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Vice President, Population Health job in Lenexa, Kansas, US | Clinical & Care Management jobs at Centene

 

Position Purpose:

Oversee and direct all population health functions for the assigned business unit based on, and in support of the company’s strategic plan. 

  • Lead complex projects including affordability analyses around medical and pharmacy expense, business analysis, documentation of business requirements, and defining current/future scope of work. 
  • Create and manage clinical affordability projects with internal partners, including but not limited to pharmacy, other clinical and network affordability teams, and pilots. 
  • Create innovative solutions and process enhancements to drive financial and quality success. 
  • Lead Clinical Model development and process support for the program in all approved state regions to align with the Clinical Model and meet the requirements for the program by supporting reports , technology and core team. 
  • Identify trends between Consumer Assessment of Healthcare Providers and Systems (CAHPS) and Member Engagement; create programs/pilots to improve engagement with strategic partners. 
  • Establish the organizations focus and direction regarding models of care that incorporate needs of all lines of business, focusing on quality and operational efficiencies across the organization.
  • Create and measure business and clinical outcomes with respect to the provision of clinical support for practice transformation and successful transition of practice to shared savings/risk contract.

Education/Experience: Medical Doctor or Master’s degree in Nursing, Therapy, Pharmacy, Public Health/Administration or related field. MBA preferred. 8+ years of clinical experience in the Healthcare industry. Broad understanding of HEDIS and how it is used to drive business growth and efficiencies. Ability to develop, execute and improve clinical programs across large or multiple business units. Ability to identify, create and tracking clinical program opportunities for population health management. Prior experience in an innovation field, long term project, or evidence of driving successful clinical practice innovative solutions.

Licenses/Certification: Unrestricted license as MD, DO, PA, PT, OT, ST, RpH or PN in applicable state(s).


For Carolina Complete Health plan: Individual responsible for providing oversight and leadership of all prevention/population health, care management and care coordination programs, including Local Care management plan, AMH model and care management delivered by Local Health Departments. Must reside in North Carolina; More than 5 years of demonstrated care management/population health experience in a large healthcare corporation serving Medicaid beneficiaries; NC licensed clinician (e.g. LCSW, RN, MD, DO). Must reside in North Carolina.


Centene is an equal opportunity employer that is committed to diversity, and values the ways in which we are different. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, veteran status, or other characteristic protected by applicable law.

Clipped from: https://jobs.centene.com/us/en/job/CENTUS1206312EXTERNALENUS/Vice-President-Population-Health?utm_source=indeed&src=JB-10067&utm_medium=phenom-feeds&src=JB-10067

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Delta Dental of MI, OH, and IN

 

Job Title

Description

Job Summary: Oversees network and analytics strategy and execution for Delta Dental’s government business, including delivery of Medicaid and Medicare population health strategies. Directs matrix-oriented delivery model that ensures enterprise is delivering government-specific solutions unique to federal and state regulations.

Primary Job Responsibilities

1. Directs the daily activities of the team responsible for government programs network management, clinical performance, social determinants of health (SDOH), and the application of data analytics in maintaining optimal results.


2. Develops, recommends, and implements short and long term action plans in order to ensure the achievement of business unit goals.


3. Serves as leader in the development and monitoring of Medicare and Medicaid networks.


4. Establishes analytics function within the government programs business unit that is integrated into decision-making.


5. Communicates with and advises executive management on the planning and activities of government business.


6. Create and maintains governance of operational issues pertaining to government programs.


7. Supports business development efforts and serves as primary point of contact for network issues with clients.


8. Interviews, hires, evaluates, manages, and develops staff in order to ensure accountability for the achievement of departmental and individual goals and objectives.


Perform other related assigned duties as necessary to complete the Primary Job Responsibilities as described above.

Location

Delta Dental MI-Farm Hills-DDFH

Requirements

Position requires a bachelor’s degree with an emphasis in business administration or a related field, seven years of experience in Medicaid, Medicare, insurance and / or clinical operations, and three years of leadership experience.

Position requires experience in provider contract network development, management, optimization and familiarity of various provider compensation models including fee-for-service, capitation, value-based reimbursement, risk sharing, etc.

Position also requires advanced knowledge of the managed care industry, strong verbal and written communication skills; strong interpersonal skills; and the ability to resolve complex problems using independent judgment.

All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability or veteran status.

Clipped from: https://recruiting.adp.com/srccar/public/RTI.home?c=1214201&d=TRI&rb=INDEED&r=5000670111306#/

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Medicaid Program Manager 3 (Assistant Section Chief) – Baton Rouge, LA

 

Supplemental Information

Job #: MVA/KDC/1163


This position is located within the LA. Department of Health/MVA/Eligibility/East Baton Rouge Parish

Cost Center: 305-7208

Position #: 64903

This vacancy is being announced as a classified position and may be filled as a Probational or Promotional Appointment.

