mihin work group kick off

November 10, 2009

MiHIN Work GroupKick Off

9:00Governor Jennifer M. GranholmKen Theis, CIO, State of Michigan

Welcome and Opening

Remarks

9:30Beth Nagel, HIT Coordinator, Michigan Department Community Health (MDCH) MiHIN Background

Sue Moran, Director, Bureau of Medicaid Program Operations and Quality Assurance, MDCH

ARRA EHR Incentive Program

Kimberly Lynch, Altarum M-CEITA

John Evans, Dewpoint/s2a MiHIN Project Overview

12:00Working LunchPat Kelly, WorkZone MiHIN Communications

Janet Olszewski, Director, MDCH Charge to Work Groups

1:30 Work Group Sessions Deliverables

Project Plans and Schedules

Work Group Voting Members

4:00 Ken Theis, CIO, State of Michigan Closing Remarks

Agenda

Ken Theis, CIO, State of MichiganJennifer M. Granholm, Governor, State of Michigan

Opening Remarks

“We will help our health care industry stop depending on your memory and their paper records as databanks.

We are going to use technology to vastly improve the system.

In the future, you will be able to give your pharmacist, your doctor, or the emergency room immediate access to your information, but you will control who sees it and what it is used for.”

~Governor Jennifer Granholm, 2006 State of the State Address

Welcome to Attendees Governor Jennifer Granholm

MiHIN Vision

“The MiHIN will foster development of HIE that will reduce the overall cost of care while at the same time increasing the quality of care and patient safety.”

-Conduit to Care, 2006

Conduit To Care Vision & Goals Remain Unchanged

MiHIN Goals1. Improve the quality and efficiency of health care delivery for Michigan citizens

by accelerating the adoption and use of a collaborative model including health information technology (HIT) and health information exchange (HIE).

• Minimize redundant data capture and storage, inappropriate care, incomplete information and administrative, billing and data collection costs.

2. Promote evidence-based medical care to improve patient safety and quality.

3. Encourage patient-centered care: Connect health care providers – clinicians and facilities to ensure continuity of care for every patient.

• Increase patient understanding and involvement in their care.

• Enhance communication between patients, health care organizations and clinicians.

4. Promote national standards to guide the sharing of information and electronic data interoperability.

- Conduit to Care, 2006

Conduit To Care Vision & Goals Remain Unchanged

A wide array of stakeholders must be engaged to give input throughout all aspects of the project

o Engage the MiHIN Regional entities to build on their significant progress

o Form structured workgroups to get focused, detailed input

o Hold public review and input sessions to ensure consideration of all perspectives

o Utilize tools for transparency such as an online work space where all documents and information are readily available

Strategy For Ongoing Stakeholder Involvement

Today marks the start of the next phase of the MiHIN project

MiHIN Timeline 2006 Through 2015

Office of the National Coordinator for HIT

MDCH & MDIT

HIT Commission

Program Office

Project Control Office

MiHIN Project Coordination

HIT Coordi-nator

Support Structure

Applicant

Federal Administrative Office

of the State HIE Cooperative

Agreement Program

Beth Nagel, HIT Coordinator

Background

Michigan HIE / HIT and the State Cooperative Agreement Program

• Michigan created a landmark roadmap with the MiHIN Conduit to Care and invested $10 million to implement it

• Michigan has a strong foundation of HIE capacity:

Current State Of HIE Capacity In Michigan

• Michigan HIT Commission• HISPC• Broadband (FCC and ARRA)• MiHIN Grant Program

•9 MiHIN Regions•MiHIN Resource Center

• Community HIEs• Electronic eligibility & Claims

• E-Prescribing• Public Health Reporting

•MCIR• Quality, Care Coordination &

Patient Engagement•Michigan Primary Care

Consortium

Regional HIT Extension CenterEHR Incentives

Workforce Development

State HIE Cooperative Agreement

MiHINMichigan

Medicaid EHR Incentives

M-CEITA MCHIT

American Recovery & Reinvestment Act of 2009 HIT Opportunities

Michigan’s Corresponding Initiatives

State HIE Cooperative Agreement

• Strategic & Operational Planso First Milestone of Cooperative Agreemento Due April 2010o Must finalize Strategic & Operational Plans before

receiving implementation fundingo Must work through specific milestones in five

domains:• Governance• Technical Architecture• Business and Technical Operations• Finance• Legal/Policy

Dewpoint & s2a

Dewpoint - Recently named part of Michigan’s 50 Companies To Watch, is a long-standing tenant of Michigan’s technology corridor. Dewpoint has had a successful track record providing both consulting and implementation services to state government. Founded in 1996, Dewpoint has become a systems integration partner for major companies and governments throughout the Midwest. Dewpoint is headquartered in Lansing, Michigan, and has grown over the past 12 years to also support Ohio, Kentucky, Indiana and Tennessee.

