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Making Population Health Work at an FQHC: One CIO’s Experience

May 14, 2015
by Mark Hagland
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Angela Diop is helping to lead foundational population health work as CIO at Unity Health Care, an FQHC in Washington, DC

Unity Health Care, Inc. is a federally qualified health center (FQHC) in Washington, D.C., with over 25 care sites in the District. Unity provides ambulatory care, including primary care, specialty care, and dental care, as well as school-based healthcare at five sites, and services to the District’s two jails. It also has 11 care sites in homeless shelters. The FQHC has about 250 salaried physicians and 1,000 employees altogether.

Unity Health Care, which was founded in 1985 as Healthcare for the Homeless, is celebrating its 30-year anniversary this year. Last year, the organization saw 105,000 unique patients, and provided care via a half-million visits altogether. Its population is three-quarters African-American and 15 percent Latino, and serves all wards of the District. The organization operates on an annual budget of about $100 million, with about 85 percent of its revenues deriving from Medicaid payments, about 8 percent from grants, about 6 percent from private health insurers, and a small percentage from Medicare. It receives federal funding compensation for uncompensated care. About 11 percent of its patients are homeless.

Not only is Unity Health Care certified as a level 3 patient-centered medical home; it also became a Davies Award winning organization in 2012, recognizing its leveraging of healthcare IT.

Angela Duncan Diop, ND, vice president of information systems at Unity Health Care, spoke recently with HCI Editor-in-Chief Mark Hagland, with regard to the topic of population health. Diop will be moderating a panel on the related topic of “Driving Organizational Performance with Predictive Analytics,” at the Health IT Summit in Washington, to be held June 16-17 at the Ritz-Carlton Tyson’s Corner, in McLean, Virginia. Below are excerpts from that interview.

What are some of the biggest challenges in doing population health right now? Is transience one problem, in terms of harnessing data?

Yes, transience is a problem—not only with homeless patients, obviously, but even with our non-homeless patients—coming up with addresses and phone numbers to do outreach with patients, is a challenge. Especially as we become more automated. We do phone call reminders. We have a patient portal. We’re actually trying to meet meaningful use Stage 2 under Medicaid. And one of the things you have to do is to have your patients link to you through a portal.

Angela Diop

And it obviously is difficult to achieve that, with a large percentage of homeless and near-homeless patients, correct?

Yes. We have a grant through the Aetna Foundation that provides an umbrella including an app and a patient portal. And while these technologies don’t really fit with all of our patients, most of our patients actually have smartphones. They might have a smartphone even before they have a home to live in. So that is challenging. But we ask for demographics every time when they come in. We ask, is your phone number the same? Is your address the same? I always say… as an FQHC, in many ways, we’re ahead of some other types of organizations, because we’ve been having to do this for years. Before, we were doing chart audits. And we’ve always been required to collect demographics. So we’re ahead in that way.

Are you actively using “big data” yet? Perhaps only “medium data” so far?

Yes, we actually call it “medium data” here [laughs]. But we’re a big provider customer of [the Westborough, Mass.-based] eClinicalWorks. To have 250 providers, that’s a lot of doctors, so we have a pretty good-sized database. And we’re one of the largest FQHCs in the country.

What have you been doing in that area?

We’ve been doing a lot. It’s really kind of exciting what we’ve been doing with the data. We’re going into our sixth year live with our EMR. And there was a period of stabilization following our go-live years ago, but at the same time, we really had to get data out of our EMR right away, because our government grantors weren’t going to give us extra time to share that data with them. And all the FQHCs, we all have to annual report unified data sets (UDS) to the government. It’s a big, huge report that tells us about our patients—their zip codes, where they live, their ages, their demographics, and then we report on quality measures for them… top diagnoses, etc. UDS reports are public information, you can Google them. So out of the gate, we were having to get these quality reports. So we spent a couple of years just making sure we were getting reports to everyone who required them from us. Now, we’ve got the bandwidth to look at data and use data in ways we want to use data. And we want to become data-driven, that’s actually our goal. We actually have data governance here in our organization, and have had it in small ways for a long time, but in the past two years, we’ve created a more formal data governance structure. And we’ve always had a formal data team that meets twice a month, and includes senior leaders; at the beginning, we were mostly focused on data integrity. But now we’re looking at data as a strategic resource—who are we using the data, how are we prioritizing it, what should our long-term partnerships be?

What are the main programmatic areas you’ve focused on so far?