IMIA TASKFORCE: STRATEGIC PLAN RE-FOCUS Peter J. Murray with special thanks to Brenda Faye and Nancy Lorenzi IMIA Board Meeting Dubai, April 21, 2103.

IMIA TASKFORCE:STRATEGIC PLAN RE-FOCUS

Peter J. Murray

with special thanks to Brenda Faye and Nancy Lorenzi

IMIA Board Meeting Dubai, April 21, 2103

The IMIA Strategic Plan (Towards IMIA 2015) was approved by the 2007 General Assembly in Brisbane, Australia.

An IMIA Taskforce has been examining the IMIA Strategic Plan, to provide (as necessary) a 're-focus' in light of changes since its adoption. (approved by IMIA Board, Montreal June 2012 and IMIA GA, Beijing October 2012)


Taskforce members:

Antoine Geissbuhler (Chair)Lincoln de Assis Moura, Jr. (Vice chair)Nancy LorenziFernando Martin-SanchezChristian LovisLucy WestbrookeAlvaro MargolisJohn HolmesS B GogiaPeter Murray(Brenda Faye added in working capacity)


Initial survey: July - Sept. 2012

To all members and contacts via IMIA email lists, website, News site, social media, etc. ( to >440 by email)

Eight responses (1 Member Society: GMDS; 1 Affiliate: IFHIMA; 1 Academic: ITI, Egypt)

Summary of response data presented by IMIA President at Beijing 2012 GA meeting.


Second survey: Jan. - Feb. 2013

To all members and contacts via IMIA email lists, website, News site, social media, etc. ( to >440 by email)

Three further responses (AMIA, COACH, HINZ) - some others promised, but not received

Data analysis and discussion within and with Taskforce, March - April 2013.


What do we have?

(raw data and initial analyses)

What do we do next?


Initial data analysis (Brenda, Nancy)

Survey responses into spreadsheets (available for use)

Coding and theme extraction/analysis

Request to Taskforce members for input on prioritising some initial results (most responded)

Views given by Taskforce leaders/members on next steps

Wordles, other summaries from selected question/answer sets


Please list one or two major global goals/challenges involving informatics and health that need to be addressed within the next 5 years. How could IMIA help this challenge?

Do you have a suggestion for one trans-border international challenge/effort that IMIA could become the leader for? What are some specific actions that IMIA would need to do for this challenge?



GRAND CHALLENGES RANKING BY TASKFORCE MEMBERGRAND CHALLENGE Total mentions

Access 2 1Certification 4 2Digital Divide [1] 1 1 1 1 4ehealth delivery 2 & 5 4 5 5 3 6E.H.R. importance 3 1Evaluation 4 1Health equity/disparity [1] 3 5 2Implementation 1 3 4 5 4Knowledge translation 2 3 2 4Personalised medicine 5 3 2Privacy for health records 2 1Social media (part of knowledge translation?) 4 1Standardisation 4 1Supporting patients (patient-centric) 1 1Sustainability 2 1

[1]- a lot of overlap between these if you you look at descriptors? - combine?

Wordle of raw data from 'Grand Challenges' questions


Wordle with “IMIA” removed


Wordle with “IMIA” and “Health” removed


If IMIA was acknowledged by an award for its service to the world in 2020 - what would that award be for?


Why is IMIA important? (Wordle with “IMIA, informatics, international” all removed)


Why do you believe people are active in IMIA? What makes IMIA unique? What is it that no one can do better than IMIA? What is the

essential reason for IMIA to exist? (IMIA, informatics, health removed)


Next steps? (for Board discussion and guidance)

From Strategic Planning to Strategic Innovation?



Next steps? - some suggestions received

“Vision Strategy” instead of a traditional strategic plan?

Two documents; the strategy vision and a tactical map for action.

Refine our 'creed' (what keeps us volunteers, spending our time and money, and working together for 50 years); revise the mission as needed on the basis of current data and further discussion; identify 'where we want to be in 2020'; and align resources to achieve the mission through targeted activities


Next steps? - some suggestions received

Data-mine the list of important challenges that has been compiled to date. It contains a mix of ideas, suggestions, potential projects, long-term goals, etc.

Given the size of our operational organization and its mostly volunteer-based nature, use a small-to-medium size-project-oriented and incremental approach to identify projects selected on the basis of their feasibility, their potential return on investment, and their strategic alignment with our vision/plan.



Sustainability?

Your thoughts?

IMIA TASKFORCE: STRATEGIC PLAN RE-FOCUS Peter J. Murray with special thanks to Brenda Faye and Nancy Lorenzi IMIA Board Meeting Dubai, April 21, 2103.

Documents

imia taskforce

imia ga

imia president

imia important

imia unique

imia strategic plan

imia email lists

board discussion