Working Job Title: Assistant Section Chief;

Civil Service Title: Medicaid Program Manager 3



The Eligibility Program Operations (EPO) section of Louisiana Medicaid is seeking a candidate to fill the key leadership role of Assistance Section Chief. Ideal candidates should have experience managing and empowering a team, be decisive, have great communication skills, be adaptable to changing circumstances and exhibit integrity.


One of the core responsibilities of the EPO section is administering the operational components of the eligibility determination process for Louisiana Medicaid. The Assistant Section Chief ensures duties and responsibilities of the section are carried out timely and appropriately in accordance with state and federal regulation. The incumbent is responsible for planning, organizing, implementing and directing operations of the Medicaid Eligibility Policy, Procedures, and Training Unit. The Assistant Section Chief also serves as interim Section Chief in their absence.


No Civil Service test score is required in order to be considered for this vacancy.


To apply for this vacancy, click on the “Apply” link above and complete an electronic application, which can be used for this vacancy as well as future job opportunities. Applicants are responsible for checking the status of their application to determine where they are in the recruitment process. Further status message information is located under the Information section of the Current Job Opportunities page.


*Resumes WILL NOT be accepted in lieu of completed education and experience sections on your application. Applications may be rejected if incomplete.* You must describe your actual duties as you will not be qualified based on job title alone.


A resume upload will NOT populate your information into your application.
Work experience left off your electronic application or only included in an attached resume is not eligible to receive credit


For further information about this vacancy contact:
Kelsi Chaney
LDH/Human Resources
P.O. Box 4818, Baton Rouge, LA 70821

Kelsi.Chaney@la.gov

Qualifications

MINIMUM QUALIFICATIONS:

A baccalaureate degree plus five years of professional experience in administrative services, economics, public health, public relations, statistical analysis, social services, or health services.

SUBSTITUTIONS:
Six years of full-time work experience in any field may be substituted for the required baccalaureate degree.


Candidates without a baccalaureate degree may combine work experience and college credit to substitute for the baccalaureate degree as follows:


A maximum of 120 semester hours may be combined with experience to substitute for the baccalaureate degree.


30 to 59 semester hours credit will substitute for one year of experience towards the baccalaureate degree.
60 to 89 semester hours credit will substitute for two years of experience towards the baccalaureate degree.
90 to 119 semester hours credit will substitute for three years of experience towards the baccalaureate degree.
120 or more semester hours credit will substitute for four years of experience towards the baccalaureate degree.


College credit earned without obtaining a baccalaureate degree may be substituted for a maximum of four years full-time work experience towards the baccalaureate degree. Candidates with 120 or more semester hours of credit, but without a degree, must also have at least two years of full-time work experience tosubstitute for the baccalaureate degree.

Graduate training with eighteen semester hours in one or any combination of the following fields will substitute for a maximum of one year of the required experience on the basis of thirty semester hours for one year of experience: public health; public relations; counseling; social work; psychology; rehabilitation services; economics; statistics; experimental/applied statistics; business, public, or health administration.

A master’s degree in the above fields will substitute for one year of the required experience.

A Juris Doctorate will substitute for one year of the required experience.

Graduate training with less than a Ph.D. will substitute for a maximum of one year of the required experience.

A Ph.D. in the above fields will substitute for two years of the required experience.

Advanced degrees will substitute for a maximum of two years of the required experience.

NOTE:
Any college hours or degree must be from a school accredited by one of the following regional accrediting bodies: the Middle States Commission on Higher Education; the New England Association of Schools and Colleges; the Higher Learning Commission; the Northwest Commission on Colleges and Universities; the Southern Association of Colleges and Schools; and the Western Association of Schools and Colleges.

Job Concepts

Function of Work:
To direct large and very complex Medicaid program(s).


Level of Work:
Administrator.


Supervision Received:
Administrative direction from a higher-level administrator/executive.


Supervision Exercised:
Supervision over lower-level positions in accordance with the Civil Service Allocation Criteria Memo.


Location of Work:
Department of Health and Hospitals.


Job Distinctions:
Differs from Medicaid Program Manager 2 by responsibility for directing large and highly complex Medicaid program(s) and supervision exercised.


Differs from Medicaid Program Manager 4 by the absence of serving as the Section Chief administrating all functions of large and complex Medicaid program(s) and supervision exercised.

Examples of Work

Administers comprehensive statewide Medicaid programs by formulating and implementing current and long-range plans, policies, procedures and regulations.


Monitors policies and procedures to ensure that policies and system requirements comply with the law and federal regulations.


Participates in overall agency budget planning, preparation, and grant administration.


Works closely with state, regional, and parish administrative staff in developing management procedures and operational plans to assure that all agency programs are implemented at the field operations level as intended by federal and state laws and regulations.


Coordinates with state level administrative and support staff to improve program development, identify staff training needs and provide management and support services required and needed by department staff.


Develops, monitors and administers various methodology reimbursement policies.

