Remote Patient Monitoring (RPM) has advanced providers’ ability to track and manage patients in nontraditional settings by using digital technologies to collect and transmit data from the patient to their provider team for monitoring, assessment, or recommendations. Many clinicians recognize RPM has the potential to extend the resources of the care team by identifying the right group of patients who can be engaged in self-care activities and reduce the need for in-person, clinic-based care. To ensure the benefits of RPM are realized, practices may want to consider the five key strategies detailed here to increase the chances of program success. At the outset, leadership should convene their clinical and operations teams to establish and document a set of specific goals and objectives to be achieved by the RPM program that are aligned to the organization’s strategy and current state. For example, provider groups who are participating in value-based contracting or alternative payment models may be considering RPM to attain better outcomes using fewer resources or existing care teams in a more efficient manner. Others may recognize RPM as a method to engage patients in self-care activities, targeting those who are close to realizing their goals for control of their condition and would benefit from joining a structured program to center them in realizing their health goals. Community health needs assessments and the practice’s own experience in dealing with its patient population will help inform which conditions or diseases are prevalent and represent a significant burden of illness in its community. Some of the most common chronic conditions (diabetes, hypertension, chronic obstructive pulmonary disease) are prime candidates to consider as they are frequently experienced, require regular monitoring of signs and symptoms to identify exacerbation or improvement and are tracked by clinical indicators that can easily be measured in nonclinical environments. Creating specific program goals associated with the target population allows a method to link organization objectives (better outcomes with current resources) to those being served. An example of this linkage: An organization setting up an RPM program for diabetics may want to define a goal to engage 50% of the practice’s adult diabetics, monitor their A1c levels bi-weekly for 12 months and achieve a 50% improvement in A1c control. One of the challenges practices may encounter with RPM is communicating to potential program participants (patients) what the program is about, why they may be a good candidate to join and what benefits they may hope to achieve by participating. In developing the target participants for an initial program, several factors need to be considered: What health conditions, or perhaps care transitions (90-days post-discharge) can we best impact? What clinical resources are available to manage chronic conditions and lead this program? What are the strategic goals of our program and how do they inform who we should target for participation? These parameters inform a baseline of potential participants. From there, inclusion criteria need to be developed. Inclusion criteria are the characteristics or parameters set up to help decide who should be enrolled in the program and may consider age, diagnoses, risk score as well as an individual assessment of each patient’s ability or motivation to participate.