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22.06.2015
New Jersey sent its Operational Plan for State  Health Information Exchange Cooperation Agreement to the Office of the National Coordinator for Health IT on August 13, 2010.
Attached is New Jersey’s HIT Operational Plan which represents a continuation of our planning efforts started in 2009 with the submission to the Office of the National Coordinator for HIT of our State HIT Plan in October 2009 with an additional update in January 2010. I am very pleased with the result and believe this represents a significant step for the State of New Jersey in bringing fundamental change in the delivery, quality, and value of healthcare in the State.
As the New Jersey Statewide HIT Coordinator I am committed to working with all state departments and agencies, the healthcare provider community, and other key stakeholders, to implement and facilitate the HIT Strategic and Operational Plans for New Jersey in accordance with nationally recognized Federal standards.We look forward to your timely review and approval of our HIT Operational Plan and continued collaboration on this vital issue for our country and for the State of New Jersey.
This HIT Operational Plan serves as the approach and schedule to implement New Jersey’s Strategic HIT Plan previously submitted in October 2009 and further refined in January 2010. A Unique Approach - Our approach, depicted in Figure 1.1 below, builds on existing, long-standing HIT projects across the State combined with newly funded ARRA initiatives to ensure that all expenditures and resources are leveraged in one cohesive, strategic plan.
Our approach recognizes that this is a time of unprecedented change in the Heath Information Technology landscape.
No less than eight distinct HIE models have been identified throughout the State that are in a position to be leveraged into the state plan. New Jersey Medicaid is progressing toward its own HIE model and has begun implementation of a crucial Master Client Index project. The New Jersey Health Information Network (NJHIN) will integrate these various projects and initiatives.
A record locator service (RLS) for locating records within the four new regional HIEs, the Medicaid HIE and the other existing HIE initiatives across the State. NJHIN will leverage Medicaid and all the MMIS medical history data that already exists for ~1.3M citizens in our state representing 15% of our population.
Continuing Our Leadership – New Jersey has been in the forefront of promoting electronic health records.
New Jersey’s active interest in electronic systems as a means of increasing healthcare quality and reducing costs began in 1993 through a study to analyze current methods, barriers, and recommendations for achieving savings and administrative simplification in the New Jersey healthcare system. This led to the passage of the New Jersey Health Information Network and Technology (HINT) law in 1999 which set a precedent for health information technology standards for interoperability in the Garden State.
During 2004-2005 the New Jersey Hospital Association began facilitating discussion focused on HIE development and deployment. As early as 2004, some New Jersey hospital systems began developing HIE models, primarily within their corporate structures, and have accomplished sophisticated health information sharing solutions that are ready to be integrated into the statewide plan.
In 2008 the New Jersey Health Information Technology Act was passed which mandates the creation of a plan to implement a secure, integrated, inter-operative and statewide infrastructure for the sharing of electronic health records.
In October 2009 New Jersey submitted one of the first State HIT Plans to ONC and received initial approval of the four requested HIE implementation grants. Our leadership continues at the national and state level as we aggressively move forward in transforming the healthcare delivery system of New Jersey. Our Fundamental Strategies – In addition to supporting the strategic direction articulated in our State HIT Plan submitted in October 2009, the following represents the fundamental strategies for our HIT Operational Plan. Medicaid is a key partner in the execution of this HIT Operational Plan and we will leverage CMS funding to help build the infrastructure for statewide health information exchange. We will leverage our 98% broadband coverage (#1 in the US) to ensure all providers and healthcare service recipients have access to the right information at the right time. We will leverage all funding sources (public and private) to ensure the financial viability and stability of the HIT program. Through effective HIT coordination we will eliminate duplicative efforts and projects across the HIT landscape and ensure efficiency of efforts by centralizing and sharing policies, standards, and infrastructure as appropriate.
The ongoing transformation of the healthcare system in New Jersey from a paper-based healthcare information environment to a digital healthcare information environment is complex and will require collaboration between multiple parties with potential conflicting interests.
To design and manage a transparent multi-stakeholder process to guide and implement the program.