Dewpoint - Recently named part of Michigan’s 50 Companies To Watch, is a long-standing tenant of Michigan’s technology corridor. Dewpoint has had a successful track record providing both consulting and implementation services to state government. Founded in 1996, Dewpoint has become a systems integration partner for major companies and governments throughout the Midwest. Dewpoint is headquartered in Lansing, Michigan, and has grown over the past 12 years to also support Ohio, Kentucky, Indiana and Tennessee.

s2a - s2a’s primary goal is to offer clients substantial expertise in the development and implementation of state-wide and community-based HIEs and RHIOS. s2a tailors an approach to HIE which meets the specific needs of each individual client by utilizing a proven methodology based on six successful components of HIE: clinical informatics; stakeholders/governance; financial sustainability; health information technology and technical architecture; performance measurement, and project management.

s2a - s2a’s primary goal is to offer clients substantial expertise in the development and implementation of state-wide and community-based HIEs and RHIOS. s2a tailors an approach to HIE which meets the specific needs of each individual client by utilizing a proven methodology based on six successful components of HIE: clinical informatics; stakeholders/governance; financial sustainability; health information technology and technical architecture; performance measurement, and project management.

Kansas• Statewide HIT

and HIE roadmap for Kansas HIT/HIE Commission

San Antonio• Public Health Surveillance

system

Arkansas• Statewide HIT/HIE plan

for Arkansas Foundation for Medical Care

Michigan• First statewide HIT/HIE plan for

MiHIN• HIE feasibility plan for 12 hospitals

– HIE of Northern Michigan• Current 5yr HIE planning and

implementation

Vermont• Led development of statewide

rural HIE – VITL• HISPC project• Terminology normalization

New Hampshire• Roadmap for statewide HIT

and HIE

Massachusetts• EMR impact measurement

(for MHQP and MAeHC)• Terminology normalization

New York• HEAL NY Phase 3

and 5• CCITI NY 2 yr HIE

implementation• HIPAA Privacy and

Security plan• Public Health

Registry• North Country HIE

Dewpoint/s2a Health Information Exchange Planning & Implementation Engagements

• Project team started due diligence• Included early adopter analysis• Technical assessment of early adopters and other

stakeholders• HIE region and non-HIE region interviews• State of MI technical system technical analysis

HIE Cooperative Agreement Grant• Preliminary architecture• Preliminary budget• Drafted grant application submitted 10/16

Project Work Initiated in August

Grant Application Process

Update Conduit to Care report (Strategic Plan) and develop plan for implementation (Operational Plan) by April 15, 2010

• Build work groups• Gain critical stakeholder

involvement• Leverage other programs

and resources• Execute on the plan

Thank you for your interest

and for being here.

Next Steps

Sue MoranDirector, Medicaid Program Operations Bureau

Integration of MI HIN and Medicaid EHR Incentive Program Efforts

Medicaid ARRA Provisions

Section 4210

• Establishes a program for payment to providers who adopt meaningful use of electronic health records

• Provides both Medicaid and Medicaid incentives

• Before states can make payments, a range of regulatory, policy, and planning activities must take place

State’s Role

• Administer the Medicaid incentive payment to eligible professionals

• Conduct adequate oversight of the program, including tracking meaningful use

• Pursue initiatives to encourage adoption of certified EHR technology to promote health care quality and exchange of health care information

Two funding sources under ARRA:

1. 100% FFP Incentive Funds to Providers• Eligible Professionals: up to a maximum of $63,750 over a 6 year period

based on historical cost studies• Hospitals: amounts determined through a formula

2. 90% FFP Administrative Funds to Medicaid State Agencies – 3 Purposes• Administer the incentive payments• Conduct oversight including tracking meaningful use attestations and

reporting mechanisms• Pursue initiatives to encourage adoption of EHR technology to promote HC

quality and exchange data

What CMS Medicaid Funding Is Available?

