The California Department of Health and Human Services (CalHHS) released its IT and Data Strategic Plan on Tuesday, outlining the agency's principles and pillars and serving as a roadmap for the future. In addition, CalHHS Chief Information Officer Adam Dondolo wrote a summary for our readers. industry people California.

Adam Dondolo.

Dondro, who also serves as director of the Office of Technology and Solutions Integration within CalHHS, said the plan is a whole-person approach to how the agency and its technologists seek to provide the public with the resources they need. It is characterized.

“This strategic plan is more than just a goal. It's a promise to the people of California,” Dondolo said. industry people. “Seamlessly integrating IT and data into our service delivery will not only transform our approach, but also ensure that all Californians have access to the services they need in the most efficient way possible. We invite all stakeholders and CalHHS team members to learn more about IT and data strategic planning and join us on this exciting journey toward a technology-enabled, data-driven future. .”

Here's an overview of Dondro:

“The California Department of Health and Human Services has 12 divisions, five offices, and more than 38,000 employees whose dedicated purpose is to pursue a healthy California for all and support the lives of more than 39 million Californians. In support of this mission, CalHHS announced a comprehensive information technology (IT) and data strategic plan. This plan is strategic and execution-focused. , setting the stage for innovative efforts across the agency and supporting a proactive, person-centered approach to service delivery that prioritizes inclusion, enabling technology and data capabilities to enable California health. It outlines how to become an essential measure of accessibility and quality.

“This plan lays out an actionable roadmap for secure, innovative technology and data capabilities and recognizes their deep interdependence. With an emphasis on integration, CalHHS How to support tailored services with a deeper understanding of strategic business capabilities and improve digital and data assets by mitigating risk and optimizing limited resources through consistency, sharing, and reuse. We share a path to maximizing the value of services that maximize diverse perspectives, user-centered design, broad interoperability, secure cybersecurity and data privacy, and equity for all Californians. A commitment to development is required.

“While this plan sets out a vision for a future digital ecosystem enabled by data and integration capabilities (see plan for details), its essence is about collective and A collaborative approach, in which program, data, and technology leadership takes a transformative approach that optimizes health and human services delivery and outcomes, ensuring that every aspect of CalHHS' work works for everyone. We want to ensure that we create a healthy California. All departments play an important role in contributing to the agency's portfolio of functions, and all departments benefit from their work and the work of other departments. This plan is both a roadmap and a demonstration of the agency's guiding principles and strategic priorities.

“Like most change efforts, the success of this plan is rooted in the cultural shift necessary to make CalHHS more than the sum of its parts. measured by the degree of improvement, particularly across populations disproportionately affected by adverse conditions and those previously limited by institutional deficiencies that affected the inclusion and accessibility of services. The focus is on improving personal well-being.

“CalHHS plans to carefully and deliberately deploy its IT and data strategic plan, working with state and county health and human services organizations to discuss how we can all work together to achieve our goals. As part of this, the CalHHS team will identify and prioritize the tactical action plans needed to establish the foundation for achieving the vision. A multi-year strategy will inform priorities and track progress. and adopt corresponding performance measurement programs to track success and suggest the need for strategic changes as needed.”

Dennis Noon

Dennis Noone is the editor-in-chief industry people. He is a career journalist who has worked for small-town newspapers and large-city dailies. USA Today in washington d.c.

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