To monitor and track meaningful use of HIE capabilities through a well-coordinated and effective communication process. To assure all stakeholders that information sharing is consistent with state and federal security and privacy provisions.
To ensure effective gap closing strategies related to HIE capabilities for meaningful use exist and are effectively managed. To educate the public (patients and providers alike) to understand, embrace, and realize the benefits of EHR technology. To take the lead in developing statewide, standardized policies and procedures that are consistent with those established at the national level.
In addition to the technical aspects of establishing the NJHIN, the HIT Operational Plan addresses the regulatory, financial sustainability, governance, and project management approaches to effectively implement our strategies.


This HIT Operational Plan is submitted to the Office of the National Coordinator for Health Information Technology (ONC) for review and approval. For strategic and operational plans from 25 other states, please see updated post on e-Healthcare Marketing. This entry was posted in 'Meaningful Use', CMS, EHRs, Government, HIE, New Jersey, ONC by Mike Squires.
Marketing automation company Ifbyphone recently published their 2013 State of Marketing Measurement Survey. A primary trend from the 2013 research is the level of support, and scrutiny, that marketers are receiving from their CEO’s around marketing measurement as a growth engine.
Marketing teams are being asked to measure a wider range of marketing metrics with a greater focus on revenue and tracking of customer interactions from both offline and online sources.
Given the dominance of the sales-related metrics already being measured by the marketing team, it is not unreasonable to conclude that marketing measurement innovation, which enables marketers to better track and monetize engagements with customers and sales prospects, will be a high priority in coming years. Investment in an emerging generation of marketing measurement tools is needed to satisfy the CEO’s increasing demand for tracking data. Possibly as a result of the increased focus from the CEO and the growing role marketing has as a growth engine, almost half of respondents (45 percent) reported an increase in their marketing budgets in the past year while only 12 percent are working with a tighter marketing budget. One in 10 respondents (10 percent) will also share resources with other departments, such as IT, reflecting the highly technical nature of twenty-first century marketing analytics. Marketing teams with Growth Hackers are prioritizing investments in emerging marketing measurement technology, across both online and offline channels. Over a third of Growth Hacker-backed marketing teams (34 percent) are utilizing heat map tools compared with only 20 percent of the average marketing teams. Across every category of marketing measurement technology, it is the Growth Hackers who are leading the charge in experimenting and innovating with emerging tools that will give them, their CEO, and their marketing colleagues the edge in tracking where the best results are being achieved for marketing investments.
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The questioner went on to explain that in her case, in the health sector, and many health and looks treatments etc.
To define how to manage the workflow for responding to social media I suggest drawing up a comment response flow chart like this one for Dell which was presented by Kerry Bridge when she was manages social media communications for Dell in Europe. You can review other examples of social media policies at the Social Media Governance database - you can select by sector - there is a good range of examples from brands and charities. For a further example of a planned approach to managing social media governance, Expert members of Smart Insights can review the example social media plan template prepared by Miriam Shirav. However one of the things I feel is missing from these charts is how you incorporate a more general, aggregated buzz monitoring into the flow.
For example back in March of this year Nestle’s share price took a hit as a result of the publicity surrounding a negative viral campaign. I’d suggest that somewhere near the start of these flow charts we need to add a component that asks ‘Is this part of a trend? Has anyone seen anything that incorporates this approach into a PR framework or flow chart? Oh, sure, if you want to get a new standard in place, such as requiring all web pages to have unique titles (to improve your SEO), you can ask your executive to order everyone to do it. So, in reaction, other companies try to win the hearts and minds of the rank and file by creating the new standard with a democratic approach to lawmaking–usually they seek complete consensus within the organization for any new rule.
Maybe you should be looking for a model that mimics how governance works in similar situations. If you’re still flailing about with the wrong approach to marketing governance, what are you waiting for?
About Mike MoranMike Moran has a unique blend of marketing and technology skills that he applies to raise return on investment for large marketing programs. Execution of this Plan will enhance the quality, delivery, and value of healthcare while supporting New Jersey’s hospitals and eligible providers in achieving and demonstrating meaningful use of Health Information Technology (HIT).
