Central Michigan University Research Corporation (CMU-RC) acts as a fiduciary agent for MiHIA and is a not-for-profit, IRS 501(c)3 designated formal legal entity. With CMU-RC serving as an incubator, MiHIA has established a full governance process to help guide the organization's vision and set priorities. It is forseen that during 2009 MiHIA may become a separately incorporated, not-for-profit Michigan Corporation, with its own board of directors, articles or incorporation, bylaws, and distinct organizational structure.

MiHIA was started in mid June of 2007 through an HIE planning contract awarded to Central Michigan University Research Corporation by the State of Michigan Department of Community Health. This award was part of a larger State of Michigan initiative called the Michigan Health Information Netwoek (MiHIN).

Participation by diverse segments of society and communities throughout the region will be encouraged. Central Michigan University and Central Michigan University Research Corporation shall seek eight to twelve additional founding members to help establish and guide the creation and direction of MIHIA. In concert with discovery of founding members, individuals shall be identified to serve as participants on the MIHIA advisory council.

(Click on the heading names with an asterisk (*) to see current participating members)

Executive Council*

The executive council membership shall be comprised up to 24 volunteers from throughout the region and another 12 members recommended by each of the four advisory groups. The successful MiHIA collaborative structure requires the development and implementation of a shared vision and plan for addressing the many challenges related to health data exchange in the region. Once MiHIA is established as a formal corporation, the executive council recommendations shall be sent to the BOD for final approval.

 

Advisory Groups

All advisory group membership is voluntary and enables participation in meetings of the council to provide formal feedback and direction to the MiHIA board and officers. This includes recommendations of three executive council members who shall be asked to serve on the MiHIA board of directors.

 

 Clinical Advisory Group*

The exchange of health data can improve the quality, safety and efficiency of health care. Long-term success of the exchange requires that decisions be evidence based and clinically motivated.   As imperatives drive the formation of health information exchange networks to equally serve the provider, payer and patient communities, the clinical group’s role is to put the patient and their families needs first. 

 

 

Consumer Advocate Advisory Group*

 

Quality and Measurement Advisory Group*

The MiHIA Chartered Value Exchange and Quality service shall address the opportunities to improve the quality of care in the Central Medical Trading Area (MTA). The quality group’s role is to establish an on going regional quality agenda focused on using information to improve the quality of care for patient and their families. 

Technical Advisory Group*

A robust technical model is required for effective health data exchange.  It is imperative to leverage currently available technology, sources of electronic healthcare information and build upon technical successes from other implementations to address health data exchange and business needs.  A process to establish consensus must be created to ensure appropriate technical standards are applied.

 

Legal & Policy Group*

In order for health information exchange and Health Information Technology (HIT) to be successful, consumers must trust that their health information will be kept confidential and secure. Likewise, participants in the exchange must feel confident that they are not exposing their organizations to risk violations of law. Thus there is a critical need to review federal ans state laws affecting health information exchange and HIT, particularly related to confidentiality, the use and disclosure of health information, and to anticipate new issues that may arise through health data exchange and HIT across multiple environments.

 

Fundraising Advisory Group*

An effective financial model is required to drive widespread adoption and diffusion of health data exchange and Health Information Technology (HIT) within the region.  Financial incentives must be properly aligned, and a realistic business case and value proposition should be defined for health data exchange, HIT and future Inter-Medical Trading Area exchange.