Clipped from: https://www.indeed.com/viewjob?jk=2498f1cd781ffdfb&tk=1eq2d59f0t5gk800&from=serp&vjs=3

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Join #TeamCVS – We’re Hiring! | VP, CFO, Medicaid in , AZ US | CVS HEALTH

 

Job Description
In this role, the VP, Medicaid CFO will support Aetna’s ability to achieve its financial and strategic goals by managing and driving business actions and financial goals across the segment and the enterprise. Partner with senior management teams within the segment to maintain financial and operational control of the business, develop insight and drive execution. Ensure effective support of financial closing, planning and forecasting processes. Such activities drive the quality and integrity of P&L/cost center owner level reporting, membership and/or expense forecasts, product reporting and balance sheet reporting.
Partner with senior management to drive results, analyze and support full P&L responsibility with current revenue of $13-14B. Demonstrates urgency and holds self and others accountable for achieving high standards of performance and service by partnering with other financial disciplines, e.g., actuarial, underwriting, to assure pricing, product and risk alignment with business unit financial performance targets.
RESPONSIBLE FOR MONTHLY OPS REVIEW WITH SR LEADERS
Identify emerging product/market trend vulnerabilities and opportunities through analysis and insight generation; develop and implement action plans for business growth.
Coordinate development and monitor implementation of major business unit action plans to seize competitive opportunities and/or respond to performance shortfalls/plan variances.
Coordinate with other financial disciplines/functions in support of business transactions, e.g., PIP arrangements, regulatory issues, analysis of legal entities, etc.
Identify, suggest, monitor, and track effective medical cost analysis through coordination with medical directors, network management, underwriting, etc.
Support the coordination and development of business unit financial plans and forecasting tools/processes. Provide financial analysis and recommendations in support of management’s evaluation of strategic and business initiatives.
BUDGETING AND FORECASTING
Drive the dissemination and collection of input/output data, critical assumption and management reporting requirements.
Lead development and implementation of business unit performance measures.
Develop processes and set infrastructure to measure, understand and monitor business unit results relative to action plans and milestones.
Enhance processes that drive accountability measurements throughout the organization.
Align resources with shared services to drive business unit focus. Provide project management support for critical action plans other initiatives that cut across business unit and/or Aetna.
Support business unit competitive intelligence analysis and benchmarking.
Monitor and evaluate risk and delegation arrangements; recommend appropriate financial protections.
Ensure appropriate financial controls are in place for shared services and business unit
Develop high performing financial unit that performs a function (e.g., medical cost analysis) and/or can assist in the financial and business issues support being provided to the business.
Provide coaching/mentoring and development to direct reports and ensures talent development best practices for full span of control.

Required Qualifications

20+ years of related financial management experience within a health insurance company
Strong knowledge of Medicaid
Supporting a large national P&L

Preferred Qualifications

Master’s degree

Education

Bachelor’s degree

Business Overview

At CVS Health, we are joined in a common purpose: helping people on their path to better health. We are working to transform health care through innovations that make quality care more accessible, easier to use, less expensive and patient-focused. Working together and organizing around the individual, we are pioneering a new approach to total health that puts people at the heart.

We strive to promote and sustain a culture of diversity, inclusion and belonging every day. CVS Health is an equal opportunity and affirmative action employer. We do not discriminate in recruiting, hiring or promotion based on race, ethnicity, sex/gender, sexual orientation, gender identity or expression, age, disability or protected veteran status or on any other basis or characteristic prohibited by applicable federal, state, or local law. We proudly support and encourage people with military experience (active, veterans, reservists and National Guard) as well as military spouses to apply for CVS Health job opportunities.

Clipped from: https://jobs.cvshealth.com/ShowJob/Id/1034705/VP,%20CFO,%20Medicaid?utm_campaign=&utm_source=Indeed&rx_campaign=indeed0&rx_group=106219&rx_job=1468649BR&rx_source=Indeed&rx_ts=20201221T094813Z&utm_medium=recruitics_organic&prefilters=none&CloudSearchLocation=none&CloudSearchValue=none

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Manager of Virtual Health – Champaign IL 61821

 

Position Summary:
The Virtual Health Program Manager, reporting to the Director of Virtual Health, will assist in executing the virtual health roadmap for delivering local, regional, statewide and national virtual health services that achieve Carle Health strategic objectives as well as needs of our members and patients. The manager is be responsible for all aspects of executing virtual health projects (to include education materials & training) and managing the portfolio of projects; managing regional clients and their satisfaction of Carle Health virtual health program services; participating in the evaluation of new technology; assisting with project prioritization; and managing virtual health program specialist(s). In collaboration with their Director, scale the program in order to meet the growing demands of the organization. Understands clinical workflows in inpatient, outpatient, post-acute, regional and home-based environments, as well as technology innovations. Supports change management efforts to transform virtual healthcare for members, patients and families. Represents virtual health strategy to internal and external stakeholders, translating how virtual health can improve clinical and cost outcomes and member/patient and clinician experience.