100% FFP Medicaid Incentive Funds to Providers

1. Be an “eligible” provider

2. Use “certified” EHR technology

Definition to be published by ONC by 12/31/2009

3. Meet the “meaningful use” criteria in the employment of the certified EHR technology

Definition being developed by ONC + CMS

Criteria To Receive Medicaid Provider Incentive Payments

• Recognition that better health care does not come solely from the adoption of technology itself

• Rather, it comes from the exchange and use of health information to better inform clinical decisions at the point of care

• Defined by CMS with help from ONC, HIT Policy and Standards Committees and others

Focus On “Meaningful Use”

See www.healthit.hhs.gov for more information on MU

1. Medicaid participation is voluntary

2. Provider types significantly broader

3. No Medicaid financial penalties to Medicaid providers for not adopting

4. Incentive payments are potentially higher than for Medicare

5. Time period for which incentives are available extend to 2021 (compared to 2015 for Medicare EPs)

6. No “meaningful use” required in Year One – Adopt, Implement or Upgrade

Differences Between Medicaid & Medicare Incentive Payments

90% FFP Administrative Funds To Medicaid State Agencies

The State Medicaid Agency must:

1. Administer the incentive payments to eligible professionals and hospitals;

2. Conduct oversight of the program, including tracking meaningful use by providers

3. Pursue initiatives to encourage the adoption of certified EHR technology to promote health care quality and the exchange of health care information

Three Purposes of 90% FFP ARRA State Admin Match

• Develop a State Medicaid HIT Plan (SMHP) describing the State’s Medicaid incentive program and how it will integrate current and planned Medicaid HIT assets and fit within the larger State HIT/HIE roadmap

• Work collaboratively with other stakeholders involved with HIT adoption

Medicaid - Planning

• Current HIT Landscape Assessment

o “As-Is” Environment

• Vision of the HIT Future

o “To-Be” Environment

• Specific Actions Necessary to Implement the EHR Incentive Program

• HIT Road Map

• Vision for Medicaid to become part of existing or planned Federal, regional, statewide, and/or local health information exchanges (HIE)

State Medicaid HIT Plan (SMHP)

Integration of Efforts

• EHR Incentive Workgroup is working collaboratively with the other ARRA HIT projects, including:

o State HIE

o Regional HIT Extension Center, M-CEITA

• Since these projects are interrelated, the plan is to leverage the activities to advance all the projects, including:

o Shared public meetings

o Collaborative efforts on planning documents, surveys and outreach

Collaboration

• In order to insure success the EHR Incentive Workgroup is seeking input from all stakeholders

• Public informational and listening sessions are planned

• Both broad (to all Medicaid providers) and targeted (to likely incentive participants) outreach is planned

• These activities will continue through planning and implementation

Multi-Stakeholder Outreach

Contact Information:

• [email protected]

• 517-241-8055

Questions?

Kimberly Lynch, Altarum

Regional HIT Extension Center –Michigan Center for Effective IT Adoption(M-CEITA)

• Health IT Regional Extension Centers will provide technical assistance and disseminate best practices to support and accelerate efforts to adopt, implement, and effectively utilize health information technology. (ARRA Sec. 3012(c))

• Michigan’s REC applicant is M-CEITA – the Michigan Center for Effective IT Adoption (www.mceita.org)

• M-CEITA will advance the meaningful use of HIT across Michigan promoting improvements in quality and enabling patient-centered medical home.

Regional Extension Centers

• Full application submitted to ONC on November 2, 2009

• Over 1,500 priority provider commitments; nearly 5,000 provider commitments total

• $3,383,629 in total matching funds

M-CEITA Development

August 20FOA Released

M-CEITA Planning

FebruaryM-CEITA Collaborative

Formed

September 8Preliminary Application

September 28Preliminary Approval

November 2Full Application

December 11Awardee Selection

M-CEITA Roll Out

•Finalize Organizational Structureo Alignment with other HIT effortso Effective governanceo Project execution

•Operationalize Scope of Serviceso Direct Assistanceo Core Support

•Implement Sustainability Plano Grant fundingo Matching fundso Provider payments

Activities In Progress

Governance

Operations

Sustainability

M-CEITA Workgroups Current Planning Activities

M-CEITA Structure•Executive Committee (EC) members comprised primarily of nonprofit organizations providing core and direct services•Steering Committee (SC) representing the user community and other key stakeholders to ensure M-CEITA’s responsiveness to its core constituency•Advisory Committee (AC) comprised of experts with national stature who can assist M-CEITA in designing and coordinating activities in line with best practices of HIT•Program Management includes project oversight, management of sub-contracts, and meeting federal / grant reporting requirements

