Download Strategic Plan - Rhode Island Quality Institute

Become indispensable to our
customers, constituents and
stakeholders as a partner in
transforming healthcare.
Use RIQI’s tools and solutions to empower individuals and families to be well-informed, active participants in optimizing their health.
Grow revenue consistent with the hybrid business model that
includes grants, public utility and fee-based revenue sources.
Expand RIQI’s capacity for internal
effectiveness.
Increase use of our products and services by expanding
the data asset base and developing and enhancing products.
• Monthly average (over a 3-month period) of HIE enabled provider sites utilizing services
• Number of unique patients whose records were made available for clinical care by the HIE over a 3-month period
• Monthly average (over a 3-month period) of patient records retrieved or patient notifications sent
• Percent increase in HIE service uptake over December 2015 baseline
• HIE service penetration in targeted care settings (the average number of services provided per unique site)
• Completeness of inbound HIE connectivity across targeted settings and data type
• Completeness of outbound HIE connectivity across targeted settings
• Number of new fee-based products and services made available to the market
• Measurement of Return on Investment (ROI) of our products and services
Increase and maintain active individual enrollment in
CurrentCare.
•Number of individuals actively enrolled in CurrentCare
•Percentage of targeted eligible individual providers served by CIS
•Expand technical assistance and transformation support for providers
Collaborate with researchers, innovators, and users on
appropriate data dissemination, data discovery and education.
•Number of reports/data extracts delivered to public health entities
Increase public health entities’ ability to use, benefit from, and
manage advances in real-time electronic health information.
•Number of innovator projects launched and/or researcher grants awarded
that utilize HIE data
Implement the No Wrong Door strategy enabling consumers
to move seamlessly through their available patient portals.
• No Wrong Door strategy and concept design developed
Integrate consumer-supplied data into their comprehensive
longitudinal health record contained in CurrentCare.
•Number of patients generated data types integrated into the HIE
Ensure that customers adopt and use their health data in
order to support their health needs.
•Number of consumers enrolled in CurrentCare for Me services (Portal & Mobile)
•Number of CurrentCare for Me views, downloads or transmits (VDTs)
Solidify the public utility component of the hybrid business
model.
• Number and percentage of eligible Rhode Islanders covered by PMPM
• Total forecast PMPM revenue
• Untapped PMPM revenue (not scored)
Grow revenue through fee-based products and services.
• Fee-based products and services revenue (realized)
• Fee-based products and services active contracts
• Fee-based products and services contract value Develop robust organizational health.
• Best Places to Work score
Drive operational excellence.
• Number of internal quality improvement initiatives
WHAT WE DO
RIQI owns and operates CurrentCare, Rhode Island’s Health
Information Exchange (HIE), a secure electronic network
that integrates laboratory results, medication histories, care
coordination data and much more. CurrentCare provides
healthcare practitioners access to real-time comprehensive
patient information that facilitates the best possible care
Through its work,
RIQI seeks to make
decisions. RIQI also understands the need for individuals to
Rhode Island the safest
be actively engaged in their health, providing online access
and most efficient
to their comprehensive health information in CurrentCare
via a personal health record, CurrentCare for Me.
place in the nation
to receive healthcare
With the transition to value-based payment models, RIQI’s
robust data analytics capabilities support health IT enabled
quality, cost, and efficiency improvements at both the patient
and population levels. Clinical outcomes measures enable
providers to compare their results with their peers, while
quality reporting and sophisticated analytics drive continuous
and to improve
the quality of
life for all
Rhode Islanders.
improvements in care.
RIQI’s Center for Improvement Science (CIS) assists thousands
of clinical practices in RI with transformation initiatives that
meet their individual needs ranging from implementation of
electronic health records and connection to and productive
use of CurrentCare, through full patient population health
management decision support tools and services.