The release of implementation funding for the four approved HIEs will accelerate the realization of the NJHIN. This led to the emergence of several community-based HIE initiatives which have become the basis of the current NJHIN. The Act also created a Health Information Technology Commission to oversee the development, implementation and oversight of the plan, in partnership with the Office for eHIT Development. Two thirds of CEO’s surveyed have significant influence in marketing decisions and half receive regular marketing measurements.
In order to facilitate this, budget growth and additional marketing resources are being provided.


Almost a third (32 percent) plan to add more full-time marketing resources, one in five respondents (19 percent) plan to invest in more contingent marketing workers, while one in 10 (10 percent) will hire a new marketing agency.
Growth hackers, marketers who combine marketing knowledge with a strong technical background to drive growth, are having an impact on improvements in marketing measurement. Almost three quarters of marketing teams with a Growth Hacker engaged (72 percent) are experimenting with Voice-Based Marketing Automation (VBMA), 19 percent more than marketing teams generally. Almost twice as many marketing teams with Growth Hackers (28 percent) are experimenting with emerging workflow automation tools, compared to 15 percent generally. You can read the case study of Dell's social media journey at that time - it's a little dated now, but still a great summary of the essence of a social media strategy. In my experience proving that you have this sort of process in place can be a vital reassurance to senior company execs who hold the purse strings on future investments in social media. Sometimes you don’t need, or want, to assess individual +ve or -ve comment, but instead you need to understand and react to those comments as part of a trend.
Rising or falling?’ ideally with an action related to sentiment monitoring (many buzz monitoring tools now provide sentiment analysis and while it can be a bit flakey I think this is a scenario where it is perfectly suited). Without proper governance, you can try to change your marketing practices across your organization, but it won’t take. They let their executives order people around and they expect the execs to punish recalcitrant groups. Perhaps you can get the exec’s attention long enough for him to sign off on a new edict, but what do you do when someone refuses to go along? Many groups within an organization won’t comply with the new standard because they were not involved in creating it.
While this sounds noble, the truth is that the larger the organization, the less likely you can get everyone to agree. If you think about a situation where no one can order everyone around and you can’t get everyone to agree, maybe you would consider the United Nations.
Every company can identify several business units that are more important than the rest–they might have higher revenue, or higher profits.
Mike is a former IBM Distinguished Engineer and a senior strategist at Converseon, a leading social consultancy. You’ve launched a Facebook campaign, pasted the city full of QR code stickers, customers can leave a comment or complaint about the brand via Twitter. In this infographic, Mindflash gives a crash course on how to train your workforce to work with social media. The State acknowledges that the HIT and HIE landscape at the federal and state levels is evolving, and that this is a living document requiring ongoing review, changes, and refinement. One quarter of respondents (25 percent) now have a Growth Hacker on their marketing team, the same percentage that have Product Managers. Meanwhile, 44 percent of marketing teams with Growth Hackers are using marketing automation software compared to only 26 percent of marketing teams generally. Some people will go along with the changes, some won’t, and you need to do better than that. So, you might find that the democratic approach means that you can’t pass the standards that improve your marketing. Get your executive to agree to hold business units responsible for the results of that checking. Mike is the author of two books on digital marketing, an instructor at several leading universities, as well as a Senior Fellow at the Society for New Communications Research. The information on the blog may be changed without notice and is not guaranteed to be complete, correct or up-to-date.
Woods was most recently the CIO for the New Jersey Department of Human Services providing technology direction to the State Medicaid Program.
With her selection, we have adjusted our overall governance structure for the HIT Program pertaining to HIT direction and policy. She explains that example is where companies have faced non-satisfied customers that are creating a lot of noise in social media. Reproduction, copying, or redistribution of materials on the blog for commercial purposes is prohibited without the express written permission of MRMLOGIQ BV. The blog is not responsible for and does not endorse or warrant in any way any materials, information, goods or services available through such linked sites or any privacy or other practices of such sites.



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