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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. 2016 – 2018 S trategic P lan | 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.” 4. | 2016 – 2018 S trategic P lan • 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. 2016 – 2018 S trategic P lan | 5. Capabilities Connectivity & Movement of Data Consumer Empowerment Dashboard Analytics Quality Reporting Research Practice Transformation Support Shared Services (e.g. Provider Directory) 6. | 2016 – 2018 S trategic P lan 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. 2016 – 2018 S trategic P lan | 7. 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. 8. | 2016 – 2018 S trategic P lan 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 2016 – 2018 S trategic P lan | 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. 10. | 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