Qualifications:

EDUCATIONAL REQUIREMENTS

Bachelor’s Degree in Related Field. Master’s Degree preferred.


CERTIFICATION & LICENSURE REQUIREMENTS
None, clinical licensure preferred.


EXPERIENCE REQUIREMENTS
A minimum of two to three (2-3) years of virtual health professional experience working in health care or technology sectors. Experience in a clinical setting as a direct patient care provider preferred. Experience with project management and associated tools and processes as well as experience being independently accountable for successfully meeting performance, leadership and project goals is preferred.


OTHER REQUIREMENTS
Ability to partner with operational, clinical, regional outreach and payer teams to effectively and efficiently deliver virtual health solutions; Recruit, lead, coach, and inspire direct reports. Dynamic, versatile and capable of exploring new concepts and impactful innovations; customer focus servant leader and first class problem solver. Ability to lead projects from concepts to completion; Exceptional written and oral communication and relationship building skills.

Essential Functions:

  • Assist in development and execution of the virtual health strategic road map and achievement of organizational goals/objectives.   
  • Effectively manage virtual health projects through its overall life cycle.   
  • Manages virtual health equipment and vendor performance.  Make recommendations for changes when indicated.  
  • Adapt and redirect the road map to meet evolving consumer needs and expectations, market needs, and market demand. 
  • Work with leaders and clinical teams to develop use cases for new technology and virtual health solutions. 
    Regularly reviews program performance and member/patient feedback to ensure clinical outcomes and patient/member satisfaction and are optimized. 
  • Work with service lines and clinical departments to define clinical processes, policies and procedures for each use case. 
  • Provides education and training support to clinicians, support staff and patients. 
  • Effectively manage the program portfolio and key performance metrics of program success.  
  • Evaluate relevant technology solutions, introduce vetted technologies, and implement these technologies elevating clinical outcomes and financial metrics.
  • Develop strong business relationships with different stakeholders and be a change agent.  
  • Remains well-versed in reimbursement policies of Medicare, Medicaid and private payors, as well as federal, state and local laws pertaining to Virtual Health. 

Clipped from: https://careers.peopleclick.com/careerscp/client_Carle/external/gateway/viewFromLink.html?jobPostId=17867&localeCode=en-us

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Director, Value Based Programs at Bon Secours Mercy Health

 

Thank you for considering a career at Bon Secours Mercy Health!

DIRECTOR, VALUE BASED PROGRAMS | Work From Home/Remote

The position of Director, Value Based Programs will support the development and execution of BSMH value-based program strategy. The candidate will establish working relationships with managed care payers for assigned programs and efficiently balance demands of multiple accounts to ensuring timeliness, contract compliance and performance results. He or she will facilitate strategic growth discussions with payer and internal stakeholders to identify new payer partnerships, program opportunities and progression along the risk continuum. He or she will be the subject matter expert for program requirements, educating key stakeholders, providing guidance and recommendations during contract negotiations, identifying program issues / opportunities and evaluating program results.The director will be assigned a specific book of business to lead in all aspects.

Essential Functions

  • Advise Senior Leaders on emerging trends and methodologies for managed care value-based programs, CMS models of payment and Medicaid programs
  • Collaborates with analytical resources to quantify the impact of alternative proposals for new and renewing programs and program audits. Facilitating the reconsideration process as applicable.
  • Collaborates with leadership teams in the planning, assessment, design and implementation phases for value-based programs.
  • Deliver education and training on assigned value-based programs requirements and contractual terms to key stakeholders
  • Develops, assesses, and makes recommendations on program participation, improvements and renewals.
  • Facilitate oversight meetings with the Payer to monitor and discuss contract performance
  • Consult with key stakeholders to ensure program aligns with operational and clinical capabilities. Providing guidance on contract and program interpretations and requirements.
  • Manage ongoing relationship and performance of value-based contracts, including identifying opportunities for performance improvement, review of reporting, validation of adherence to contractual terms, and facilitate resolution of issues.
  • Negotiate value-based program terms and contract language for acute, ambulatory and Clinical Integrated Network as assigned in conjunction with Finance and Managed Care as applicable ensuring terms are in alignment with BSMH contracting priorities and objectives.
  • Support the development of managed care and governmental payer strategies and initiatives to adapt to ongoing healthcare payment reforms and evolving payment methodologies, including ACOs and value-based care initiatives
  • Supports governance and management meetings to include facilitation, planning and coordinating and follow-up

REQUIRED:

– Bachelors Degree in Business, Healthcare Management, Accounting, Finance or Related Field.