CIS helps providers build critical skills and utilize real-time
integrated data that apply quality improvement science in their
daily practice in order to achieve the “quadruple aim” of better
health, better healthcare, lower per capita costs, and provider
QUADRUPLE AIM
Better
Health
Better
Healthcare
Lower
Cost
Provider
Joy in
Work
joy in work.
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3.
Rhode Island Quality Institute
HISTORICAL
TIMELINE
• Rhode Island
Attorney General
Sheldon Whitehouse
convenes a group
of high-level
executives from
every constituency
of healthcare with
the goal of working
together to transform
the state’s healthcare
system.
2001
• Through a
partnership between
RIQI and the RI
Dept. of Health,
RI becomes one
of six states awarded
$5M in federal
funding to establish
a statewide health
information
exchange (HIE).
2002
2004
• RIQI is founded
with grant support
from the Rhode Island
Foundation.
• Shortly after its
founding, RIQI and its
partner Surescripts,
launch the first pilot
of end-to-end
electronic prescribing
in the nation. The
successful pilot has
now scaled to every
state in the U.S.
$5M
• RIQI wins official
designation by
the State of RI as
the RI Statewide
Regional Health
Information
Organization
(RHIO) following
a competitive
bidding process.
• Collaboration
among the RI Dept.
of Health (HEALTH),
RIQI and community
leaders, results
in the design of
the statewide HIE
—including the
governance,
business and
privacy and security
infrastructure.
2005
2006-07
2008-10
• RIQI launches the
RI ICU Collaborative
in partnership
with the Hospital
Association of RI
and Quality Partners
of RI.
• Child Magazine
ranks RI as the
safest place in
the nation to raise
a child, citing
the electronic
prescribing initiative
led by RIQI.
• RIQI is the only
organization in the
nation to win all
three major grants
—Health Information
Exchange (HIE),
Regional Extension
Center (REC), and
Beacon Community
—from the
American Recovery
and Reinvestment
Act (ARRA)
totaling $27M.
• HEALTH awards
RIQI accountability
for the technical
build and ongoing
operation of
CurrentCare.
“ RIQI WAS THE ONLY ORGANIZATION IN THE NATION
TO WIN ALL THREE MAJOR HEALTH IT GRANTS IN THE
2009 FEDERAL STIMULUS BILL, TOTALING $27M.”
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• RI Regional
Extension Center
(RI REC) launched.
• CurrentCare
connects with Epic
at Lifespan and
Care New England
for bi-directional data
exchange; Introduces
provider Full Panel
Alerts and dashboards
to support population
health management.
2001-2016
• With the technical
infrastructure in place,
data begins to flow
into CurrentCare in
early 2011.
• RI is the first in
the nation to enable
the flow of substance
abuse and alcohol
treatment protected
health data into the
HIE, winning the
National Council
for Community
Behavioral Health’s
Impact Award for
Excellence.
• By the Fall, the
first clinical service,
Hospital Alerts, is
launched providing
notifications of
patient hospital
and ED admissions
and discharges to
community-based
providers.
2011
• First Continuity
of Care Documents
(CCDs) flow into
CurrentCare from
CVS Minute Clinics
anywhere in the
United States.
• RIQI is awarded
$8.3M Transforming
Clinical Practice
Initiative grant from
the Centers for
Medicare & Medicaid
Services (CMS) to
help 1,500 primary
care and specialist
providers prepare
for value-based
payment programs.
• RIQI is awarded
$2.7M Sharing Health
Information for
• RI Statewide
Common Provider
Directory launched,
providing a “single
source of truth” for
provider information
critical to state
government, payers,
consumers, providers,
employers and others.
• RIQI launches
CurrentCare for Me,
providing such
consumer services
as access to their
data in CurrentCare.
2012
2013
2014
2015
2016
• Providers begin
accessing and
utilizing CurrentCare
Viewer and the
quality measurement
and analytics
infrastructure
becomes operational.
• Multi-stakeholder
funding supplies
$7M to operate and
scale CurrentCare.
