MiHIN Work Group Kick Off
description
Transcript of MiHIN Work Group Kick Off
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November 10, 2009
MiHIN Work GroupKick Off
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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
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Ken Theis, CIO, State of MichiganJennifer M. Granholm, Governor, State of Michigan
Opening Remarks
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“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
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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
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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
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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
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Today marks the start of the next phase of the MiHIN project
MiHIN Timeline 2006 Through 2015
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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
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Beth Nagel, HIT Coordinator
Background
Michigan HIE / HIT and the State Cooperative Agreement Program
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• 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
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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
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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
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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.
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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
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• 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
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Grant Application Process
Update Conduit to Care report (Strategic Plan) and develop plan for implementation (Operational Plan) by April 15, 2010
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• 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
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Sue MoranDirector, Medicaid Program Operations Bureau
Integration of MI HIN and Medicaid EHR Incentive Program Efforts
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Medicaid ARRA Provisions
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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
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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
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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?
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100% FFP Medicaid Incentive Funds to Providers
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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
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• 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
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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
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90% FFP Administrative Funds To Medicaid State Agencies
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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
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• 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
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• 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)
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Integration of Efforts
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• 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
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• 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
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Kimberly Lynch, Altarum
Regional HIT Extension Center –Michigan Center for Effective IT Adoption(M-CEITA)
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• 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
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• 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
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•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
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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
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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
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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
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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
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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
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Operations
Direct Assistance Approach M-CEITA will provide a variety of individualized services to priority providers supporting effective IT adoption and use
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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
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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
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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]
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John Evans, Dewpoint/s2a
HIE Planning Approach
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• 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
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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
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Strategic & Operational
Plans
ONC
STATES
$ FUNDING
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Strategic & Operational
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
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Strategic & Operational
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
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Office of the National Coordinator for HIT
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
Federal Administrative Office
of the State HIE Cooperative
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.
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Office of the National Coordinator for HIT
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
Federal Administrative Office
of the State HIE Cooperative
Agreement Program
Review and approve all major Work Group recommendations for
the Strategic and Operational Plans
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Office of the National Coordinator for HIT
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
Federal Administrative Office
of the State HIE Cooperative
Agreement Program Recommend HIE business/clinical
priorities and expected value for the Strategic and Operational Plans
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Office of the National Coordinator for HIT
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
Federal Administrative Office
of the State HIE Cooperative
Agreement Program Recommend technical design, standards and
approaches to HIE solutions for the
Strategic and Operational Plans
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Office of the National Coordinator for HIT
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
Federal Administrative Office
of the State HIE Cooperative
Agreement Program
Recommend funding match strategy,
budgets and financial sustainability model for the Strategic and
Operational Plans
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Office of the National Coordinator for HIT
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
Federal Administrative Office
of the State HIE Cooperative
Agreement Program
Recommend approach to ONC
reporting requirements and
performance measures for the
Strategic and Operational Plans
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Office of the National Coordinator for HIT
MDCH & MDIT
HIT Commission
Program Office
Project Control Office
Stakeholder Input Structure
Project Structure
HIT Coordi-nator
Support Structure
Applicant
Federal Administrative Office
of the State HIE Cooperative
Agreement Program
Governance Work Group
Business Operations
WG
Technical WG
Measures Sub Group
Privacy and Security Sub
Group
FinanceSub Group
Recommend HIE privacy and security
policies and approaches for the
Strategic and Operational Plans
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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
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• 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
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• 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
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• 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
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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
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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
![Page 68: MiHIN Work Group Kick Off](https://reader036.fdocuments.us/reader036/viewer/2022062518/568149ae550346895db6ec83/html5/thumbnails/68.jpg)
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 Solutions 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• 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
![Page 69: MiHIN Work Group Kick Off](https://reader036.fdocuments.us/reader036/viewer/2022062518/568149ae550346895db6ec83/html5/thumbnails/69.jpg)
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
![Page 70: MiHIN Work Group Kick Off](https://reader036.fdocuments.us/reader036/viewer/2022062518/568149ae550346895db6ec83/html5/thumbnails/70.jpg)
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
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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
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It is more important to build the highway…
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… than the fast food place
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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.