Governance

M-CEITA Steering Committee

M-CEITA Advisory Committee

M-CEITA Executive Committee

M-CEITA Program Management

M-CEITA Executive CommitteeOrganizations that participated in full application development and are moving M-CEITA into execution:•Altarum Institute (prime applicant & program management)•Michigan Public Health Institute (MPHI)•Michigan Peer Review Organization (MPRO)•Michigan State Medical Society•Michigan Osteopathic Association•Michigan Health & Hospital Association•Alliance for Health•Michigan Primary Care Association (MPCA)•University Research Corridor: MSU, U of M, Wayne State•Central Michigan University Research Corp (CMU-RC) •Upper Peninsula Health Care Network

Governance

M-CEITA Operational ModelThe M-CEITA operational model is based on the agricultural regional extension service model, and will meet the needs of priority and other participating providers across Michigan.

Governance

M-CEITA AdministrationExecutive, Steering and Advisory committees

Program ManagementM-CEITA Program Manager, Subject Matter

Experts and Core Support team

Regional Managers – Coordinate and implement the EHR adoption program through direct services delivered to provider offices; one manager will be assigned to each of Michigan’s 9 Medical Trading Areas and will manage multiple Implementation Teams.

Implementation Teams – Multidisciplinary implementation teams of process engineers and clinical information technologists will provide direct EHR support services within provider offices

Operations

M-CEITA Scope of Services•The service area for M-CEITA is the entire state of Michigan

• Around 18,000 PCPs; 7,000 priority PCPs; Over 200 Federally-supported practice networks; 14 HIE efforts

•FOA Requirementso Each Regional Center will provide assistance to a minimum of 1,000 priority PCPs in the

first two years (serve at least 20% of the PCPs in the area)o M-CEITA’s goal is to reach 4,000 priority PCPs and 6,000 providers total over the first 2

years

Direct Assistance SupportPrioritized to priority primary care providers

- Vendor selection and group purchasing- Implementation and project management- Practice and workflow redesign- Functional interoperability and health information exchange- Privacy and security best practices- Progress towards meaningful use

Core SupportAvailable to all participating providers

- Education and outreach- Local workforce support- Participation in peer-learning and knowledge transfer activities, facilitated by the national Health Information Technology Resource Center / National Learning Consortium

Primary-Care Providers• MDs, DOs, NPs, CNMs & PAs who

practice family, general internal or pediatric medicine or obstetrics and gynecology

Priority PCPs• Individual and small group practices

(<10) primarily focused on primary care

• Public and Critical Access Hospitals• Community Health Centers and Rural

Health Clinics• Settings that serve uninsured,

underinsured, and medically underserved populations

Operations

Operations

Direct Assistance Approach M-CEITA will provide a variety of individualized services to priority providers supporting effective IT adoption and use

Operations

M-CEITA Knowledge Broker Model

AccessLeverage research, federal guidance and local experiences to identify analyze and disseminate best practices for effective HIT use

Outreach & Collaboration

Maintain effective communication channels with federal partners, state agencies and local providers to create an informed community of HIT adopters

Knowledge TransferFacilitate peer-to-peer knowledge sharing and feedback of lessons learned to the National HIT Research Center.

Core Support Approach M-CEITA will ensure all Michigan providers have access to current best

practices and federal guidance in HIT adoption and use

Sustainability

Sustainability Plan• Total amount of funding available: $598,000,000;

approximately 70 awards• M-CEITA is prepared to execute in either round 1 or 2 of ONC’s

funding cycles • Project period length: four-year project period with two separate two-

year budget periods• Funding is distributed upon milestone completion which includes

signed provider contracts, EHR “go live” and meaningful use achievement including e-prescribing and quality reporting

• Self-sustaining business plan included in full application, and must be executed to support REC activities beyond Federal funding

• Sustainability plan includes award funding, matching funds and direct provider payments

Next Steps

• M-CEITA eagerly participating in MiHIN Work Groups and Medicaid EHR planning

• Ideas / assistance in obtaining provider commitments, Steering and Advisory committee membership

• Provider commitments are still needed and letter templates can be found at www.mceita.org

• Steering or Advisory Committee may be submitted to [email protected]

• Use of your communication channels to spread the word about M-CEITA and its services to providers

• Contact: [email protected]

John Evans, Dewpoint/s2a

HIE Planning Approach

• Support the implementation of the ONC priorities for health information exchange including NHIN connection

• Establish Long-term Governance Structure

• Establish a Financial Sustainability Plan

• Develop a statewide infrastructure for the secure exchange of health information