RIQI’s official
designation
as RI’s RHIO is
renewed.
• Collaboration with
Providence Veterans
Medical Affairs
Medical Center
launches the work
to improve
coordination of care
for RI Veterans
through CurrentCare.
Transitions in Care
grant from the Office
of the National
Coordinator for Health
Information Technology
(ONC) to begin
integrating long-term
and post-acute care
providers.
• RIQI named
‘Most Innovative
Company–Healthcare’
by Providence
Business News.
• RIQI receives
$500K grant from
the Rhode Island
Foundation to develop
predictive analytics
that support population
health and high risk
patient management.
• RIQI is a key
collaborating partner
helping secure and
execute the Warren
Alpert Medical School’s
$20M Clinical and
Translational Research
(IDeA-CTR) grant from
the National Institutes
of Health.
• 1 in 3 Rhode
Islanders now
enrolled in
CurrentCare.
“ RIQI LAUNCHES REAL-TIME
DASHBOARDS,THE RI PRACTICE
TRANSFORMATION NETWORK, THE
RI STATEWIDE PROVIDER DIRECTORY
AND CURRENTCARE FOR ME.”
S
MO
T IN
NO
IV
VAT
E
• RIQI begins
developing a
dashboard for
Thundermist Health
Center that provides
unprecedented,
real time data for
care coordination.
• Named ‘Best Places
to Work’ by Providence
Business News.
• RIQI launches Care
Management Alerts
and Dashboards to
support population
health for all patients.
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5.
Capabilities
Connectivity &
Movement of Data
Consumer
Empowerment
Dashboard Analytics
Quality Reporting
Research
Practice
Transformation Support
Shared Services
(e.g. Provider Directory)
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C o n n ectivity and
M o v ement of D ata
“At Governor Street, we are
convinced that using
Through the HIE Infrastructure, RIQI has created the
capability for CurrentCare to share longitudinal records
across proprietary, payer and geographic boundaries,
including substance abuse and alcohol treatment
information. By the end of 2015, full interoperability was
achieved with Epic, Athena, and NextGen. RIQI is expanding
CurrentCare will allow
more effective and
efficient medical care
for our patients.
As my patients’ primary care
provider, it is critical that I
this capability to the Providence VA Medical Center, Butler
have access to the medical care
Hospital, hospitals bordering Rhode Island, long-term care
they have received from others
facilities and other care providers during the 2016–2018
within the healthcare system.
time period.
By being able to replace
outdated and unsecured
In addition, with the appropriate business associate and
fax machines and paper mail,
services agreements in place, RIQI provides “full panel”
CurrentCare is both more
alerts and dashboards for all the patients assigned to
secure and more efficient
treating providers in a practice as well as quality reporting
and analytics in a legally compliant manner. This capability
enables new services, such as: automated referrals; public
health reporting and surveillance; and integrated quality
measurement and reporting.
“Intelligent Alerts” is another new service that notifies
than previous systems.
CurrentCare is a valuable
technology that has already
provided value to my
patients and to me as a
healthcare provider.”
Thomas A. Bledsoe, MD, FACP
University Medicine, Providence, RI
providers when a patient transitions from one care setting
to another and issues messages customized for each patient,
alerting providers to the potential for errors in care and
whether the patient is on a high-risk trajectory if there is
no intervention.
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C o nsum er E mp owe rm e n t
Consumers now have the ability to easily view their
CurrentCare record data such as lab results, medications,
immunizations and more. In addition, they can download
and share their full CurrentCare record with anyone of their
“I cannot imagine working
choosing. Planned enhancements for the CurrentCare
without CurrentCare.
for Me portal include giving consumers single sign-on
My work flow is very
capability to provide “No Wrong Door” access to their
efficient. Interfacing
personal health records housed with different providers
with Kidsnet, labs, etc.,
in the state. This will enable several capabilities including
providing Care Coordination and Management Alerts
for patients, families and caregivers and the capture
of consumer-supplied data such as advance
directives/Medical Orders for Life Sustaining Treatment
(MOLST), in-home monitoring, social determinants
of health and health risk assessments.
increases efficiency/quality.
