TABLE J-7. HIE by Care Coordination Function and Partners, Eastern Maine HomeCare
EMHC does not report or identify any specific HIE measures. They report the 33 required quality measures as a Pioneer ACO. These measures are detailed in Attac hment J-1.
EMHC staff described the clinical workflow processes for care and how information is used and exchanged. Table J-6 describes the process, information collected and/or exchanged and observations by staff.
TABLE J-6. Home Health Care Workflow Processes
EMHC division utilizes a tool called Home Health Gold, which is a data scrubber, and analytics tool that is interfaced with the home health EHR. The Home Care Quality Assurance/Performance Assurance director uses the information to regularly assess clinical, operational and financial data.
Figure J-6 shows the Home Health Gold Dashboard. The to
Moving toward one EHR vendor has been a significant project for EMHC. As hospitals and home care agencies merged, each agency had their own EHR application. The Beacon Community Grant provided the financial resources to invest in a single EHR infrastructure across all home care and hospice sites. This allowed the organization to build interfaces t
The Information Services (IS) department supports many of the strategic priorities and centralizes the management of the technical infrastructure for of the EMHS. The IS strategic plan is a piece of the overall EMHS strategic plan. Prior to 2005 the organizations that comprised the health system maintained their own technical infrastructure and ap
Hancock County HomeCare and Hospice received $50,000 in federal grant funds (USDA's Rural Utilities Service) to expand its telehealth program and with matching funds. The agency was able to purchase an additional 28 units.
EMHS was selected as one of 32 ACOs under the Center for Medicare and Medicaid Innovation Pioneer ACO initiative, 14 which started in January 2012. Under this five-year arrangement with CMS the EMHS ACO bills Medicare under existing fee-for-service (FFS) rules for their attributed patients during the first two years of the project and then tra
HIN has a Home Care and Hospice Data View, which presents summary of care document information sent by the EMHC EHR. The summary of care document includes medication and laboratory data from the home care POC.
There are two other HHAs and two SNFs participating on HIN. They have access to HIN data and send ADT alerts and diagnoses for the proble
EMHC approved users access HIN and view patient information through the community view in the Cerner PowerChart. The primary users at EMHC are the intake coordinators who handle the admission process to EMHC and hospice, nurse managers, and community coordinators (see PCMH). They access the following types of information:
The cost of implementing and expanding the telehealth program was identified by EMHC CFO as a challenge. The home care agency invests a significant amount in the equipment (for example, the general cost of an in-home telehealth unit is approximately $3,500). Currently the EMHC has 79 units with an average of 65 deployed in a patient's home at any
EMHC is an affiliate and the home care and hospice division of EMHS. In 2012, the EMHC covered nearly 1.37 million miles to make 68,323 home care, hospice, and telehealth visits to 3,300 patients. 4 Lisa Harvey-McPherson, RN, MBA, MPPM is the President and CEO of EMHC and Vice President of Continuum of Care for EMHS. During interviews, EMHS CE