addressing the SDH. The PRAPARE The administrator A large group of An identified project management primarily driving individuals Project Manager process the project. primarily for working across includes… communication clinical, IT, purposes. leadership, and data staff. Health center Is not feasible. Primarily consists Is active, where all stakeholder of executive staff at all levels engagement leadership are engaged and understands the importance of the project and its impact to patients’ health and wellness Communication and Have not yet been Have been given Have been buy-in: told about general included in Staff… PRAPARE information about communications implementation. PRAPARE about the implementation PRAPARE and training, but implementation, generally have including some little idea how it specific early will impact their planning and data work. collection training activities. Leadership Believes Has studied the Understands the Leadership… and PRAPARE pros and cons of benefits of Management implementation is implementing implementing necessary, but is PRAPARE and PRAPARE and divided as to the can make an sets a clear and return on argument for why consistent vision investment benefits outweigh for how SDH data costs. collection supports efficiency and quality improvement goals. Quality and efficiency Have been Is recognized, but Is documented, through PRAPARE discussed, but no not defined in a with specific, specific goals for measurable way reportable implementation… improvement have nor connected measures that are been made. with PRAPARE clearly connected implementation. with PRAPARE implementation.
addressing the SDH. The PRAPARE project management process includes… The administrator primarily driving the project. A large group of individuals primarily for communication purposes. An identified Project Manager working across clinical, IT, leadership, and data staff. Health center stakeholder engagement Is not feasible. Primarily consists of executive leadership Is active, where all staff at all levels are engaged and understands the importance of the project and its impact to patients’ health and wellness Communication and buy-in: Staff… Have not yet been told about PRAPARE implementation. Have been given general information about PRAPARE implementation and training, but generally have little idea how it will impact their work. Have been included in communications about the PRAPARE implementation, including some specific early planning and data collection training activities. Leadership and Management Leadership… Believes PRAPARE implementation is necessary, but is divided as to the return on investment Has studied the pros and cons of implementing PRAPARE and can make an argument for why benefits outweigh costs. Understands the benefits of implementing PRAPARE and sets a clear and consistent vision for how SDH data collection supports efficiency and quality improvement goals. Quality and efficiency through PRAPARE implementation… Have been discussed, but no specific goals for improvement have been made. Is recognized, but not defined in a measurable way nor connected with PRAPARE implementation. Is documented, with specific, reportable measures that are clearly connected with PRAPARE implementation.