Backup — original pdf

Backup

A S T R A T E G I C I N V I T A T I O N | 2 0 2 7 Beyond the Charter The opportunity to become a continuously learning public health community AU S T IN / T RAV IS C O U NT Y P U BLIC HEALT H C O MMIS S IO N T H E C H A R T E R It began with a clear charge. In 2022, City and County leaders established a joint advisory Commission. “Explore the best/evidence-based public health practices ... and provide recommendations.” City Code § 2-1-174(E)(1) • amended October 23, 2025 ATC PUBLIC HEALTH COMMISSION | 2027 VISION 02 T H E C H A R T E R Five responsibilities. An expansive mandate. The charter tells us what outcomes to seek—not which technologies to use. 01 02 03 04 05 Evidence Identify evidence-based improvements Recommendations Advise City and County on programs and services Equity Address disparities among underserved populations Community voice Incorporate resident input on budgets and programs Accountability Report periodically to elected leaders ATC PUBLIC HEALTH COMMISSION | 2027 VISION 03 T H E O P P O R T U N I T Y A system of systems Community health emerges from interconnected systems—and improves when we (a) understand how they interact and (b) accelerate such interactions. HOUSING TRANSPORT HEALTHCARE ECONOMY COMMUNITY HEALTH ENVIRONMENT SOCIAL SERVICES BRAIN HEALTH All seven domains also interact with one another. ATC PUBLIC HEALTH COMMISSION | 2027 VISION 05 T H E I N F L E C T I O N P O I N T Then the scientific possibilities changed. AI is not just another administrative tool. AGENDA 1 Use AI now AGENDA 2 Advance the science Improve surveillance, evidence synthesis, coordination, communications, and program evaluation. Develop stronger causal, temporal, multiscale, and decision-oriented methods for community health. ATC PUBLIC HEALTH COMMISSION | 2027 VISION 06 A G E N D A 1 | A P P L Y First: make public health work smarter. Near-term AI applications can support the professionals and services already in place. EARLIER WARNING FASTER INSIGHT Detect emerging risks and shifts in service demand Synthesize evidence and compare options BETTER ACCESS STRONGER EVALUATION Identify referral and service bottlenecks Track changes in quality, outcomes, and equity ATC PUBLIC HEALTH COMMISSION | 2027 VISION 07 A G E N D A 2 | I N V E N T Second: change how we understand health. A deeper methodological agenda asks questions our current tools struggle to answer. From snapshots From correlation From separate datasets From predictions → → → → to changing trajectories to causal explanations to coherent community models to tested intervention choices ATC PUBLIC HEALTH COMMISSION | 2027 VISION 08 T H E V I S I O N Imagine Austin could see around corners. A plausible future—not a claim of capabilities already achieved. 01 02 03 ANTICIPATE UNDERSTAND COMPARE 04 LEARN Recognize an emerging health risk before it becomes a crisis. See how housing, mobility, access, and economics interact. Test plausible policy choices before committing resources. Measure what changed, for whom, and why. ATC PUBLIC HEALTH COMMISSION | 2027 VISION 09 O U R R O L E Not a new agency. Not a new bureaucracy. The Commission can be a catalyst without becoming the operator. COMMISSION Identify priorities • evaluate evidence • convene perspectives • recommend AGENCIES & PARTNERS Own implementation • manage data and operations • measure outcomes CITY & COUNTY LEADERS Set policy • authorize budgets • receive and act on recommendations ATC PUBLIC HEALTH COMMISSION | 2027 VISION 10 T H E E C O N O M I C S The transformative proposition: BETTER EVIDENCE + BETTER COORDINATION = GREATER VALUE ATC PUBLIC HEALTH COMMISSION | 2027 VISION 11 T H E F O U N D A T I O N The opportunity is already anchored in Austin. Build on public health planning, local institutions, and community knowledge. 01 02 03 Community priorities Institutional partners Scientific capacity CHA/CHIP and resident experience provide the problems that matter. Public health, County services, Central Health, providers, universities, community groups. Use appropriate data, epidemiology, informatics, statistics, and AI expertise. ATC PUBLIC HEALTH COMMISSION | 2027 VISION 12 T H E F I R S T Y E A R From a vision to a disciplined first year. A proposed 2027 agenda within the advisory mandate. 01 Map the opportunity Identify needs, existing AI work, methods, and data constraints. 02 Demonstrate near-term value Sponsor one narrow staff-owned AI workflow with validated measures. 03 04 Test a scientific method Partner on one causal or dynamic analysis tied to a community priority. Advise both governing bodies Offer a formal recommendation with evidence, cost, safeguards, and owners. ATC PUBLIC HEALTH COMMISSION | 2027 VISION 13 O U R S T R A T E G I C C H O I C E Two questions that could reshape our future. The immediate question and the scientific question belong together. How can AI help Austin and Travis County do public health better? What new methods must we develop to understand and improve community health? ATC PUBLIC HEALTH COMMISSION | 2027 VISION 14 T H E I N V I T A T I O N What if our charter contains a much larger future? A community that learns continuously how to improve its own health. Not a departure from our charge. An ambitious expression of it. R E F E R E N C E Source and interpretation notes Source-grounded charter; aspirational AI and methodological agenda. Legal charter City of Austin Ordinance 20221013-073 (2022); Ordinance 20251023-048 (2025), §2-1-174(E). Current governance Commission bylaws, approved by Council September 10, 2026. Analytical analogy User-provided “Artificial Intelligence and Cancer Research: Two Complementary Scientific Agendas.” Local foundation Austin public health community planning / CHA–CHIP; prior Commission strategic materials. Important qualification All proposed capabilities, partnerships, deliverables, spending constraints, and model concepts require validation and appropriate approval. ATC PUBLIC HEALTH COMMISSION | 2027 VISION 16