• Create an incremental plan for implementing HIE over the next four years across Michigan

• Ensure interoperability of disparate systems by developing and implementing technical standards that address privacy and security

• Develop measures for success

MiHIN Project Goals

Funding Available

Total Amount of Funding Available: $564,000,000Award Floor $4,000,000Award Ceiling $40,000,000Approximate Number of Awards: 56Program Period Length Four yearsLetter of Intent Due: 11-Sep-09Application Due: 16-Oct-09Award Announcements: 15-Dec-09Estimated Start Date: 15-Jan-10

Strategic & Operational

Plans

ONC

STATES

$ FUNDING


Plans

ONC

STATES

$ FUNDING

e-Eligibility e-PrescriptionsLab Orders &

ResultsRx Fill Status Or Med Fill History

Quality Reporting

Public Health Reporting

Clinical Summary

ONC PRIORITIES


Plans

ONC

STATES

$ FUNDING

e-Eligibility e-PrescriptionsLab Orders &

ResultsRx Fill Status Or Med Fill History

Quality Reporting

Public Health Reporting

Clinical Summary

Governance TechnicalBusiness

OperationsPerformance Measurement

Privacy/Security

Finance

ONC PRIORITIES

DOMAINS


Governance Work Group MDCH & MDIT

Business Operations

WG

Technical WG

Measures Sub Group

Privacy and Security Sub

Group

HIT Commission

Program Office

Project Control OfficeFinance

Sub Group

Stakeholder Input Structure

Project Structure

HIT Coordi-nator

Support Structure

Applicant



Agreement Program

Consultant role: subject matter

expert; facilitator; researcher;

develop draft work products.

Workgroups and subgroups have

defined activities and timeframes to be reviewed this

afternoon.

Workgroup and subgroup members

nominated and voted on by

stakeholders.

Workgroup co-chairs and

subgroup chairs appointed by the

SOM.

Subgroups reflect the need for a specific area of

focus that is aligned with one

of the workgroups.

6 workgroups composed of

stakeholders from across the State.



Business Operations

WG

Technical WG

Measures Sub Group


Group

HIT Commission

Program Office


Sub Group


Project Structure

HIT Coordi-nator

Support Structure

Applicant



Agreement Program

Review and approve all major Work Group recommendations for

the Strategic and Operational Plans



Business Operations

WG

Technical WG

Measures Sub Group


Group

HIT Commission

Program Office


Sub Group


Project Structure

HIT Coordi-nator

Support Structure

Applicant



Agreement Program Recommend HIE business/clinical

priorities and expected value for the Strategic and Operational Plans



Business Operations

WG

Technical WG

Measures Sub Group


Group

HIT Commission

Program Office


Sub Group


Project Structure

HIT Coordi-nator

Support Structure

Applicant



Agreement Program Recommend technical design, standards and

approaches to HIE solutions for the

Strategic and Operational Plans



Business Operations

WG

Technical WG

Measures Sub Group


Group

HIT Commission

Program Office


Sub Group


Project Structure

HIT Coordi-nator

Support Structure

Applicant



Agreement Program

Recommend funding match strategy,

budgets and financial sustainability model for the Strategic and

Operational Plans



Business Operations

WG

Technical WG

Measures Sub Group


Group

HIT Commission

Program Office


Sub Group


Project Structure

HIT Coordi-nator

Support Structure

Applicant



Agreement Program

Recommend approach to ONC

reporting requirements and

performance measures for the



MDCH & MDIT

HIT Commission

Program Office

Project Control Office


Project Structure

HIT Coordi-nator

Support Structure

Applicant



Agreement Program

Governance Work Group

Business Operations

WG

Technical WG

Measures Sub Group


Group

FinanceSub Group

Recommend HIE privacy and security

policies and approaches for the


Work Group Co-Chairs•1 public, 1 private, appointed•Co-chairs of Work Groups and chairs of Sub Groups will serve as members of Governance Work Group•Initial term will run November 10, 2009 through April 15, 2010

Role

• Work with project facilitators to lead the successful completion of WG deliverables as defined in the project plan within the specified timeframe

• Assign workgroup members to specific tasks/deliverables

• Assure balance of input from stakeholders to gather broad representation so that no one sector unduly influences the deliverables

• Appoint another representative from a similar stakeholder group (meeting minimum requirements) to fill a vacancy that occurs during the initial term

• Assure input from outside experts and advisors as needed to complete deliverables

