Last Friday we wrapped up The 2018 OPEN MINDS Management Best Practices Institute with the first OPEN MINDS Children’s Services Executive Summit. The day had great discussions of strategy, service line development, and performance management in organizations’ serving children’s mental health, autism, child welfare, juvenile justice, and special education needs.
The session on performance measurement, Building An Organization That Can Out-Perform The Competition: Value-Based Reimbursement & Performance Management, featured a great presentation on a pilot program using risk-based performance contracting initiative for child welfare services in Michigan. But the case study begs the larger question—what are the current performance metrics and benchmarks for children’s services?
One partial answer to that question is to look at the Medicaid Adult & Child Core Measure Set. Earlier this month, we analyzed the data and looked at state performance of the adult behavioral health system (see How Does Your State Medicaid Program Stack-Up On Behavioral Health?). This week, we conducted a similar analysis of the measures specific to children. The FY 2016 Child Core Set contained six domains: preventive care, maternal and perinatal health, behavioral health, care of acute and chronic conditions, care coordination, and experience of care. The set contained 26 measures that address key aspects of these domains. DHHS added two measures to the Child Core Set in 2016: audiological evaluation no later than three months of age (AUD) and use of multiple concurrent antipsychotics in children and adolescents (APC). You can read this analysis in our new reference guide, State Performance On Child Medicaid Core Health Care Measures.
What we found were wide variances in state performance on measures related to child mental health. (Note: As the core set is designed for state Medicaid programs it specifically focuses on health care and not on child welfare, juvenile justice, etc.)
Organizations that do well on these measures can use their comparative performance in marketing to payers, health plans, and consumers. To be able to provide your organization’s performance metrics—and to compare them to the state system as a whole—is a great competitive advantage. For more on creating a best practice marketing plan, see the discussion guide from the seminar, How To Develop A Successful Marketing Plan: The OPEN MINDS Seminar On Marketing Strategy, conducted last week by my colleague, Monica E. Oss. For a better understanding of building the foundation for bringing innovative program models to payers and health plans, see Preparing For Value-Based Reimbursement—Even Before The Contracts Are Signed. And, for more on the performance of health and human service system serving children, check out our coverage:
- New Measures Hit The Streets
- Can Technology Improve Child Welfare Performance Outcomes?
- Making Performance Real
- Performance Scorecard On Philadelphia Child Welfare Umbrella Agencies – 30% Have Satisfactory Performance
- Florida Sets New Performance Requirements For Child Welfare Lead Agencies
- ACO Pay-For-Performance Program For Child Medicaid Beneficiaries Improved Physician Performance On Quality Measures
- Kentucky Changes Child Welfare System; Study Group For Performance-Based Contracting Established
- Nebraska DHHS Awards Case Management Contract To Nebraska Families Collaborative
- Illinois Launches Pay-For-Success Initiative For Dually-Involved Youth
- Federal Child & Family Services Review State Performance Workbook
For even more, join us at The 2018 OPEN MINDS Technology & Innovation Institute on October 23 in Philadelphia for the session: Mapping Performance To Manage Value: The Clinical Data You Need To Manage The Risk Of Value-Based Reimbursement, featuring Luke Crabtree, J.D., MBA, Chief Executive Officer, Project Transition.