Keeping a competitive edge means performing well. But the definition of ‘good performance’ depends on the stakeholder (see No Common Language = No Data Sharing). The key to success for management teams of provider organizations is the ability to measure success from the customer perspective. That was the theme of the session, Key Performance Indicators For Value-Based Care: How To Use Performance Metrics To Build A Value Proposition For Health Plans, at The 2020 OPEN MINDS Performance Management Institute last month. The key performance indicators (KPIs) that are critical depend on customer – and what they value (see 4 Tech Competencies For Sustaining Financial Success and What Gets Measured Is What Gets Done: Keys To Selecting Measures For Performance Management).
This was illustrated in the case studies presented during the session by Ashley Sandoval, associate chief executive officer, Emergence Health Network (EHN), and Stan Monroe, J.D., president and general counsel with MindPath Care Centers. Emergence Health Network focuses on the measures of import to Certified Community Behavioral Health Clinics (CCBHCs). MindPath is focused on their role as a behavioral health accountable care organization – and how their performance ‘fits’ in the larger ACO model.
EHN is the local mental health/IDD authority for El Paso county – one of 39 such organizations in Texas. The organization serves citizens diagnosed with severe or persistent mental health illness, intellectual and developmental disability (I/DD), and substance use issues. It is the largest provider of outpatient behavioral health services in the region – and a CCBHC – and offers specialized care for children, adults, veterans, and justice-involved individuals among others.
For their management team, EHN developed a performance reporting system that incorporated measures from the National Council for Behavioral Health’s CCBHC model. These measures include metrics about post-discharge medication management; follow-up after screening; use of evidenced based screening tools; diagnosis, remission, preventative care and screening; and consumer access. Each measure has an established baseline to gauge performance improvement. The team created a dashboard with business intelligence to provide real-time data for analysis and decisionmaking on daily operations and goals.
“EHN uses these dashboards daily to determine progress within our strategic and operational goals,” with the ability to drill down from the overarching measure into the unit and client level,” Ms. Sandoval explained. This year they’ll add cost outcomes to the dashboard for four measures: Medication reconciliation post discharge; antidepressant medication management; screening for clinical depression and follow up; and depression remission at six months.
MindPath Care Centers has 22 locations in North Carolina with 200 clinical professional who handle 250,000 consumer encounters annually. The organization offers evaluative, diagnostic and treatment services in office, through group sessions, and via telehealth for mental illness, substance use, and developmental disabilities. In addition, MindPath is a founding member of OneCare Network of North Carolina, an all-behavior health accountable care organization.
The OneCare model, which builds off a “no wrong door” access at all clinics (primary care, emergency department, or behavioral health), was designed to keep consumers out of emergency rooms and engaged in outpatient treatment. “OneCare’s goal is to provide the right care at the right place at the right time using dashboards to manage consumer access to care, quality of care delivered, outcomes and, of course, costs,” said Mr. Monroe. The metrics tracked by his team include:
- Use of digital referral pathways between primary care and behavioral health practices
- Consumer access
- Care management metrics
- Clinical Health Outcomes and quality metrics – PHQ9; GAD7; MADRS; NIDA (Early ID of SUD); Altman Mania Scale. HEDIS measures
- Patient Experience through net promoter score
These two examples illustrated to me the need for configurable performance reporting. As provider organizations’ payer mix changes – or payer performance focus change – their performance reporting systems need to be able to evolve. For more information about data-driven performance management, check out these resources in the OPEN MINDS Industry Library:
For more information about data-driven performance management, check out these resources in the OPEN MINDS Industry Library:
- The Path To Long-Term Sustainability
- Navigating The Performance Loop – Customer Service, Consumer Experience & Consumer Engagement
- A Data Driven Strategy – A Blueprint For Organizational Success
- Performance Management Is Never ‘Done’
- Using Data Dashboards To Manage Organizational Performance
- Don’t Underestimate The Culture Change In Becoming Data Driven
- Building An Infrastructure For Data-Driven Performance: An Executive Guide For Success In A Value-Based Market
- Building A Value-Driven Culture
- Using Data To Follow The Money & Stay True To The Mission
- No Common Language = No Data Sharing
For even more, join us June 2 at The 2020 OPEN MINDS Strategy & Innovation Institute for the session Demonstrating Organizational Value To Gain A Competitive Advantage with Joe F. Rutherford, MA, MBA, chief executive officer, Gracepoint; and Drew Di Giovanni, Senior Associate, OPEN MINDS.