• Serve as a full member of the WG

Work Group Leadership

• Provide broad stakeholder input in the successful completion of Work Group deliverables as defined in the project plan within the specified timeframe

• Represent other similar stakeholders across the State in the development of Work Group deliverables and serve as a conduit to these similar stakeholders

• Support guidance provided by the Office of the National Coordinator in developing the Strategic and Operational plans

• Initial term will run November 10, 2009 through April 15, 2010

Work Group Roles

• Must be willing and able to attend all WG meetings as determined by the workplan

• Must meet one of the minimum Staffing Requirements

• Only 1 person from an entity can serve as co-chairs/members

• Vendors/Consultants that anticipate bidding on any portion of any potential end solutions may not be a voting Work Group member

Work Group Requirements

• Today registered Work Group members and kick-off attendees will nominate individuals based on required roles, Work Group activities and commitments

• Program staff will verify nominations and assemble voting survey by 11/13/09 – Co-chairs may nominate to resolve gaps due to any geographic, organizational or skill set imbalances

• Registered Work Group members and kick-off attendees will vote on nominees by 11/19/09 utilizing an electronic tool -> results will be announced on 11/24/09

• Co-chairs reserve the right to adjust the final workgroup to assure a balanced geographic representation

Work Group Voting Member Selection

Objectives:

1.Establish a democratic, transparent and fair process

2.Respond to a somewhat prescriptive approach and sometimes changing guidance and expectations from the ONC

3.Ensure stakeholder representation of MI entities and regions

4.Select individuals with the skill sets needed for Work Group activities

Work Group Activity Integration (illustrative)

ONC Governance Finance and Performance Measurement

Technical/ Privacy &

Security

Business Operations

• HIE Early Adopter Tech Analysis

• ONC priorities -> use cases based on Meaningful Use

• Use cases -> feasibility and estimation analysis

• Use cases -> standards and bus architecture

• Requirements -> for technical specifications

• Value propositions• Input to RHITEC HIT

adoption

• SOM Systems analysis

• Prel Tech Architecture• Develop Tech Arch

Plan • Issue RFI• Kick-off• Backbone communic-

ations standards• Security design,

standards and specs (4 As)

• Privacy and consent policies

• Final Tech Arch -> ONC priorities and Meaningful Use

• Technical Solution and Specifications

• Approve vision and goals

• Approve SOM & HIE Tech Analyses

• Approve funding match strategy

• Approve Tech Arch

• Approve pilot sites• Approve technical

Specifications• Approve plan for

measurements• Approve standards

and specifications• Approve Privacy &

Security policies• Develop long term

governance model• Approve

Strat/Oper plans

• Funding match • Fin pol/procedures• Application budget• ARRA budget• Fin Sust education• Cost estimates and

staffing plans• Cost of HIE

operations• Stakeholder Fin

Sust expectations• ONC reporting reqs

and measurements• Transition to Fin

Sust Bus Plan development

• Receive LOI• Receive Grant

Application• Issues funding for

planning activities• Approves update to

Strategic Plan (Conduit to Care)

• Approves Operational Plan

• Issues funding for implementation activities

• Communicates measurements based on Meaningful Use




Security

Business Operations







adoption








• Technical Solutions and Specifications






Specifications• Approve• Approve standards




Strat/Oper plans

• Funding match • Fin pol/procedures• Application budget• ARRA budget• Fin Sust education• Cost estimates

and staffing plans• Cost of HIE















Security

Business Operations







adoption








• Technical Solution and Specifications






Specifications• Approve plan for

measurements• Approve standards




Strat/Oper plans

• Funding match • Fin pol/procedures• Application budget• ARRA budget• Fin Sust education• Cost estimates

and staffing plans• Cost of HIE












Major Milestones

Sep Oct Nov Dec Jan Feb Mar Apr May

HIE Project Planning Complete SOM Systems

Technical Environment Analysis

Preliminary technical planning completed for statewide HIE infrastructure

Develop technical specifications for financial detail for the ONC Operational Plan

HIE early adopter technical environment analysis

Recommend final MiHIN HIE Infrastructure Solution

Final Strategic and Operational Plans

It is more important to build the highway…

… than the fast food place

McDonalds aren’t built in corn fields – they’re built along the highway

To achieve their full potential EHRs and independent health exchanges need to exist in an interconnected system.

mihin work group kick off

Documents

quality of care

inappropriate care

medical care

continuity of care

health care organizations

health care industry

patientcentered care

overall cost of care