The DASH Program Office was established in 2015. As we pass our five year anniversary, we reflect on the accomplishments and lessons learned while we turn our attention to the opportunities in the future.
DASH’s mission is to build local data sharing capacity to support collaborative community health and well-being efforts across healthcare, public health and community-based services. We have approached our work through three strategies: 1) supporting communities directly with grants and peer learning, 2) building the evidence base through curation and dissemination of what works, and 3) strategic engagement to build the movement. A series of recent reports summarizes what has gone well and where there are opportunities for growth.
The Robert Wood Johnson Foundation hired Mathematica Policy Research to conduct a formative and outcomes evaluation.
- Data Across Sectors for Health Initiative: Promoting a Culture of Health Through Cross-Sector Data Networks (May 2020), O’Neil et al., Princeton: Mathematica
This outcomes evaluation report shares information on increased capacity of multisector collaboratives to share data, the contribution of DASH and All In, as well as additional supporting factors and barriers to progress. Community capacity is increasing and there is an opportunity and need to accelerate the work.
- Data Across Sectors for Health Initiative: Formative Evaluation Report (September 2019), O’Neil et al., Princeton, Mathematica
This report describes the role of All In: Data for Community Health in connecting peers through an online community, dissemination of informational resources, and the national meeting. “The DASH initiative’s value to community collaboratives lies in its role as convener, information resource, and provider of seed capital.”
In Fall 2019, the DASH Program Office took stock of our first five years as we also reflected on how the experience should shape our future.
DASH supported 88 grantees through investment in infrastructure, technical assistance (CIC-START), and mentorship. Grantees make progress in various ways: community engagement, partnership and collaboration development, and investing in data systems, data governance and workflow redesign. DASH’s relationship to All In and multiple avenues for learning and networking is described.
From the Program Office perspective, investment in community capacity building has been helpful and effective and should continue. DASH also realizes that investing in communities one at a time should be supplemented with policy change to create a more conducive environment and technical infrastructure. Over the coming years, DASH will pursue a ‘policy roadmap’ while also continuing to improve its core functions of grant-making, peer to peer learning, and movement building.