One of the challenges faced by management teams of provider organizations is the need to cope with multiple performance measures required to manage multiple payer contracts. We’ve talked about these challenges before in our briefings When It Comes To Performance Metrics, Not Any Measure Will Do and No Common Language = No Data Sharing.
But I didn’t realize there were at least 558 unique performance measures! At least that is the number just for the Merit-Based Inventive Payment System (MIPS), Meaningful Use (MU), Certified Community Behavioral Health Clinic (CCBHC), Inpatient Psychiatric Facility Quality Reporting (IPFQR), and the Treatment Episode Data Set (TEDS) initiatives. That was one of the interesting takeaways from The ABC’s Of Reporting: The Value Of Reporting To Multiple Payers Simultaneously session during the 2020 OPEN MINDS Performance Management Institute last month in Clearwater Beach. In the session, Katie Morrow, vice president of compliance for Streamline Healthcare Solutions, shared best practices for maximum efficiency of performance data collection and reporting.
Obviously, not all 558 performance measures are relevant to every provider organization, but Ms. Morrow noted that the average organization tracks 151 measures at any point in time. The question is what is the best way to accomplish this and how do you ensure that team members use the data for both performance improvement as well as meeting external reporting requirements? “You need to ask yourself how you can use that data,” she said. “It helps you work smarter.” While several tips were shared during the session, our team walked away with three key areas for improvement–integrated performance reporting, an integrated workflow for performance data entry, and planning for new performance reporting requirements.
Design an integrated performance reporting plan – with a metrics crosswalk One fundamental for optimizing performance data is to create an integrated performance reporting plan. Many organizations have created performance reporting silos – new reporting programs are layered on top of existing programs. In this scenario, each reporting program is built out separately with different reports created by and monitored by different staff and data collected through different workflows without crossover. An integrated approach to performance reporting plan avoids these inefficiencies. The key to an integrated performance reporting plan is to create a metrics crosswalk that helps you identify overlapping quality measures for different initiatives. The value is minimizing the data elements to be captured. Simple spreadsheets or dashboards that chart performance measures help you see a full picture of the data you’re collecting and can lead to a more strategic approach to reporting and analysis.
One additional value of this approach is in negotiating with payers when they ask for new measures. Your team can prove how the measures you’re already collecting would demonstrate the same or better value (see When It Comes To Performance Metrics, Not Any Measure Will Do) – and the likely cost of adding a new metric.
Create an integrated workflow for data entry Another best practice is to assess data collection workflows. Ms. Morrow spoke about setting up triggers in the electronic health record (EHR) to remind staff to gather required data like consumers who need specific follow up, identification of social determinants, or tracking hospitalizations. Whether it’s during admissions, diagnosis, labs, prescribing, or service delivery and follow-up, triggers ensure that the right data is being captured at every stage. With that, the data can flow to a central repository where it can be consolidated for multiple reports.
Plan for change in performance measures Finally, performance measurement isn’t static. Current payers may change their performance reporting requirements (or your performance incentives) and new payers bring additional new requirements. Any best practice approach to performance measurement should be based on the assumption that the performance measures will change. When you are preparing for changes in reporting, it’s important to “think about how to do it now, not how you did it then,” said Ms. Morrow.
And for more on performance metrics and using data effectively, check out these resources from the OPEN MINDS Industry Library:
- Performance Management Is Never ‘Done’
- Are You Ready For Whole-Person Care? Know The Performance Measures That Matter
- Does Your Organization Stack Up On Key Performance Measures?
- State Performance On Adult Care Of Acute & Chronic Conditions Core Measures: An OPEN MINDS Reference Guide
- State Performance On Child Medicaid Core Health Care Measures: An OPEN MINDS Reference Guide
- California Medi-Cal Value Based Payment Program Performance Measures, March 2019: Proposal For Comment
- CMS Awards 7 Agreements For Performance Measure Development For Medicare’s Quality Payment Program
- Illinois Medicaid Selects Performance Measures For Integrated Health Home Program
- NQTLs: A Powerful Measuring Stick For Parity Compliance
- CMS Deletes 18 Performance Measures From Quality & Value-Based Purchasing Programs
And for even more, join us an April 22 at 2:00 p.m. EST for a web briefing by Ms. Morrow, “ABC’s Of Reporting: Value Of Reporting To Multiple Payers Simultaneously” with more tips on how to plan a more efficient and effective performance management system.