– Minimum of five years’ healthcare management experience involving complex delivery systems and organizations

– Effective negotiation and communication skills, plus the ability to utilize and interpret financial models and internal analyses. Knowledge of Managed Care, Finance, alternative payment methodologies, claim billing (CPT, HCPCS, ICD-10, DRG, etc. Self-starter, and proven ability to work well in a matrixed environment. Demonstrated project management skills with a successful track record. Proficiency with MS Office applications and web-based technologies. Excellent interpersonal communication with the ability to influence at all levels of the organization. Demonstrated ability to handle highly sensitive and confidential information in compliance with Health Insurance Portability and Accountability Act (HIPAA), and company confidentiality policies and procedures.

PREFERRED:

– Graduate Degree in Business, Healthcare Management, Accounting, Finance or Related Field.

– Experience evaluating, developing and/or negotiating value-based contracts Strong relationship building and influencing skills. Willingness to travel approximately 25% for face to face meetings. Excellent time management and prioritization skills. Highly collaborative team approach to work. Strong problem-solving skills, including the ability to systematically analyze problems, draw relevant conclusions and devise appropriate courses of action

Bon Secours Mercy Healthis an equal opportunity employer.

We’ll also reward your hard work with:

  • Comprehensive, affordable medical, dental and vision plans
  • Prescription drug coverage
  • Flexible spending accounts
  • Life insurance w/AD&D
  • An employer-matched 403(b) for those who qualify
  • Paid time off
  • Educational Assistance
  • And much more

Scheduled Weekly Hours:

40

Work Shift:

Days

Department:

SS Revenue Management – Revenue Management

All applicants will receive consideration for employment without regard to race, color, national origin, religion, sex, sexual orientation, gender identity, age, genetic information, or protected veteran status, and will not be discriminated against on the basis of disability. If you’d like to view a copy of the affirmative action plan or policy statement for Mercy Health – Youngstown, Ohio or Bon Secours – Franklin, Virginia; Petersburg, Virginia; and Emporia, Virginia, which are Affirmative Action and Equal Opportunity Employers, please email recruitment@mercy.com. If you are an individual with a disability and would like to request a reasonable accommodation as part of the employment selection process, please contact The Talent Acquisition Team at recruitment@mercy.com.

Clipped from: https://careers.bsmhealth.org/job/-/-/28933/3092659952

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Georgia is not reporting adequate Medicaid, PeachCare data

MM Curator summary- Georgia has gone from reporting 75% of CMS program measures to only 25%.

The article below has been highlighted and summarized by our research team. It is provided here for member convenience as part of our Curator service.

Clipped from: https://www.albanyherald.com/news/georgia-is-not-reporting-adequate-medicaid-peachcare-data/article_6122e664-4851-11eb-b483-7feaf358cb7c.html

 

ATLANTA — Nine years ago, Georgia reported ample data to the feds on the health care quality of its Medicaid and PeachCare programs.

In fact, a federal report at that time praised Georgia’s “proactive role in designing its data systems to support quality measurement.”

For seven more years, Georgia continued to be near the top of the data-reporting charts for what’s called the Core Set. It consistently submitted information about how its Medicaid program and its children’s health insurance, or CHIP program (known as PeachCare in Georgia), were delivering care.

No matter how well or poorly the state performed during those years, it submitted the data under the voluntary set-up.

But according to a Georgia Health News analysis, for the last two years, Georgia reported only a fraction of the information the federal Core Set requested.

Among the items not reported are rates of timely post-natal care, blood-sugar testing rates for diabetes, rates of patients using opioids at high doses, rates of hypertension control, and most mental health measures.

With 59 metrics, the Core Set aims to help states “monitor and improve the quality of health care” for Medicaid and CHIP plans, according to a 2018 press release from Seema Verma, administrator of the federal Centers for Medicare & Medicaid Services.

The Core Set is part of a push to improve transparency and accountability for states’ health insurance programs.

Medicaid and PeachCare cover about 2 million Georgians, mostly children. Those kids and some adults are part of a Georgia Families program that has been served by four insurance companies – Amerigroup, CareSource, Peach State and WellCare – which the government pays a total of $4 billion annually.

In 2011, the first year of the Core Set program, Georgia submitted the most performance measures of any state, 18 out of 24 requested.

For the latest data submission, GHN found that the state reported only eight of the 33 performance measures requested for adult measures, and just 13 of the 25 children’s measures.

When asked about the change in approach to reporting, Georgia’s Department of Community Health said the federal methodology was not sound because each state’s reporting method could vary.

States may use different methods in preparing the data, a weakness that the Core Set’s own documents acknowledge.

“In 2018, DCH reviewed the existing set of measures and determined that we needed a method that would allow us to benchmark ourselves to other Medicaid plans across the nation,” DCH Press Secretary Fiona Roberts said via email. “It was imperative that the benchmark was based on measures that were uniformly defined and populated for all Medicaid plans.”

Neighboring Southeastern states such as Alabama, South Carolina and Tennessee continue to lead in reporting the Core Set, while Georgia is now at the bottom of the data charts alongside Nebraska and South Dakota.

