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Table 7 Power-relations checklist for implementing occupational health information systems (IS)

From: Tool, weapon, or white elephant? A realist analysis of the five phases of a twenty-year programme of occupational health information system implementation in the health sector

MICRO: WITHIN THE WORKPLACE OHS DEPARTMENT –
WHO MIGHT BENEFIT OR FEEL THREATENED BY THE IS?
Will only specific occupational health practitioners enter data and access system? Or all? If only some, is there good consensus on this amongst the OHS personnel?
What will be the impact on staff workload? Is staffing adequate?
Are personnel adequately trained to capture data correctly?
Will health and safety representatives be able to access any aspects of the system?
If so, are they trained adequately?
Are all appropriate personnel trained to interpret and act on the data?
Who will receive aggregated reports?
How often will aggregated reports be generated? Who will write commentaries?
Is the local technology adequate – (i. e. computers, bandwidth, etc. )?
Have policies and procedure been written to guide system use, confidentiality of data, and access to reports?
Is there a communications plan established between system implementers and the workplace staff who will use the system?
MESO: WITHIN THE ORGANIZATION
WHO MIGHT BENEFIT OR FEEL THREATENED BY TH IS?
Have the unions or worker representatives been adequately consulted about the introduction of such a system?
Were frontline managers adequately consulted about the introduction of such a system?
Was the information technology department of the workplace adequately involved?
Did all the appropriate workplace parties have input to the design, policies and procedures regarding use of the system?
Are all the workplace parties throughout the organization aware of how they might benefit from the system?
Are there clear channels of communication between units within the organization to ensure equity and foster shared involvement/ownership?
MACRO: BEYOND THE ORGANIZATION
WHO MIGHT BENEFIT OR FEEL THREATENED BY THE IS?
Who designed the system? If the design occurred out of the jurisdiction where the IS is being implemented, were local stakeholders adequately involved in adaptations?
Is the governance of system use and financing clear?
Who governs the maintenance, upgrade, or system design modifications?
How is the maintenance and upgrade of the IS being financed? Are the financial benefits fair?
Are the terms and conditions sustainable even if the current decision-makers and/or technical personnel all change?
What aspects of the local, regional, national or international political climate may impact the system? If a less worker-friendly government come in, will this impact system use?
If financial issues and governance involve multi-scalar (i. e. hospital- province/state –national-international) cooperation, what other political issues may arise and how can these be managed?