Jamie Welch is CIO of the Louisiana Rural Hospital Coalition, linking 24 northern Louisiana community providers with Louisiana State University Health Sciences Center in Shreveport. Its goal is to make member hospitals the "medical home" for all members of the community. Grant-funded, it's already changing the way care is delivered in the poorest counties in the state. Recently, HCI editor Daphne Lawrence had the opportunity to talk with Welch about how the RHIO was set up and how it will sustain itself.
DL: What’s the makeup of the Louisiana Rural Health Coalition?
JW: In our coalition, we have 44 members but the LRRX network only includes 24, the members in north Louisiana. That’s because the tertiary care facility connecting to the rural hospital providing service is in Shreveport and can only provide technical services to a certain distance.
DL: When was it founded?
JW: Last year, in the 2007 legislative session, we lobbied the state and got $13 million appropriated by state general funds to implement year one of this network. It was actually a line item in our state general budget that said $13 million to go to the rural hospital coalition to implement year one of this network. Year one includes the LSU Health Center in Shreveport and then seven of our member hospitals. And we’ll add an additional seven hospitals each year until we get it done.
The Rural Hospital Coalition (Welch is CIO) and LSU Health Sciences Center in Shreveport jointly formed the Louisiana Rural Health Information Exchange. And I’m the CIO of that, too.. That’s a joint venture between the two players in the network. It is not a fiber, T3 or anything; it is simply the name of the network.
DL: Is that the only funding that you received?
JW: Yes it is.
DL: What technology have you already implemented?
JW: There are a couple of different technologies running simultaneously. The first thing is the rural hospitals themselves, not all of them have an electronic information system inside of their four walls. So for those that do not, of the 13 million appropriated we took a million and bought a hospital system for those hospitals.
DL: Which system?
JW: We gave them a list and left it open. And they were not tied to that list we left that open to the hospitals.
DL: So it wasn’t one vendor? Did you see any type of trend?
JW: Out of seven hospitals we wound up with three vendors, and one of those was not even on the list that I put out. They were not held to that list. I decided to leave it open because I did have that group purchasing mindset but at the same time the hospitals that are included are critical access, some of them are public hospitals, some are private and I said ‘no one size fits all.’
DL: How did you come up with the list?
JW: I did extensive vendor reviews. Some of them took themselves out of the game. And when you’re talking about small hospitals—all these hospitals are 60 beds or less—you don’t have a really large field of who are the players in that market. Eclipsys is not coming.
DL: Were you doing anything with ambulatory EMR?
JW: Some of our hospitals had rural health clinics and if they had a clinic I advised them to find an HIS that had an ambulatory piece so they had one vendor that covered all their entities instead of piecemeal and that’s what they did.
DL: You’re brand new in this space. When so many RHIOs are stumbling, what do you think it’s going to be that keeps yours going?
JW: I think the key difference is we’re not a RHIO for the sake of being a RHIO and I think that’s what a lot of organizations have done without a real defined goal other than to view each other’s information. That is one of the goals but that is not the purpose. The entire scope of this project is more than health information exchange.
DL: So what’s your business plan?