family Services Review Data Profile, is presented in a Word document consisting of 16 pages of text, 25 footnotes, and tables with almost 700 individual cells of data. Further, trainings offered to staff seeking to better understand the data tend to be provided in one or two-hour blocks of time via webinar format and are not recorded for later viewing. Regional office staff overwhelmingly reported in our baseline survey that this training format is not conducive to increasing their understanding and use of data. SOLUTION: Solution was to test a more intuitive way to present the data. Using an agile development approach and bi-weekly feedback from a Steering Committee composed of regional and central office staff, we used Tableau software to create a data tool that was intuitive, easy to use, and allowed staff the flexibility to drill down into the data and analyze performance by geographic dimensions and various child characteristics. 100% of survey respondents said that this new data tool would be useful in their work. Also indicated that the tool would make it easier to do their job, increase their productivity, and make it easier for them to make connections between data and child welfare practice. Many expressed eagerness to have the tool available for everyday use. Additionally, created 2 training videos to introduce staff to the new data tools
- There’s one last thing. We are sitting on the edge of an incredible moment in history. Everything in this world is changing — because it has to. Payment models are changing. Data availability and access is changing. Treatments are changing. Culture is changing. And every single one of you in the audience here today has a choice. You can sit on the sidelines, accept the status quo, and let the change happen around you, Or you can jump in headfirst. There is no better time to do this, and we are clearly choosing this course, so my final ask: We need your help. Help us disrupt the health ecosystem. Thanks.
- There’s one last thing. We are sitting on the edge of an incredible moment in history. Everything in this world is changing — because it has to. Payment models are changing. Data availability and access is changing. Treatments are changing. Culture is changing. And every single one of you in the audience here today has a choice. You can sit on the sidelines, accept the status quo, and let the change happen around you, Or you can jump in headfirst. There is no better time to do this, and we are clearly choosing this course, so my final ask: We need your help. Help us disrupt the health ecosystem. Thanks.