My EHR allows me to
put reminders in where
I get a message in
the future. It has saved
me on several occasions.
For example, a patient
who needs a follow-up
D a sh boards , A naly t i c s ,
Q u a l ity R ep orting , a n d
R e se arch
RIQI is reducing the burden for providers by delivering
better and more useful data through near real-time
display of actionable data for point of care intervention,
full panel/high-risk analytics and predictive modeling,
quality reporting, and the aforementioned “Intelligent
Alerts” that will help improve care coordination and
enabling customized preventive treatments and
interventions based on access to near real time data.
The capability also provides research support, including
Big Data analytics.
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CT in 3 months
doesn’t slip through
the cracks.”
Nicole Somvanshi, MD
South County Family Medicine
P r a c tice T rans for m at i o n S u ppo r t
Through the CMS Transforming Clinical Practice Initiative
(TCPI) Grant ($8.3M), RIQI is supporting and developing
practice leaders and enhance skill building for success under
new payment models and meet the “quadruple aim” of better
health, better healthcare, lower per capita costs, and provider
joy in work. Additional capabilities that support practice
transformation include CMS Meaningful Use incentive
qualification, National Committee for Quality Assurance
(NCQA) recognition, CurrentCare enrollment, RIQI products
and services adoption and use and workflow redesign.
S h a r ed S ervice s
“At Women & Infants
Hospital, CurrentCare has
proven valuable by
providing the current,
complete healthcare record
for our high-risk patients.
It provides up to date
information about care
received from other providers,
pharmacies and facilities
across the state.
CurrentCare provides
value to my high-risk
RIQI’s capability to develop shared services, such as the
patients and to me as a
Statewide Common Provider Directory, is driving a more
healthcare provider and
coordinated, efficient healthcare system by reducing expensive
medical director of a
duplication. There is significant potential for a broad range
multidisciplinary healthcare
of new shared services including common credentialing, an
team caring for a vulnerable
automated statewide referral network, and use of the HIE
infrastructure for point-to-point communication.
“Hospital follow-up is already a lot easier. We now get rapid
population of infants
and children.”
Betty Vohr, MD, Medical Director
Neonatal Follow-up Program
Professor of Pediatrics
Warren Alpert Medical School of Brown University
Women & Infants Hospital, Providence, RI
notification from the hospitals when a patient is discharged.
No longer do we rely on inconsistent faxes. My staff is able to
quickly contact patients regarding hospital follow-up,
and lab results are readily available through the
CurrentCare system. My staff is finding CurrentCare easy to use.”
Gregory Steinmetz, MD
Associates in Primary Care Medicine, Warwick, RI
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9.
2016–2018 GOALS AND STRATEGIES
To advance its mission to significantly improve health and advance the quality and value of
care, RIQI has identified four key achievement goals for the three-year period from January
2016 through December 2018. Each goal is supported by strategies that are continuously
monitored and a Balanced Scorecard with 25 metrics is published quarterly and presented
to the Board of Directors. Copies are available upon request.
Become
indispensable
to our customers,
constituents and
stakeholders as a partner
in transforming healthcare.
1.
Use RIQI’s
tools and solutions
to empower individuals
and families to be
well-informed, active
participants in optimizing
their health.
MISSION
4.
To significantly improve health
and advance the quality
and value of care.
Expand RIQI’s
capacity for internal
effectiveness.
3.
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2016 – 2018 S trategic P lan
2.
Grow revenue consistent
with the hybrid business
model that includes
grants, public utility
and fee-based
revenue
sources.
w w w. r i q i . o rg
50 Holden Street, Suite 300
Providence, Rhode Island 02908
Telephone 401-276-9141