“Not reporting [the data] publicly, to me, is kind of a red flag,” David Machledt, senior policy analyst at the National Health Law Program, which aims to increase health care access, said. “Why should that not be open to public scrutiny?

“In general, almost every other state is on a trajectory where they’re reporting more measures [to the Core Set], not fewer, over time.”

Currently, reporting the federal core set is voluntary, although reporting all children’s health measures and adult mental health measures will become mandatory in 2024.

“If there are quality metrics that aren’t being met and we as the public can look and see where Georgia is falling short, we can hold our state decision-makers accountable,” Laura Colbert, executive director of the consumer advocacy group Georgians for a Healthy Future, said. “The greater the state reports, the better.”

Erica Fener Sitkoff, executive director of Voices for Georgia’s Children, an advocacy organization, said Medicaid and PeachCare cover half the children in the state.

“There needs to be some public accountability for the outcomes of those programs so that advocates, parents, and health care providers have visibility into how well they’re operating and can advocate for change,” Sitkoff said.

Jesse Weathington, executive director of the Georgia Quality Healthcare Association, an industry trade group, said that the four managed care companies “report reams of data on our performance to DCH on a consistent basis.”

Aside from the Core Set, DCH continues to publish performance data on its website each year, but the information is difficult to find. This year’s annual report on each of the four managed care companies included only 20 health indicators, compared to last year’s 49. These annual charts allow policymakers to view how each of the four companies delivered health care.

“For the 2019 reporting period, we reported on 20 measures total, 17 of which were Core Set measures,” Roberts said. “We are able to compare our performance on these measures to nationally recognized benchmarks and appropriately align them with internal performance efforts.”

The 2020 report omitted key data on lead exposure screening for children, opioid use, post-partum care, eye exams for diabetics, and hypertension control rates, among other indicators. Prior annual reports included easy-to-use comparative tables with star ratings based on national benchmarks for each of these health metrics.

This year the only way to find most of the data is by searching five different lengthy PDFs, found two-thirds of the way down the DCH’s Medicaid Quality webpage, and then compiling the data.

“Shining a light on where the program is meeting the mark and where it’s fallen short and still needs some improvement would actually be important for helping folks understand why the Medicaid program needs to exist,” said Colbert.

Georgia has cut from nine to three the number of maternal health care indicators it publishes in its internal Medicaid quality reports. Medicaid covers about half of births in Georgia, a state with a well-known maternal mortality crisis.

Georgia changed its approach to reporting Medicaid quality data within its own documents and to the federal government two years ago. Georgia’s most recent annual state reports published information on only three maternal health indicators:

♦ Timeliness of prenatal care;

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♦ Percentage of infants with low birthweight;

♦ Timeliness of post-natal care.

♦ The first two measures are featured in the state’s annual reports, but this year, for the first time, finding information about timeliness of post-natal care requires digging through five separate PDFs.

Missing entirely from the most recent annual reports are indicators the state formerly reported on, such as:

♦ Caesarean and elective delivery rates;

♦ Rates of mental health evaluation for pregnant women;

♦ Use of steroids during pregnancy;

♦ Frequency of post-partum care.

“These indicators that are no longer being publicly made available are really good at helping us figure out how we got there,” said Amber Mack, a research and policy analyst at Healthy Mothers, Healthy Babies Coalition of Georgia, referring to the state’s maternal mortality crisis.

Earlier this year, the state approved extending Medicaid coverage for low-income new mothers from two to six months after delivery.

“How are we going to track and see if timeliness of post-partum care has improved … especially compared to other states?” Mack said.

The maternal health measures Georgia does report show that the insurance companies delivering care to Medicaid and PeachCare members are behind national quality benchmarks for maternal care. The companies’ performance on timeliness of prenatal care ranks in the 49th percentile or below, according to a national health care quality measure the state uses.

The numbers the state reports to the federal Core Set also reflect a downward trend. The most recent report to the federal government stated that 67 percent of Georgia Medicaid members were getting timely prenatal care, in contrast to the 81 percent reported four years ago.

Georgia’s rates of low-birthweight deliveries appear to be rising, according to an analysis of the state’s data. The latest state data show the weighted average for the four companies at 9.45 percent, compared to 8.74 percent two years ago.

Only about two-thirds of Georgia mothers on Medicaid are getting timely post-natal care. For the first time this year, data on post-partum care was not included in the state annual report.

Asked why Georgia reported only two maternal health measures to the latest federal Core Set, Roberts said the agency is prioritizing prenatal care, which “provides a sizable opportunity to improve care for both the mother and the infant.”

“It is our hope that these upstream efforts will help to reduce the percentage of live births that weighed less than 2,500 grams [roughly 5 pounds 8 ounces],” Roberts said in her email.

Georgia has cut back on mental health reporting within its state reports. Georgia’s Core Set data left out at least 10 other mental health measures that neighboring states reported. The reduction in reporting is concerning because the state faces “a behavioral crisis for our children,” said Sitkoff of Voices for Georgia’s Children.

Alabama, Florida, Tennessee, South Carolina and North Carolina reported almost all mental health measures to the latest data set, while Georgia reported only on depression screening.

Georgia’s Core Set report did not include data about Medicaid and CHIP that most other states’ reports did, such as:

— Antidepressant medication management;

— Whether adults and children seen at hospitals for substance abuse or mental illness received timely follow-up;

— How many children are prescribed multiple antipsychotics at the same time;

— How many children get treatments such as counseling for behavioral health issues when they are also prescribed an antipsychotic drug;

— Opioid use rates.

In the mental health category, Georgia’s latest state and federal annual reports included data only on screening for depression in adults and children. Detailed mental health performance data is available on the DCH website, but it is split across five separate PDFs, in contrast to prior years. These separate reports lack national benchmarks.

Finding information about how state insurance plans provide care to people with diabetes is also more difficult this year. Georgia reported only one of six requested diabetes or weight-related measures to the federal Core Set.

The state’s annual reports also cut from 12 to two the diabetes health measures it presented. Though the additional information is available this year, it is difficult to find and lacks national benchmarks, in contrast with past reports.

The state did not report information to the feds about rates of blood-sugar testing this year, although last year’s report showed a testing rate of 66.6 percent, third-lowest in the nation.

 


 

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Virginia May Have to Foot the Bill for Commonwealth Center’s Mistake

MM Curator summary- an incorrect facility type designation lead to $11M in inappropriate payments for a Virginia behavioral health facility.

 
 

 
 

 
 

The article below has been highlighted and summarized by our research team. It is provided here for member convenience as part of our Curator service.

 
 

 
 

Clipped from: https://vadogwood.com/2020/12/28/virginia-may-have-to-foot-the-bill-for-commonwealth-centers-mistake/

 
 

State Faces Medical Challenges

Group’s improper accreditation could cost Virginia more than $11 million. 

RICHMOND-A mistake by the Commonwealth Center for Children and Adolescents (CCCA) could cost Virginia more than $11 million. CCCA is a 48-bed mental health facility located in Staunton. Last year, the center served 1,079 children. In 2020, that number was near 1,000.
The Virginia Department of Medical Assistance Services (DMAS) labels CCCA as a psychiatric hospital, and it does provide essential psychiatric services to young Virginians. However, the facility is accredited as a behavioral health organization, and has been since 1990. CCCA officials thought such an accreditation was sufficient to bill Medicaid for the services it provided, but recently discovered their error. 

During its last session, the Virginia General Assembly convened a Children’s Inpatient Services Workgroup that uncovered the incongruity. 

The U.S. Department of Health and Human Services requires that all DMAS facilities be “Medicare certified” or accredited as a psychiatric hospital with The Joint Commission. If the facilities, such as CCCA, are not properly accredited, they can’t be enrolled with DMAS. And that’s important because DMAS administers Medicaid services.

Virginia Department of Behavioral Health and Developmental Services (DBHDS) Commissioner Alison Land explained the problem to the Joint Subcommittee on Mental Health Services in the 21st Century during its meeting Dec. 21. 

The department has a plan to make CCCA compliant with federal regulations. If it fails to do so, however, the state government may be liable for bills it improperly processed. Virginia may also be on the hook for between $11 and 20 million in repayments to the federal government. 

 
 

Who Pays for Medicaid?

In describing the accreditation snafu to the subcommittee on Monday, Land called the situation “pretty critical, because those are the only pediatric beds we have.” In other words, CCCA is located in Central Virginia, but it’s a resource for children struggling with their mental health from around the state. It’s the only resource they have. 

Children must be pre-screened for admission to CCCA by a community health board, which decides whether the child is “in crisis” in their current environment. If so, CCCA can provide support for children who have threatened or attempted suicide; displayed aggressive or assaultive behavior or exhibited a need for evaluation and medication management. 

According to DBHDS Chief Public Relations Officer Meghan McGuire, approximately 60% of CCCA patients are Medicaid-eligible upon admission for a temporary detention order. 

These children come from low-income backgrounds. Medicaid is a program funded jointly by the state and federal government to ensure people without sufficient financial means can still access necessary medical care. 

Since 1990, Virginia has been contributing 50% to the cost-share for Medicaid patients at CCCA. The federal government covered the other 50%. Now, since it appears CCCA was not properly accredited as a Medicaid enrollee, legislators are wondering whether the federal government’s half needs to be paid back. 

According to Land, CCCA stopped billing Medicaid on June 2, 2020. The group notified the Centers for Medicare and Medicaid Services of the issue on Dec. 14. DBHDS has a 12-month plan to address the accreditation issue and potential revenue shortfalls. If needed, DMAS will be working with federal regulators to pay back money owed. That money will be due by Dec. 14, 2021.

 
 

Mental Health Services Budget Already Slashed

Luckily, while DBHDS sorts out the paperwork, there will be no interruption of services at CCCA. “We were doing an inpatient, acute level of care at CCCA and continue to do that, so we just need to get this right from a billing perspective,” Land said during Monday’s subcommittee meeting. 

However, CCCA predicts a $2.8 million revenue shortfall from the 12-month suspension in Medicaid billing. The accreditation process itself will also cost nearly $1 million. The facility will spend $718,000 on one-time capital improvements and operational modifications to meet requirements of a psychiatric hospital. It will also hire two staff members at a cost of $170,000 to guide the process. Land said DBHDS will absorb these staffing costs within its existing operating plan. 

All these additional expenses come in a context of funding for mental health services being reduced dramatically in the past year. Multiple departments saw budgets cut due to the pandemic. State Senate Finance Committee Legislative Analyst Mike Tweedy explained these cuts during Monday’s meeting. 

In the governor’s proposed 2021 budget, he removed $442 million from the state’s Department of Health and Human Resources. The General Assembly restored $224 million during the special session, but that still represents a $218 million cut. Specifically, community-based mental health services saw more than $52 million cut, Tweedy said.

Many of the programs that the joint subcommittee listed as top priorities during its last meeting on Dec. 9 were among those facing budget cuts. These included jail diversion programs, pilot programs to discharge geriatric patients with dementia from state mental health hospitals and the STEP-Virginia program.

Future of Deeds Commission in Virginia

The Joint Subcommittee on Mental Health Services in the 21st Century wants to restructure the mental healthcare system in Virginia. It’s been working as part of the Deeds Commission to fulfill that goal for seven years. But next year, the Deeds Commission expires. 

So during the Dec. 21 meeting, legislators on the call also discussed what comes next for the subcommittee. The consensus was that the work needs to continue, but finding funding for staff the subcommittee needs is a primary obstacle. 

“Four years is great, but you know, the work goes on forever. This is not an easy subject, and that’s because it’s complex and the issues constantly have to be considered and reconsidered to get the right approach,” said Sen. Creigh Deeds (D-Charlottesville), for whom the commission is named.

After some discussion, Del. Marcia Price (D-Newport News) made a motion to extend the commission for one year and to revisit the question of sustainable funding in the future. The motion passed. 

Ashley Spinks Dugan is a freelance reporter for Dogwood. You can reach her at info@vadogwood.com.

 
 

 
 

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As relief stalls, restoring Medicaid for Dubuque’s Marshallese is hanging in the balance

MM Curator summary:

Funding for Medicaid services in the Marshall Islands may resume at higher levels under the latest coronavirus relief bill.

 
 

 
 

The article below has been highlighted and summarized by our research team. It is provided here for member convenience as part of our Curator service.

 
 

Clipped from: https://kwwl.com/2020/12/23/as-relief-stalls-restoring-medicare-for-dubuques-marshallese-is-hanging-in-the-balance/

DUBUQUE, Iowa. (KWWL) —– It’s Wednesday night, December 23rd, 2020. Two days ago, leadership in the U.S. House and Senate passed a coronavirus relief bill. Americans are waiting for details of long-awaited relief to be cemented.

For the Marshallese community, the wait for relief has lasted over 20 years.

Maitha Jolet is a Marshallese man living in Dubuque. He’s been watching national cable news, wishing for the moment the bill passes.

“[The pandemic] is really hard for the Marshallese community,” said Jolet.

Within the federal COVID-19 relief bill text, a proposal: restoring Medicaid eligibility for the roughly 30,000 migrants from the Marshall Islands who now live in the States.

U.S. troops took control of the Islands from the Axis powers near the end of World War II. U.S. nuclear testing started after the war, forcing migrants out.

Doctors think the testing resulted in staggeringly high rates of pre-existing conditions, including diabetes and heart disease.

This puts Islanders at extremely high risk for COVID-19 complications. Marshallese people make up less than 1% of the county’s population. By summertime, more than 20% of the county’s COVID-19 deaths were among Marshallese.

The community reacted, working fast with outreach groups, physicians and translators to get Marshallese connected to the care they needed, according to Kelly Larson, director for Dubuque’s Human Rights department.

“Pre-existing conditions — things that people from the Marshall Islands experience —- come from us having bombed their islands,” Larson said.

A pact between these Pacific islands and the U.S. (called COFA) gave the Marshallese the freedom to live and work in the U.S. In return, the States could sustain military presence there.

In 1986, the U.S. promised migrants eligbility for Medicaid coverage. Then, when Medicaid was reformed in 1996, the promise was broken.

 
 

Maitha Jolet

Jolet hopes the decades-long struggle will end soon.

“The government still owes people for what has been done,” Jolet said. “One of my friends’ wife, she died from the COVID. And he showed me the bill. The bill is around $114,000.”

“Something is not right. We are in poverty. We don’t have money.”

Two days before Christmas, Jolet waits with all of us for relief to be certain.